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Scholars have broadly defined organizational communication as communication which takes place between individuals in an organization setting (Ali & Haider, 2012; Akpinar et al, 2014; Shockley-Zalabak, 2006). Organizational communication refers to activites that are undertaken to convey and receive messages through various forms, channels across the lines of authorities in matters of concern and interest to organizations. Further, innovation is concerned in creating values that play a significant role in making organizations sustainable in the current scenario (Belal, Shirahada, & Kosaka, (2014) and communication therein plays a critical role and the importance of effective communication in enhancing organizational outcomes has been underlined by several scholars (Garnett et al., 2008; Pandey & Garnett, 2006).
Yet most of the studies on organizational communication have mainly focused in the field of communication and business management (Akpinar et al, 2014) and scarce research has been undertaken on its role and effect in public administration. Other studies have demonstrated how the organizational setting has an influence on communication processes and how the nature of communication sets it apart from other forms of organizational behaviour (Abugre, 2010; Akpinar et al, 2014). To understand what is going on it is necessary to have a way of conceiving these varied facets or variables involved (Baporikar, 2015). Moreover, the complexity and nature of the problems related to organizational communication has become even more acute and complex with the arrival of the Internet. The rise of digital and mobile communication has made the world become more connected (Wahi, Medury, & Misra, 2015). Thus, the objective of this study is to develop and test an exploratory model of communication and its impact on organizational commitment and job satisfaction in the Inland Revenue Department in Namibia.
By ensuring understanding of needed information that is conveyed to internal and external stakeholders, effective organizational communication strategies enable the simplification of decision making processes or the organization’s operations (Garnett et al., 2008). The adverse impact of the lack of open communication on organizational performance has been underlined by several scholars (Abugre, 2010; Akpinar et al, 2014; Garnett et al., 2008; Pandey & Garnett, 2006). Given the dearth of research on the relationship between communication satisfaction and organizational commitment and employee job satisfaction, the relationship that is assumed to exist between these variables is more implied than proven.
Services are the driving forces that create values for customers according to current business trends (Belal, Shirahada, & Kosaka, (2014) and the Department of Inland Revenue in Namibia (and the Ministry of Finance in general) is expected to be characterized by high levels of effectiveness, responsiveness, accountability, cost-efficiency, as well as a shift to inter-organizational governance arrangements for the delivery of public service (Government of Namibia, 2006). The Department has focused on ensuring the enhancement of the above-mentioned aspects and how to make the Department business-like, but little or no attention has been given to organizational processes as potential determinants of commitment. Employees’ satisfaction with organizational communication practices is one of these organizational processes that have been disregarded.