A Descriptive Study on Communication Climate Measures: A Study on Development Bank of the Philippines

Abstract

Communication assessments are conducted to improve the effectiveness of organizations. There are several instruments used to measure an organization's communication. Communication climate instruments aim to measure the degree of supportiveness, trust, confidence, openness, and candor present in an organization. This paper assayed both the subjective (what a person is perceived to be happening) and objective (what is actually happening) aspect of communication climate in the Development Bank of the Philippines. Furthermore, it addressed the main problem: Do instruments of communication climate measure the actual communication climate of the Development Bank of the Philippines. Specifically, the following subproblems were posed: 1. Using Peterson and Pace’s Communication Climate Inventory (CCI), what is the perceived communication climate in DBP? | 2. Using Dennis’ Communication Climate Inventory, what is the perceived communication climate in DBP? 3. What is the existing communication climate of the organization based on employees’ communication behavior regarding: a. superior-subordinate communication b. participative decision making c. trust and reliability d. concern for high performance goals 4. Do the results of the two inventories corroborate with the actual communication climate in DBP? To study the issue, simple random sampling (for survey questionnaires) and convenience sampling (for interviews) were used. Of the 30 survey questionnaires distributed, 20 employees from the Credit and Appraisal Division of the Development Bank of the Philippines, answered both Peterson and Pace’s Communication Climate Inventory and Dennis’ Communication Climate Inventory. Additionally, eight employees (who did not answer the surveys) were interviewed. After which, a ten-day observation took place. Data analysis was conducted based on the results of the two inventories, interviews, and observation. Peterson and Pace’s Communication Climate Inventory and Dennis’ Communication Climate Inventory both have a system for data analysis. Results of the interview and observation were grouped into categories falling under superior-subordinate communication, participative decision making, trust and reliability and concern for high performance goals. Based on Peterson and Pace’s Communication Climate Inventory, the Organizational Composite Climate Score is 3.73 out of 5. This indicates that the communication climate of DBP is generally good. Furthermore, the Composite Trust Score Sum is 3.75 out of 5; Composite Participative Decision Making Score Sum is 3.8 out of 5; Composite Supportiveness Score Sum is 3.57 out of 5; Composite Openness in Downward Communication Score Sum is 3.7 out of 5; Composite Listening in Upward Communication Score Sum is 3.7 out of 5. Based on Dennis’ Communication Climate Inventory, the Organizational Composite Climate Score is 172.25 out of 225. This indicates that the communication climate is generally good. Furthermore, the Superior- Subordinate Communication Score Sum is 82.3 out of 105; Quality of Information Score Sum is 44.25 out of 60; Superior openness/empathy Score Sum is 19.7 out 25; Upward Communication Score Sum is 19.7 out of 25; and Reliability Score Sum is 6.3 out of 10. Based on the results of the interview, all eight respondents said that their communication climate in good. Furthermore, there was a unanimous agreement that superior-subordinate communication, trust and reliability, participative decision making, and concern for high performance goal are evident in DBP. Based on the observation conducted, the results indicate that a supportive communication climate exists in DBP. Superiors and subordinates are able to express their feelings. Likewise, they are at ease in giving information. Furthermore, employees at all levels are able to participate in decision making. They are able to give suggestions as well as to take directions. Moreover, superiors and subordinates help each other. In addition, trust and reliability are present between superiors and subordinates. A high sense of commitment is also evident in DBP. In conclusion, the results of Peterson and Pace’s Communication Climate Inventory and Dennis’ Communication Climate Inventory corroborated with the existing climate of DBP.