INTERNAL COMMUNICATION OF THE OFFICE OF THE NATIONAL ANTI-CORRUPTION COMMISSION, REGION 4

Abstract

The objectives of this research were (1) to study communication patterns, (2) to identify communication problems and obstacles, and (3) to propose solutions for internal communication issues at the Office of the National Anti-Corruption Commission (NACC) Region 4. This mixed-methods research employed both qualitative and quantitative approaches. The qualitative research involved 11 key informants, including senior executives, first-line managers, and staff members, while the quantitative research surveyed 51 personnel from the NACC Region 4 office. Data collection tools included in-depth interviews and questionnaires. The data analysis utilized conclusion drawing and descriptive statistics, comprising frequency, mean, percentage, and standard deviation (S.D.). The research findings revealed: (1) Formal communication patterns: Downward communication utilized meetings, memos, announcements, and directives. First-line managers and staff engaged in both formal and informal communication through face-to-face interactions, memos, and LINE application. Upward communication employed memos, LINE application, telephone calls, face-to-face conversations followed by memos. Horizontal communication among senior executives used official documents and memos, while first-line managers and staff used face-to-face conversations, telephone calls, LINE application, and written communication. Diagonal communication required prior notification to one's supervisor, with informal communication conducted through conversations, telephone calls, and LINE application. (2) Communication methods incorporated both verbal and written forms, both formal and informal, including body language, gestures, and facial expressions. (3) Regarding challenges, survey respondents were predominantly male, aged 31-40 years, holding master's degrees, in staff positions. Overall organizational communication barriers were rated moderate. Analysis by aspect showed interpretation and understanding of information ranked highest (high level), followed by interpersonal communication and mutual understanding (high level), while insufficient information received ranked lowest (moderate level). (4) Solutions for improving organizational communication: executives should use simple language, avoid technical terms, verify understanding after communication, encourage questions and feedback, establish feedback channels, select appropriate communication channels and language levels, develop effective communication skills, ensure comprehensive information presentation, and properly prioritize content.