Internal Communication Practices Among Administrative Personnel in the Bureau of Customs Sub-Port of Ozamiz: A Case Study on Organizational Efficiency
DOI:
https://doi.org/10.5281/zenodo.21297746Keywords:
administrative personnel, Bureau of Customs Sub-Port of Ozamiz, communication practices, internal communicationAbstract
Internal communication serves as the backbone of operational efficiency within government institutions, particularly within the Bureau of Customs Sub-Port of Ozamiz. This qualitative single-case study investigates how internal communication practices among five key administrative personnel—comprising an acting division chief, supply officer, secretary, cashier assistant, and accountant officer—influence organizational performance and daily operational efficiency. The findings reveal that while communication is an indispensable, continuous function that facilitates the flow of information through a hybrid of formal memoranda, meetings, and digital platforms, the system is frequently compromised by significant barriers. Participants identified information ambiguity, transmission latency, and channel inconsistency as primary obstacles that trigger a ripple effect of delays, increased error rates, and redundant workloads. To navigate these challenges, personnel often resort to reactive strategies such as constant verification, proactive clarification, regular follow-ups, and lateral coordination to maintain workflow continuity. Ultimately, the findings demonstrate that communication quality plays a crucial role in shaping institutional output, showing that clear, timely, and consistent messaging is foundational to accuracy and task completion. Conversely, systemic communication breakdowns necessitate "workarounds" that, while functional, detract from overall productivity. These results suggest that to optimize the Bureau’s efficiency, there is a pressing need to move beyond informal adaptations and instead institutionalize standardized protocols that ensure clarity and consistency across all hierarchical levels. By addressing these communicative gaps, the Sub-Port of Ozamiz can minimize operational friction, strengthen inter-personnel coordination, and better fulfill its administrative mandates.
References
Alviola, J. C. (2024). Communication climate and organizational climate as predictors of job satisfaction of State University employees in Eastern Visayas, Philippines. Environment and Social Psychology, 9(11). https://doi.org/10.59429/esp.v9i11.3112
Barrera, L. M. B., & Cabalida, E. S. (2022). A study on the effectiveness of the internal organizational communication process of Alano & Sons Credit Corporation: Basis for continuous development of company operations, Dipolog City, Philippines. International Journal of English Literature and Social Sciences, 7(6). https://doi.org/10.22161/ijels.76.15
Braun, V., & Clarke, V. (2006). Using thematic analysis in psychology. Qualitative Research in Psychology, 3(2), 77–101. https://doi.org/10.1191/1478088706qp063oaCastillo, R. C., De Villa, H., Encinas, E., Hernandez, J. J., & Mandocdoc, M. (2022). End user computing satisfaction on digital trade facilitation in the Philippines. Journal of Innovation Information Technology and Application, 4(1), 1-14. https://doi.org/10.35970/jinita.v4i1.1102
Comes, T., Van de Walle, B., & Van Wassenhove, L. N. (2020). The coordination-information bubble in humanitarian response: Theoretical foundations and empirical investigations. Production and Operations Management, 29(12), 2765-2787. https://doi.org/10.1111/poms.13236
Creswell, J., & Poth, C. (2018). Qualitative inquiry and research design (4th ed.). SAGE Publications.
Denner, N., Koch, T., Viererbl, B., & Ernst, A. (2024). Feeling connected and informed through informal communication: A quantitative survey on the perceived functions of informal communication in organizations. Journal of Communication Management, 29(1). https://doi.org/10.1108/jcom-06-2024-0085
Falkheimer, J., Heide, M., Simonsson, C., & Andersson, R. (2022). Rally-around-the-organizational-flag? Internal communication in a professional organization during the Covid-19 pandemic crisis. Corporate Communications: An International Journal, 27(5), 23–38. https://doi.org/10.1108/ccij-02-2022-0007
Go, N. J. P. (2025). Effectiveness of organizational communication of the Department of Agriculture Cordillera Administrative Region. Cognizance Journal of Multidisciplinary Studies, 5(3), 48-64. https://doi.org/10.47760/cognizance.2025.v05i03.015
Gomes, P. G., Santos, E., & Martins, E. (2023). An exploratory analysis of internal communication in times of the COVID-19 pandemic. Global Business and Organizational Excellence, 42(4), 45–59. https://doi.org/10.1002/joe.22204
Kamal, N., Raihan, N., & Maidin, A. (2023). Communication barriers in work environment: Understanding impact and challenges. International Journal of Academic Research in Business and Social Sciences, 13(12), 1–15. https://doi.org/10.6007/IJARBSS/v13-i12/20123
Karanges, E., Johnston, K., Beatson, A., & Lings, I. (2015). The influence of internal communication on employee engagement: A pilot study. Public Relations Review, 41(1), 129–131. https://doi.org/10.1016/j.pubrev.2014.12.003
Koschmann, M. A., Kopczynski, J., Opdyke, A., & Javernick-Will, A. (2017). Constructing authority in disaster relief coordination. International Journal of Communication, 11, 2145-2168.
Larroza, E. R. F., Basilla, S. A. G., Casano, M. A., Briones, J., & Abante, M. V. (2024). Relationship of open communication to employee motivation in a government agency in the Philippines. Humanities, Society, and Community, 2(1), 1-15. https://doi.org/10.31098/hsc.v2i1.2747
Lincoln, Y. S., & Guba, E. G. (1985). Naturalistic inquiry. SAGE Publications.
Lorenzana, J. A., & Soriano, C. R. (2021). Introduction: The dynamics of digital communication in the Philippines: Legacies and potentials. Media International Australia, 180(1), 8-14. https://doi.org/10.1177/1329878x211010868
Men, L. R. (2021). Evolving research and practices in internal communication. In New perspectives in organizational communication (pp. 1–18). Palgrave Macmillan. https://doi.org/10.1007/978-3-030-78213-9_1
Merriam, S. B. (2009). Qualitative research: A guide to design and implementation. John Wiley & Sons.
Roengtam, S., Nurmandi, A., Almarez, D. N., & Kholid, A. (2017). Does social media transform city government? A case study of three ASEAN cities. Transforming Government: People, Process and Policy, 11(3), 391-415. https://doi.org/10.1108/tg-10-2016-0071
Ruck, K., & Welch, M. (2012). Valuing internal communication; management and employee perspectives. Public Relations Review, 38(2), 294–302. https://doi.org/10.1016/j.pubrev.2011.12.016
Stake, R. E. (1995). The art of case study research. SAGE Publications.
Verčič, A. T., & Men, L. R. (2023). Redefining the link between internal communication and employee engagement. Public Relations Review, 49(1), 102279. https://doi.org/10.1016/j.pubrev.2022.102279
Weick, K. E. (1995). Sensemaking in organizations. SAGE Publications.
Welch, M., & Jackson, P. R. (2007). Rethinking internal communication: A stakeholder approach. Corporate Communications: An International Journal, 12(2), 177–198. https://doi.org/10.1108/13563280710744847
Yin, R. K. (2018). Case study research and applications: Design and methods (6th ed.). SAGE Publications.
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2026 International Journal of Research on Multidisciplinary Studies
This work is licensed under a Creative Commons Attribution 4.0 International License.
