INTRODUCTION ORGANIZATIONAL LEADERS IDENTIFIED EMPLOYEE
ENGAGEMENT
Organizational leaders identified employee engagement as a primary concern for
organizational leadership (Christian, Garza, & Slaughter, 2011; Harter & Blacksmith,
2010; Saks, 2006). Researchers in the field of worker engagement have identified
communication, primarily between manager and employee, as a primary driver of
employee engagement (Gerst, 2013). From a business perspective, a direct relationship
between managerial communication and employee engagement may exist, as well as a
need for leaders to understand if leadership communication behaviors may optimize
employee engagement. In the study, I explored how leadership communication affected
employee engagement. Business leaders identified improving employee engagement
within organizations as a central priority in leadership (Christian et al., 2011). Well-
organized communications systems contribute to employee satisfaction and engagement
within organizations (Aburge, 2011). Managers should communicate effectively with
their subordinates; however, many workers do not believe their direct supervisors are
effective communicators (Neves & Eisenberger, 2012). A lack of productive
communication in the manager-employee relationship can lead to low employee
engagement and thus affect organizational success and sustainability (Neves &
Eisenberger, 2012). The ability to lead and inspire employees to accomplish
organizational objectives is a facet of managerial communication (Neves & Eisenberger,
2012). For this reason, organizational leaders should pay close attention to managerial
communication behaviors, styles, and delivery and their effects on worker engagement.
Problem Statement
The inability among managerial staff to establish a connection with their
workforce through effective communication can lead to organizational chaos, low
productivity, and decreased profitability (Bisel, Messersmith, & Kelley, 2012).
Organizational leaders who focus on soft skills, including communication, enjoy 85%
higher profits compared with those in firms who are least effective at communicating
with their employees (Robles, 2012). The general business problem was that a lack of
effective managerial communication deterred organizational profit and created an
environment of mistrust between the workforce and management (Timmins, 2011). The
specific business problem was that managers often lack skills or strategies for effective
communication behaviors with employees, which may ultimately improve employee
engagement and organizational productivity.
Purpose Statement
The purpose of this qualitative descriptive study was to explore the effective
communication behaviors that managers use to improve employee engagement and
organizational productivity. Data collection included 23 semistructured interviews with
open-ended questions among 11 managers and 12 nonmanagerial employees from local
government public entities in the Tidewater, Virginia, area. The 11 managerial interviews
consisted of those in a midlevel managerial capacity; entry level managers and senior
management personnel were not included. This population was appropriate for research
pertaining to managerial communication and employee engagement due to their
experience with managerial communication and their ability to discuss their experiences
surrounding the effect of communication on their organizations.
The results from this study may influence social change by giving business leaders
insight into how effective communication practices between managers and their
subordinates may improve overall employee engagement and thus increase organizational
productivity. The findings from this study may also provide business leaders with
examples of strategies that may prevent an adverse shift in organizational climate due to
poor communication behaviors.
Nature of the Study
I used a qualitative, descriptive approach when conducting this study. The
descriptive ideal involved detailing the human experience pertaining to a phenomenon
from the view of the participant (Bickman & Rog, 1998). In quantitative methodology,
measurements of variables occur so that the quantitative data can be analyzed using
statistical procedures and means (Yin, 2014). Quantitative methodology was not
appropriate for this study because I did not test an experimental hypothesis.
Mixedmethods research methodology was not appropriate for this study because it
combined both qualitative and quantitative forms (Golicic & Davis, 2012). I was seeking
to understand the phenomenon of employee engagement and leadership communication.
Because I did not use the quantitative method in any form in this research, a mixed
methods was not the appropriate method for my research question.
As indicated by Bickman and Rog (1998), the central benefit of the descriptive
research design is that it allows researchers to interview a subject about experiences in
their natural environment. A descriptive research design was appropriate because the
focus of this study was on the experiences and perceptions of participants regarding
communications occurring in an organizational setting. I considered using a
phenomenological design for this study because phenomenology allows researchers to
explore how individuals construct meaning concerning events, in a time-bound manner in
a particular social context (Yin, 2014). I chose not to use a phenomenological design
because the focus of the study was not on a particular phenomenon but rather on the
ongoing phenomenon of communication behavior. I considered a case study design for
this study but opted not to use this design. A case is an object studied for a specific
reason that is peculiar or particular (Hyett, Kenny, & Dickson-Swift, 2014). Although a
case study design could have worked for this study, I chose not to use a case study design
due to documented concerns regarding credibility within qualitative research (Hyett et al.,
2014). Grounded theory design is among the most frequently used designs within
qualitative research (Timmermans & Tavory, 2012). My decision not to use grounded
theory design in the study centered on the fact that generating a theory was not the
principal aim of my research. Narrative design focuses on studying an individual and
collecting data through stories, which creates a story about the individual’s experience
and the meaning he or she attributes to them (Timmermans & Tavory, 2012). I did not
use narrative design in the study because I did not want to focus on a sole individual’s
experience.
Research Question
Alvesson and Sandberg (2011) stated that the point of the central research
question is to narrow the purpose to a number of questions within the study. The goal of
this research was to determine how the use of effective communication behaviors by
organizational leadership affects employee engagement. Hence, the central research
question for this study was: What communication behaviors do managers use with their
employees to improve employee engagement and productivity?
Interview Questions
The data collection technique for the study was an interview. I used the interview
questions to collect the data needed to answer the research question. I used two sets of
questions: one for employees and one for managers. The interview questions are below,
as well as in Appendix A:
Employee Questions
1. Based on your personal experiences, how do you think employees within
your organization communicate effectively?
2. Based on your personal experiences, how would you describe effective
communication between an employee and their immediate supervisor
within your organization?
3. How has positive communication between you and your immediate
supervisor affected your engagement at work? Please provide an example.
4. Does increased communication and/or interaction with your immediate
supervisor influence your engagement at work? How?
5. What other ways has communication with your supervisor affected your
engagement at work?
Manager Questions
1. Based on your personal experiences, how do you think employees within
your organization communicate effectively?
2. Based on your personal experiences, how would you describe effective
communication between a manager and their employee(s) within your
organization?
3. How has positive communication between you and your employee(s)
affected your engagement at work? Please provide an example.
4. Does increased communication and/or interaction with your employee(s)
influence your engagement at work? How?
5. What other ways has communication with your employee(s) affected your
engagement at work?
Conceptual Framework
The theories relevant to this study were systems theory and communications
theory. Systems theory is an alternative approach to (a) understanding, (b) planning, and
(c) managing organizations (Ingram, 2013). Systems theory can provide a new
perspective for approaching employee engagement through effective communication,
offering managers the opportunity to understand the significance of communication on
overall employee engagement. Communications theory follows the idea that human
behavior connects to heredity and the environment, which includes (a) past experiences,
(b) present circumstances, and (c) future expectations of all the parties involved in
information transfer (Duncan, 1973).
von Bertalanffy created general systems theory in 1936, and it was originally
intended for the science field; since then, the theory evolved and became relevant to other
disciplines (Kast & Rosenzweig, 1972). von Bertalanffy was both reacting against
reductionism and trying to breathe life into the unity of science (Kast & Rosenzweig,
1972). He emphasized that real systems are open to, and network with, their
environments and that real systems can attain qualitatively novel properties through
materialization, resulting in continual evolution (von Bertalanffy, 1950).
Systems theory was applicable to this study of managerial communication
techniques and employee engagement because organizational success depends on (a)
synergy, (b) interrelations, and (c) codependence between different subsystems (von
Bertalanffy, 1950). One of the most important elements of an organization, employees
compose a vital subsystem that drives organizational success (Ingram, 2013). In this
study, the two relevant subsystems were managers and the workforce. The ideas of
systems theory that were relevant to the study were (a) leadership communication is
integral to employee engagement and (b) employee/manager relations are a vital
component of an organizational entity (Ingram, 2013).
Communications theory embraces the thought that the environmental context
within which a message is sent and received can significantly influence the fidelity of
communication (Duncan, 1973). In any human communication system, forces emerge
that inhibit effective meaning transfer (Duncan, 1973). Within a communication system,
mutual understanding is key (Duncan, 1973). Duncan carefully observed that mutual
understanding means that an individual responds to communication in a manner relative
to his ends. Therefore, when employees and managers understand each other they
respond to one another in a more productive, collaborative manner (Duncan, 1973).
Operational Definitions
The definitions provided below ensure the reader has a precise understanding of
the context of the terms within the study, avoiding any confusion with any term
definitions in other scholarly works.
Communication. Garcia (2012) defined communication as an act of will directed
toward an existing entity that reacts. Effective communication is intended, goal-oriented,
and coherent (Garcia, 2012).
Communication competence. Keyton et al. (2013) defined communication
competence as communication effectiveness within an organizational setting.
Engagement. Mone, Eisinger, Guggenheim, Price, and Stine (2011) defined
engagement as an employee’s sense of reason and focused energy which is evident to
others through the efforts of personal initiative, flexibility, and diligence directed toward
the organization’s goals.
Employee. Rodell et al. (2016) defined employee based on the Internal Revenue
Service’s terms and definitions. Rodell et al. classified employees in two ways;
commonlaw and statutory employee. A common-law employee is any individual who
performs services for an employer and controls the completion date of the activity
(Rodell et al., 2016). A statutory employee is any officer of an organization or any person
who, under the usual common law rules used to determine the employer-employee
relationship, has the status of an employee (Rodell et al., 2016). For the purposes of this
study, the statutory employee definition was appropriate.
Manager. Boykins, Campbell, Moore, and Nayyar (2013) defined manager as an
individual who implements the management process. Boykins et al. (2013) noted that a
manager is one who builds a rapport with employees, promotes teamwork, and has the
desire to further organizational goals.
Assumptions, Limitations, and Delimitations
Assumptions
An assumption is a fact considered true but not verified (Martin & Parmar, 2012).
There were three assumptions with this study:
1. All interview participants will be open and honest in their responses to the
questions asked (Anyan, 2013).
2. The interview questions are relevant for this study and participant responses
should provide the necessary information needed to answer the research
question posed.
3. The sample population selected for this study will provide information via the
interview relevant to the study topic and contribute to the overall business
knowledge of this topic.
Limitations
Potential weaknesses in the study are limitations (Yeatman, Trinitapoli, &
Hayford, 2013). There were two limitations in this study:
1. The sample population interviewed will be limited to those who respond to the
interview request.
2. The validity of the findings relies upon the responses received during the
interview process.
Delimitations
Delimitations are the bounds or scope of the study (Thomas, Silverman, &
Nelson, 2015). There were two delimitations within this study.
1. The scope of the study is limited to the Tidewater, Virginia, area. Tidewater
includes the cities of Chesapeake, Hampton, Newport News, Norfolk, Suffolk,
Portsmouth, and Virginia Beach, Virginia.
2. The boundaries of the study include interviewing those in managerial and
subordinate nonmanagerial capacities.
Significance of the Study
Contribution to Business Practice
My intent was to produce insight on how effective communication behaviors of
managers within an organization can affect employee engagement, in addition to
positively affecting overall organizational climate and organizational productivity. The
results of the study may contribute to improved communication practices within
organizations, particularly between subordinates and the managers to whom they report.
The results of the study revealed how communication affects the manager-employee
relationship, which in turn may influence overall organizational performance. If the
participant responses demonstrate a connection between managerial communication and
employee engagement, organizations may make the decision to focus more attention and
training on the topic of managerial communication.
Business leaders may gain insight regarding the influence of communication
behaviors, both effective and ineffective, on overall employee engagement. The
application of beneficial business lessons may occur when business leaders gain an
understanding of how managerial communication affects employee engagement. This
understanding, in turn, could lead to improved employee engagement and a more
productive organization as a whole.
Implications for Social Change
The findings of the doctoral study have the potential to influence social change. A
productive organization may contribute further to society in a positive manner. If
employees engage in their work, turnover within an organization may decrease (Siddiqi,
2013). Lower turnover in organizations may lower the national unemployment rate; as
employees perform better, a reduction in turnover (voluntary or involuntary) may occur.
A lower unemployment rate may lessen the overall burden on government and society.
A Review of the Professional and Academic Literature The
research question for this study was: How do effective managerial communication
techniques contribute to employee engagement within an organization? Employee
engagement remains a critical concern for organizations, and thus organizational
leaders are under increasing pressure to ensure their workforce remains engaged
(Kapoor & Meachem, 2012). Managers face the challenge of keeping their employees
engaged using effective communication techniques.
The purpose of this literature review was to provide an overview of relevant
studies addressing (a) managerial communication, (b) communication theories, and (c)
employee engagement. I used journal articles, books, and other scholarly sources within
this study, with 85% of the 175 total sources published between 2012 and 2016. In
addition, 91% of the 175 total sources are peer-reviewed. Of the total 175 total sources, I
used 77 sources within the literature review, of which 71 (92.2%) were peer-reviewed
articles and 69 (89.6%) were published between 2012 and 2016. In addition, the
literature review included four seminal sources (5%) and two non-peer-reviewed articles
(2.5%). I accessed source information through the Walden University library (using
databases such as ProQuest and EBSCOhost), as well as from Google Scholar and other
university library sources. While conducting the search for peer-reviewed sources, I used
the terms communication, employee engagement, communication theories,
communication techniques, managerial communication, and organizational
communication.
I focused the literature review on two main themes: (a) managerial
communication, and (b) employee engagement. The first section includes an overview of
managerial communication. This section covers the (a) importance of managerial
communication within organizations, (b) various managerial communication techniques,
and (c) managerial communication with employees. A review of employee engagement
(to include factors of engagement) occurs in the second section. This section includes
studies that delve into (a) employee engagement within organizations, (b) what causes
employees to disengage, and (c) how communication plays a role in overall engagement.
Theories
The two theories that I used as a foundation for this study relating to managerial
communication were systems theory and communications theory. von Bertalanffy (1950)
was the creator of systems theory and stressed that real systems work in conjunction with
their surroundings. In addition, von Bertalanffy noted systems could attain qualitatively
original properties through materialization, resulting in continual evolution. Rather than
reducing an entity to the properties of its parts or essentials, systems theory focuses on the
collection of and relations between the parts that attach them into a whole (Kast &
Rosenzweig, 1972). Mulej et al. (2004) suggested that there are seven principles of
systems theory thinking relevant to organizations. The seven principles include (a)
interdependence; (b) relations; (c) openness; (d) interconnectedness; (e) complexity; (f)
attractors; and (g) synergy, system, and synthesis.
Buble (2012) noted that interdependence related to the various systems within an
organization that can work autonomously to complete a task. Buble stated that the ability
for departments to work together toward a common goal was the foremost aspect of the
principle of relations. When an organization allows employees to express suggestions
and viewpoints, openness and interconnectedness occur (Mulej et al., 2004). Mulej et al.
mentioned that the complicated decisions organizations make at times referred to the
complexity of the organization. Attractors are any influential force within the
organization (Mulej et al., 2004). When relations between groups within an organization
lead to new ideas and momentum, there is evidence of synergy, systems, and synthesis
(Mulej et al., 2004). Mulej et al. explained that the seven principles allows for a holistic
view of systems thinking, which previous authors had not noted.
Duncan (1973) asserted that communications theory embraces the notion that the
environmental context within which a message is delivered and received can have
significant influences on the fidelity of communication. Ludwig et al. (2014) furthered
research on communication theory with the discussion of communication
accommodation. Ludwig et al. explained that that during communication, individuals
will try to accommodate or change their style of speaking to others. Change of
communication style is accomplished in two ways: divergence and convergence. Groups
who identify strongly with their race or ethnicity frequently use divergence to highlight
group identity. Convergence occurs when there is a strong need for social acceptance,
frequently from powerless individuals. Within organizations, individuals will often
practice convergence rather than divergence (Ludwig et al., 2014).
In contrast to the concepts of divergence or convergence with regard to
communication, Ng and Feldman (2013) discussed symbolic interaction in regards to
communication theory. Ng and Feldman suggested that individuals are motivated to act
based on the meanings they assign to (a) others, (b) things, and (c) occurrences. Further,
meaning includes the language that people use both with (a) friends and family, (b)
colleagues, and (c) in private thought (Ng & Feldman, 2013). Ng and Feldman
concluded that language and communication allow people to develop a sense of self and
to interact with others in the community.
Managerial Communication
Communication is woven into the fabric of most organizational structures.
Within an organization, communication is a primary component of organizational success
(Emanoil, Ramona, & Lucia, 2013). Members of an organization spend the bulk of their
time communicating with one another; this is particularly true of manager and
subordinate communication (Emanoil et al., 2013). Further, communication within an
organization is a network activity. Hossain, Murshed, and Uddin (2013) contended that
an organizational communication system is a professional set of relationships between
individuals within an organization. The flow of organizational information creates
various types of communicative relationships among the participating entities (Hossain et
al., 2013). The communication relationships eventually create an overall pattern within
the organization (Hossain et al., 2013).
Understanding the effect that managerial communication has on employee
engagement is paramount to organizational success, as a breakdown in communication
can lead to reduced productivity throughout the organization (Bisel et al., 2012).
However, Emanoil et al. (2013) indicated that not all companies have fully understood the
role of communication, being that managers tend to focus on obtaining immediate profit
rather than on other aspects of a successful organization, such as the influence of
communication on employee performance and engagement.
Voinea, Busu, Opran, and Vladutescu (2015) stated that managerial
communication is not only the art of conveying and understanding information but also
the art of allowing employees to understand management decisions that propel employees
to meet organizational objectives. Mahajan, Bishop, and Scott (2012) agreed with Voinea
et al. (2015), and defined top management communication as the extent of lucidity and
wholeness in the messages sent by organizational leadership to employees. Employee
involvement is the level to which employees supply significant inputs into company
choices (Mahajan et al., 2012). Mahajan et al. theorized that organizational leadership
communication and employee contribution are useful in synchronizing employee efforts
and in encouraging employees to achieve organizational objectives.
Whereas Mahajan et al. (2012) viewed communication as a managerial
responsibility, Uusi-Rauva and Nurkka (2010) discussed communication with employees
as a corporate responsibility. Uusi-Rauva and Nurkka outlined the types of internal
messages pertaining to a company’s environment-related corporate social responsibility
(CSR) that would be most effectual in engaging employees. Uusi-Rauva and Nurkka
studied how environmentally active employees are internal communicators, used to
spread environmental activity within the organization. Uusi-Rauva and Nurkka noted the
importance of assisting managers with understanding how they can communicate
effectively to encourage all employees to consider the environment in their jobs.
Adleman (2012) completed a study pertaining to communication in an attempt to
understand specific chief executive officer (CEO) communication behaviors and actions
in relation to promoting upward employee communication. Although CEOs differ from
frontline managers, they often set the tone for managerial communication within an
organization (Adleman, 2012). Adleman described the act of encouraging
communication within the work environment as beneficial to organizational culture.
Business leaders identified improving employee engagement within organizations
as a central priority in leadership (Christian et al., 2011). Well-organized
communications systems contribute to employee satisfaction and engagement within
organizations (Aburge, 2011). Managers should communicate effectively with their
subordinates; however, many workers do not believe their direct supervisors are effective
communicators (Neves & Eisenberger, 2012). A lack of productive communication in the
manager-employee relationship can lead to low employee engagement and thus affect
organizational success and sustainability (Neves & Eisenberger, 2012). The ability to
lead and inspire employees to accomplish organizational objectives is a facet of
managerial communication (Neves & Eisenberger, 2012). For this reason, organizational
leaders should pay close attention to managerial communication behaviors, styles, and
delivery and their effects on worker engagement.
Problem Statement
The inability among managerial staff to establish a connection with their
workforce through effective communication can lead to organizational chaos, low
productivity, and decreased profitability (Bisel, Messersmith, & Kelley, 2012).
Organizational leaders who focus on soft skills, including communication, enjoy 85%
higher profits compared with those in firms who are least effective at communicating
with their employees (Robles, 2012). The general business problem was that a lack of
effective managerial communication deterred organizational profit and created an
environment of mistrust between the workforce and management (Timmins, 2011). The
specific business problem was that managers often lack skills or strategies for effective
communication behaviors with employees, which may ultimately improve employee
engagement and organizational productivity.
Purpose Statement
The purpose of this qualitative descriptive study was to explore the effective
communication behaviors that managers use to improve employee engagement and
organizational productivity. Data collection included 23 semistructured interviews with
open-ended questions among 11 managers and 12 nonmanagerial employees from local
government public entities in the Tidewater, Virginia, area. The 11 managerial interviews
consisted of those in a midlevel managerial capacity; entry level managers and senior
management personnel were not included. This population was appropriate for research
pertaining to managerial communication and employee engagement due to their
experience with managerial communication and their ability to discuss their experiences
surrounding the effect of communication on their organizations.
The results from this study may influence social change by giving business leaders
insight into how effective communication practices between managers and their
subordinates may improve overall employee engagement and thus increase organizational
productivity. The findings from this study may also provide business leaders with
examples of strategies that may prevent an adverse shift in organizational climate due to
poor communication behaviors.
Nature of the Study
I used a qualitative, descriptive approach when conducting this study. The
descriptive ideal involved detailing the human experience pertaining to a phenomenon
from the view of the participant (Bickman & Rog, 1998). In quantitative methodology,
measurements of variables occur so that the quantitative data can be analyzed using
statistical procedures and means (Yin, 2014). Quantitative methodology was not
appropriate for this study because I did not test an experimental hypothesis.
Mixedmethods research methodology was not appropriate for this study because it
combined both qualitative and quantitative forms (Golicic & Davis, 2012). I was seeking
to understand the phenomenon of employee engagement and leadership communication.
Because I did not use the quantitative method in any form in this research, a mixed
methods was not the appropriate method for my research question.
As indicated by Bickman and Rog (1998), the central benefit of the descriptive
research design is that it allows researchers to interview a subject about experiences in
their natural environment. A descriptive research design was appropriate because the
focus of this study was on the experiences and perceptions of participants regarding
communications occurring in an organizational setting. I considered using a
phenomenological design for this study because phenomenology allows researchers to
explore how individuals construct meaning concerning events, in a time-bound manner in
a particular social context (Yin, 2014). I chose not to use a phenomenological design
because the focus of the study was not on a particular phenomenon but rather on the
ongoing phenomenon of communication behavior. I considered a case study design for
this study but opted not to use this design. A case is an object studied for a specific
reason that is peculiar or particular (Hyett, Kenny, & Dickson-Swift, 2014). Although a
case study design could have worked for this study, I chose not to use a case study design
due to documented concerns regarding credibility within qualitative research (Hyett et al.,
2014). Grounded theory design is among the most frequently used designs within
qualitative research (Timmermans & Tavory, 2012). My decision not to use grounded
theory design in the study centered on the fact that generating a theory was not the
principal aim of my research. Narrative design focuses on studying an individual and
collecting data through stories, which creates a story about the individual’s experience
and the meaning he or she attributes to them (Timmermans & Tavory, 2012). I did not
use narrative design in the study because I did not want to focus on a sole individual’s
experience.
Research Question
Alvesson and Sandberg (2011) stated that the point of the central research
question is to narrow the purpose to a number of questions within the study. The goal of
this research was to determine how the use of effective communication behaviors by
organizational leadership affects employee engagement. Hence, the central research
question for this study was: What communication behaviors do managers use with their
employees to improve employee engagement and productivity?
Interview Questions
The data collection technique for the study was an interview. I used the interview
questions to collect the data needed to answer the research question. I used two sets of
questions: one for employees and one for managers. The interview questions are below,
as well as in Appendix A:
Employee Questions
6. Based on your personal experiences, how do you think employees within
your organization communicate effectively?
7. Based on your personal experiences, how would you describe effective
communication between an employee and their immediate supervisor
within your organization?
8. How has positive communication between you and your immediate
supervisor affected your engagement at work? Please provide an example.
9. Does increased communication and/or interaction with your immediate
supervisor influence your engagement at work? How?
10. What other ways has communication with your supervisor affected your
engagement at work?
Manager Questions
6. Based on your personal experiences, how do you think employees within
your organization communicate effectively?
7. Based on your personal experiences, how would you describe effective
communication between a manager and their employee(s) within your
organization?
8. How has positive communication between you and your employee(s)
affected your engagement at work? Please provide an example.
9. Does increased communication and/or interaction with your employee(s)
influence your engagement at work? How?
10. What other ways has communication with your employee(s) affected your
engagement at work?
Conceptual Framework
The theories relevant to this study were systems theory and communications
theory. Systems theory is an alternative approach to (a) understanding, (b) planning, and
(c) managing organizations (Ingram, 2013). Systems theory can provide a new
perspective for approaching employee engagement through effective communication,
offering managers the opportunity to understand the significance of communication on
overall employee engagement. Communications theory follows the idea that human
behavior connects to heredity and the environment, which includes (a) past experiences,
(b) present circumstances, and (c) future expectations of all the parties involved in
information transfer (Duncan, 1973).
von Bertalanffy created general systems theory in 1936, and it was originally
intended for the science field; since then, the theory evolved and became relevant to other
disciplines (Kast & Rosenzweig, 1972). von Bertalanffy was both reacting against
reductionism and trying to breathe life into the unity of science (Kast & Rosenzweig,
1972). He emphasized that real systems are open to, and network with, their
environments and that real systems can attain qualitatively novel properties through
materialization, resulting in continual evolution (von Bertalanffy, 1950).
Systems theory was applicable to this study of managerial communication
techniques and employee engagement because organizational success depends on (a)
synergy, (b) interrelations, and (c) codependence between different subsystems (von
Bertalanffy, 1950). One of the most important elements of an organization, employees
compose a vital subsystem that drives organizational success (Ingram, 2013). In this
study, the two relevant subsystems were managers and the workforce. The ideas of
systems theory that were relevant to the study were (a) leadership communication is
integral to employee engagement and (b) employee/manager relations are a vital
component of an organizational entity (Ingram, 2013).
Communications theory embraces the thought that the environmental context
within which a message is sent and received can significantly influence the fidelity of
communication (Duncan, 1973). In any human communication system, forces emerge
that inhibit effective meaning transfer (Duncan, 1973). Within a communication system,
mutual understanding is key (Duncan, 1973). Duncan carefully observed that mutual
understanding means that an individual responds to communication in a manner relative
to his ends. Therefore, when employees and managers understand each other they
respond to one another in a more productive, collaborative manner (Duncan, 1973).
Operational Definitions
The definitions provided below ensure the reader has a precise understanding of
the context of the terms within the study, avoiding any confusion with any term
definitions in other scholarly works.
Communication. Garcia (2012) defined communication as an act of will directed
toward an existing entity that reacts. Effective communication is intended, goal-oriented,
and coherent (Garcia, 2012).
Communication competence. Keyton et al. (2013) defined communication
competence as communication effectiveness within an organizational setting.
Engagement. Mone, Eisinger, Guggenheim, Price, and Stine (2011) defined
engagement as an employee’s sense of reason and focused energy which is evident to
others through the efforts of personal initiative, flexibility, and diligence directed toward
the organization’s goals.
Employee. Rodell et al. (2016) defined employee based on the Internal Revenue
Service’s terms and definitions. Rodell et al. classified employees in two ways;
commonlaw and statutory employee. A common-law employee is any individual who
performs services for an employer and controls the completion date of the activity
(Rodell et al., 2016). A statutory employee is any officer of an organization or any person
who, under the usual common law rules used to determine the employer-employee
relationship, has the status of an employee (Rodell et al., 2016). For the purposes of this
study, the statutory employee definition was appropriate.
Manager. Boykins, Campbell, Moore, and Nayyar (2013) defined manager as an
individual who implements the management process. Boykins et al. (2013) noted that a
manager is one who builds a rapport with employees, promotes teamwork, and has the
desire to further organizational goals.
Assumptions, Limitations, and Delimitations
Assumptions
An assumption is a fact considered true but not verified (Martin & Parmar, 2012).
There were three assumptions with this study:
4. All interview participants will be open and honest in their responses to the
questions asked (Anyan, 2013).
5. The interview questions are relevant for this study and participant responses
should provide the necessary information needed to answer the research
question posed.
6. The sample population selected for this study will provide information via the
interview relevant to the study topic and contribute to the overall business
knowledge of this topic.
Limitations
Potential weaknesses in the study are limitations (Yeatman, Trinitapoli, &
Hayford, 2013). There were two limitations in this study:
3. The sample population interviewed will be limited to those who respond to the
interview request.
4. The validity of the findings relies upon the responses received during the
interview process.
Delimitations
Delimitations are the bounds or scope of the study (Thomas, Silverman, &
Nelson, 2015). There were two delimitations within this study.
3. The scope of the study is limited to the Tidewater, Virginia, area. Tidewater
includes the cities of Chesapeake, Hampton, Newport News, Norfolk, Suffolk,
Portsmouth, and Virginia Beach, Virginia.
4. The boundaries of the study include interviewing those in managerial and
subordinate nonmanagerial capacities.
Significance of the Study
Contribution to Business Practice
My intent was to produce insight on how effective communication behaviors of
managers within an organization can affect employee engagement, in addition to
positively affecting overall organizational climate and organizational productivity. The
results of the study may contribute to improved communication practices within
organizations, particularly between subordinates and the managers to whom they report.
The results of the study revealed how communication affects the manager-employee
relationship, which in turn may influence overall organizational performance. If the
participant responses demonstrate a connection between managerial communication and
employee engagement, organizations may make the decision to focus more attention and
training on the topic of managerial communication.
Business leaders may gain insight regarding the influence of communication
behaviors, both effective and ineffective, on overall employee engagement. The
application of beneficial business lessons may occur when business leaders gain an
understanding of how managerial communication affects employee engagement. This
understanding, in turn, could lead to improved employee engagement and a more
productive organization as a whole.
Implications for Social Change
The findings of the doctoral study have the potential to influence social change. A
productive organization may contribute further to society in a positive manner. If
employees engage in their work, turnover within an organization may decrease (Siddiqi,
2013). Lower turnover in organizations may lower the national unemployment rate; as
employees perform better, a reduction in turnover (voluntary or involuntary) may occur.
A lower unemployment rate may lessen the overall burden on government and society.
A Review of the Professional and Academic Literature The
research question for this study was: How do effective managerial communication
techniques contribute to employee engagement within an organization? Employee
engagement remains a critical concern for organizations, and thus organizational
leaders are under increasing pressure to ensure their workforce remains engaged
(Kapoor & Meachem, 2012). Managers face the challenge of keeping their employees
engaged using effective communication techniques.
The purpose of this literature review was to provide an overview of relevant
studies addressing (a) managerial communication, (b) communication theories, and (c)
employee engagement. I used journal articles, books, and other scholarly sources within
this study, with 85% of the 175 total sources published between 2012 and 2016. In
addition, 91% of the 175 total sources are peer-reviewed. Of the total 175 total sources, I
used 77 sources within the literature review, of which 71 (92.2%) were peer-reviewed
articles and 69 (89.6%) were published between 2012 and 2016. In addition, the
literature review included four seminal sources (5%) and two non-peer-reviewed articles
(2.5%). I accessed source information through the Walden University library (using
databases such as ProQuest and EBSCOhost), as well as from Google Scholar and other
university library sources. While conducting the search for peer-reviewed sources, I used
the terms communication, employee engagement, communication theories,
communication techniques, managerial communication, and organizational
communication.
I focused the literature review on two main themes: (a) managerial
communication, and (b) employee engagement. The first section includes an overview of
managerial communication. This section covers the (a) importance of managerial
communication within organizations, (b) various managerial communication techniques,
and (c) managerial communication with employees. A review of employee engagement
(to include factors of engagement) occurs in the second section. This section includes
studies that delve into (a) employee engagement within organizations, (b) what causes
employees to disengage, and (c) how communication plays a role in overall engagement.
Theories
The two theories that I used as a foundation for this study relating to managerial
communication were systems theory and communications theory. von Bertalanffy (1950)
was the creator of systems theory and stressed that real systems work in conjunction with
their surroundings. In addition, von Bertalanffy noted systems could attain qualitatively
original properties through materialization, resulting in continual evolution. Rather than
reducing an entity to the properties of its parts or essentials, systems theory focuses on the
collection of and relations between the parts that attach them into a whole (Kast &
Rosenzweig, 1972). Mulej et al. (2004) suggested that there are seven principles of
systems theory thinking relevant to organizations. The seven principles include (a)
interdependence; (b) relations; (c) openness; (d) interconnectedness; (e) complexity; (f)
attractors; and (g) synergy, system, and synthesis.
Buble (2012) noted that interdependence related to the various systems within an
organization that can work autonomously to complete a task. Buble stated that the ability
for departments to work together toward a common goal was the foremost aspect of the
principle of relations. When an organization allows employees to express suggestions
and viewpoints, openness and interconnectedness occur (Mulej et al., 2004). Mulej et al.
mentioned that the complicated decisions organizations make at times referred to the
complexity of the organization. Attractors are any influential force within the
organization (Mulej et al., 2004). When relations between groups within an organization
lead to new ideas and momentum, there is evidence of synergy, systems, and synthesis
(Mulej et al., 2004). Mulej et al. explained that the seven principles allows for a holistic
view of systems thinking, which previous authors had not noted.
Duncan (1973) asserted that communications theory embraces the notion that the
environmental context within which a message is delivered and received can have
significant influences on the fidelity of communication. Ludwig et al. (2014) furthered
research on communication theory with the discussion of communication
accommodation. Ludwig et al. explained that that during communication, individuals
will try to accommodate or change their style of speaking to others. Change of
communication style is accomplished in two ways: divergence and convergence. Groups
who identify strongly with their race or ethnicity frequently use divergence to highlight
group identity. Convergence occurs when there is a strong need for social acceptance,
frequently from powerless individuals. Within organizations, individuals will often
practice convergence rather than divergence (Ludwig et al., 2014).
In contrast to the concepts of divergence or convergence with regard to
communication, Ng and Feldman (2013) discussed symbolic interaction in regards to
communication theory. Ng and Feldman suggested that individuals are motivated to act
based on the meanings they assign to (a) others, (b) things, and (c) occurrences. Further,
meaning includes the language that people use both with (a) friends and family, (b)
colleagues, and (c) in private thought (Ng & Feldman, 2013). Ng and Feldman
concluded that language and communication allow people to develop a sense of self and
to interact with others in the community.
Managerial Communication
Communication is woven into the fabric of most organizational structures.
Within an organization, communication is a primary component of organizational success
(Emanoil, Ramona, & Lucia, 2013). Members of an organization spend the bulk of their
time communicating with one another; this is particularly true of manager and
subordinate communication (Emanoil et al., 2013). Further, communication within an
organization is a network activity. Hossain, Murshed, and Uddin (2013) contended that
an organizational communication system is a professional set of relationships between
individuals within an organization. The flow of organizational information creates
various types of communicative relationships among the participating entities (Hossain et
al., 2013). The communication relationships eventually create an overall pattern within
the organization (Hossain et al., 2013).
Understanding the effect that managerial communication has on employee
engagement is paramount to organizational success, as a breakdown in communication
can lead to reduced productivity throughout the organization (Bisel et al., 2012).
However, Emanoil et al. (2013) indicated that not all companies have fully understood the
role of communication, being that managers tend to focus on obtaining immediate profit
rather than on other aspects of a successful organization, such as the influence of
communication on employee performance and engagement.
Voinea, Busu, Opran, and Vladutescu (2015) stated that managerial
communication is not only the art of conveying and understanding information but also
the art of allowing employees to understand management decisions that propel employees
to meet organizational objectives. Mahajan, Bishop, and Scott (2012) agreed with Voinea
et al. (2015), and defined top management communication as the extent of lucidity and
wholeness in the messages sent by organizational leadership to employees. Employee
involvement is the level to which employees supply significant inputs into company
choices (Mahajan et al., 2012). Mahajan et al. theorized that organizational leadership
communication and employee contribution are useful in synchronizing employee efforts
and in encouraging employees to achieve organizational objectives.
Whereas Mahajan et al. (2012) viewed communication as a managerial
responsibility, Uusi-Rauva and Nurkka (2010) discussed communication with employees
as a corporate responsibility. Uusi-Rauva and Nurkka outlined the types of internal
messages pertaining to a company’s environment-related corporate social responsibility
(CSR) that would be most effectual in engaging employees. Uusi-Rauva and Nurkka
studied how environmentally active employees are internal communicators, used to
spread environmental activity within the organization. Uusi-Rauva and Nurkka noted the
importance of assisting managers with understanding how they can communicate
effectively to encourage all employees to consider the environment in their jobs.
Adleman (2012) completed a study pertaining to communication in an attempt to
understand specific chief executive officer (CEO) communication behaviors and actions
in relation to promoting upward employee communication. Although CEOs differ from
frontline managers, they often set the tone for managerial communication within an
organization (Adleman, 2012). Adleman described the act of encouraging
communication within the work environment as beneficial to organizational culture.
Business leaders identified improving employee engagement within organizations
as a central priority in leadership (Christian et al., 2011). Well-organized
communications systems contribute to employee satisfaction and engagement within
organizations (Aburge, 2011). Managers should communicate effectively with their
subordinates; however, many workers do not believe their direct supervisors are effective
communicators (Neves & Eisenberger, 2012). A lack of productive communication in the
manager-employee relationship can lead to low employee engagement and thus affect
organizational success and sustainability (Neves & Eisenberger, 2012). The ability to
lead and inspire employees to accomplish organizational objectives is a facet of
managerial communication (Neves & Eisenberger, 2012). For this reason, organizational
leaders should pay close attention to managerial communication behaviors, styles, and
delivery and their effects on worker engagement.
Problem Statement
The inability among managerial staff to establish a connection with their
workforce through effective communication can lead to organizational chaos, low
productivity, and decreased profitability (Bisel, Messersmith, & Kelley, 2012).
Organizational leaders who focus on soft skills, including communication, enjoy 85%
higher profits compared with those in firms who are least effective at communicating
with their employees (Robles, 2012). The general business problem was that a lack of
effective managerial communication deterred organizational profit and created an
environment of mistrust between the workforce and management (Timmins, 2011). The
specific business problem was that managers often lack skills or strategies for effective
communication behaviors with employees, which may ultimately improve employee
engagement and organizational productivity.
Purpose Statement
The purpose of this qualitative descriptive study was to explore the effective
communication behaviors that managers use to improve employee engagement and
organizational productivity. Data collection included 23 semistructured interviews with
open-ended questions among 11 managers and 12 nonmanagerial employees from local
government public entities in the Tidewater, Virginia, area. The 11 managerial interviews
consisted of those in a midlevel managerial capacity; entry level managers and senior
management personnel were not included. This population was appropriate for research
pertaining to managerial communication and employee engagement due to their
experience with managerial communication and their ability to discuss their experiences
surrounding the effect of communication on their organizations.
The results from this study may influence social change by giving business leaders
insight into how effective communication practices between managers and their
subordinates may improve overall employee engagement and thus increase organizational
productivity. The findings from this study may also provide business leaders with
examples of strategies that may prevent an adverse shift in organizational climate due to
poor communication behaviors.
Nature of the Study
I used a qualitative, descriptive approach when conducting this study. The
descriptive ideal involved detailing the human experience pertaining to a phenomenon
from the view of the participant (Bickman & Rog, 1998). In quantitative methodology,
measurements of variables occur so that the quantitative data can be analyzed using
statistical procedures and means (Yin, 2014). Quantitative methodology was not
appropriate for this study because I did not test an experimental hypothesis.
Mixedmethods research methodology was not appropriate for this study because it
combined both qualitative and quantitative forms (Golicic & Davis, 2012). I was seeking
to understand the phenomenon of employee engagement and leadership communication.
Because I did not use the quantitative method in any form in this research, a mixed
methods was not the appropriate method for my research question.
As indicated by Bickman and Rog (1998), the central benefit of the descriptive
research design is that it allows researchers to interview a subject about experiences in
their natural environment. A descriptive research design was appropriate because the
focus of this study was on the experiences and perceptions of participants regarding
communications occurring in an organizational setting. I considered using a
phenomenological design for this study because phenomenology allows researchers to
explore how individuals construct meaning concerning events, in a time-bound manner in
a particular social context (Yin, 2014). I chose not to use a phenomenological design
because the focus of the study was not on a particular phenomenon but rather on the
ongoing phenomenon of communication behavior. I considered a case study design for
this study but opted not to use this design. A case is an object studied for a specific
reason that is peculiar or particular (Hyett, Kenny, & Dickson-Swift, 2014). Although a
case study design could have worked for this study, I chose not to use a case study design
due to documented concerns regarding credibility within qualitative research (Hyett et al.,
2014). Grounded theory design is among the most frequently used designs within
qualitative research (Timmermans & Tavory, 2012). My decision not to use grounded
theory design in the study centered on the fact that generating a theory was not the
principal aim of my research. Narrative design focuses on studying an individual and
collecting data through stories, which creates a story about the individual’s experience
and the meaning he or she attributes to them (Timmermans & Tavory, 2012). I did not
use narrative design in the study because I did not want to focus on a sole individual’s
experience.
Research Question
Alvesson and Sandberg (2011) stated that the point of the central research
question is to narrow the purpose to a number of questions within the study. The goal of
this research was to determine how the use of effective communication behaviors by
organizational leadership affects employee engagement. Hence, the central research
question for this study was: What communication behaviors do managers use with their
employees to improve employee engagement and productivity?
Interview Questions
The data collection technique for the study was an interview. I used the interview
questions to collect the data needed to answer the research question. I used two sets of
questions: one for employees and one for managers. The interview questions are below,
as well as in Appendix A:
Employee Questions
11. Based on your personal experiences, how do you think employees within
your organization communicate effectively?
12. Based on your personal experiences, how would you describe effective
communication between an employee and their immediate supervisor
within your organization?
13. How has positive communication between you and your immediate
supervisor affected your engagement at work? Please provide an example.
14. Does increased communication and/or interaction with your immediate
supervisor influence your engagement at work? How?
15. What other ways has communication with your supervisor affected your
engagement at work?
Manager Questions
11. Based on your personal experiences, how do you think employees within
your organization communicate effectively?
12. Based on your personal experiences, how would you describe effective
communication between a manager and their employee(s) within your
organization?
13. How has positive communication between you and your employee(s)
affected your engagement at work? Please provide an example.
14. Does increased communication and/or interaction with your employee(s)
influence your engagement at work? How?
15. What other ways has communication with your employee(s) affected your
engagement at work?
Conceptual Framework
The theories relevant to this study were systems theory and communications
theory. Systems theory is an alternative approach to (a) understanding, (b) planning, and
(c) managing organizations (Ingram, 2013). Systems theory can provide a new
perspective for approaching employee engagement through effective communication,
offering managers the opportunity to understand the significance of communication on
overall employee engagement. Communications theory follows the idea that human
behavior connects to heredity and the environment, which includes (a) past experiences,
(b) present circumstances, and (c) future expectations of all the parties involved in
information transfer (Duncan, 1973).
von Bertalanffy created general systems theory in 1936, and it was originally
intended for the science field; since then, the theory evolved and became relevant to other
disciplines (Kast & Rosenzweig, 1972). von Bertalanffy was both reacting against
reductionism and trying to breathe life into the unity of science (Kast & Rosenzweig,
1972). He emphasized that real systems are open to, and network with, their
environments and that real systems can attain qualitatively novel properties through
materialization, resulting in continual evolution (von Bertalanffy, 1950).
Systems theory was applicable to this study of managerial communication
techniques and employee engagement because organizational success depends on (a)
synergy, (b) interrelations, and (c) codependence between different subsystems (von
Bertalanffy, 1950). One of the most important elements of an organization, employees
compose a vital subsystem that drives organizational success (Ingram, 2013). In this
study, the two relevant subsystems were managers and the workforce. The ideas of
systems theory that were relevant to the study were (a) leadership communication is
integral to employee engagement and (b) employee/manager relations are a vital
component of an organizational entity (Ingram, 2013).
Communications theory embraces the thought that the environmental context
within which a message is sent and received can significantly influence the fidelity of
communication (Duncan, 1973). In any human communication system, forces emerge
that inhibit effective meaning transfer (Duncan, 1973). Within a communication system,
mutual understanding is key (Duncan, 1973). Duncan carefully observed that mutual
understanding means that an individual responds to communication in a manner relative
to his ends. Therefore, when employees and managers understand each other they
respond to one another in a more productive, collaborative manner (Duncan, 1973).
Operational Definitions
The definitions provided below ensure the reader has a precise understanding of
the context of the terms within the study, avoiding any confusion with any term
definitions in other scholarly works.
Communication. Garcia (2012) defined communication as an act of will directed
toward an existing entity that reacts. Effective communication is intended, goal-oriented,
and coherent (Garcia, 2012).
Communication competence. Keyton et al. (2013) defined communication
competence as communication effectiveness within an organizational setting.
Engagement. Mone, Eisinger, Guggenheim, Price, and Stine (2011) defined
engagement as an employee’s sense of reason and focused energy which is evident to
others through the efforts of personal initiative, flexibility, and diligence directed toward
the organization’s goals.
Employee. Rodell et al. (2016) defined employee based on the Internal Revenue
Service’s terms and definitions. Rodell et al. classified employees in two ways;
commonlaw and statutory employee. A common-law employee is any individual who
performs services for an employer and controls the completion date of the activity
(Rodell et al., 2016). A statutory employee is any officer of an organization or any person
who, under the usual common law rules used to determine the employer-employee
relationship, has the status of an employee (Rodell et al., 2016). For the purposes of this
study, the statutory employee definition was appropriate.
Manager. Boykins, Campbell, Moore, and Nayyar (2013) defined manager as an
individual who implements the management process. Boykins et al. (2013) noted that a
manager is one who builds a rapport with employees, promotes teamwork, and has the
desire to further organizational goals.
Assumptions, Limitations, and Delimitations
Assumptions
An assumption is a fact considered true but not verified (Martin & Parmar, 2012).
There were three assumptions with this study:
7. All interview participants will be open and honest in their responses to the
questions asked (Anyan, 2013).
8. The interview questions are relevant for this study and participant responses
should provide the necessary information needed to answer the research
question posed.
9. The sample population selected for this study will provide information via the
interview relevant to the study topic and contribute to the overall business
knowledge of this topic.
Limitations
Potential weaknesses in the study are limitations (Yeatman, Trinitapoli, &
Hayford, 2013). There were two limitations in this study:
5. The sample population interviewed will be limited to those who respond to the
interview request.
6. The validity of the findings relies upon the responses received during the
interview process.
Delimitations
Delimitations are the bounds or scope of the study (Thomas, Silverman, &
Nelson, 2015). There were two delimitations within this study.
5. The scope of the study is limited to the Tidewater, Virginia, area. Tidewater
includes the cities of Chesapeake, Hampton, Newport News, Norfolk, Suffolk,
Portsmouth, and Virginia Beach, Virginia.
6. The boundaries of the study include interviewing those in managerial and
subordinate nonmanagerial capacities.
Significance of the Study
Contribution to Business Practice
My intent was to produce insight on how effective communication behaviors of
managers within an organization can affect employee engagement, in addition to
positively affecting overall organizational climate and organizational productivity. The
results of the study may contribute to improved communication practices within
organizations, particularly between subordinates and the managers to whom they report.
The results of the study revealed how communication affects the manager-employee
relationship, which in turn may influence overall organizational performance. If the
participant responses demonstrate a connection between managerial communication and
employee engagement, organizations may make the decision to focus more attention and
training on the topic of managerial communication.
Business leaders may gain insight regarding the influence of communication
behaviors, both effective and ineffective, on overall employee engagement. The
application of beneficial business lessons may occur when business leaders gain an
understanding of how managerial communication affects employee engagement. This
understanding, in turn, could lead to improved employee engagement and a more
productive organization as a whole.
Implications for Social Change
The findings of the doctoral study have the potential to influence social change. A
productive organization may contribute further to society in a positive manner. If
employees engage in their work, turnover within an organization may decrease (Siddiqi,
2013). Lower turnover in organizations may lower the national unemployment rate; as
employees perform better, a reduction in turnover (voluntary or involuntary) may occur.
A lower unemployment rate may lessen the overall burden on government and society.
A Review of the Professional and Academic Literature The
research question for this study was: How do effective managerial communication
techniques contribute to employee engagement within an organization? Employee
engagement remains a critical concern for organizations, and thus organizational
leaders are under increasing pressure to ensure their workforce remains engaged
(Kapoor & Meachem, 2012). Managers face the challenge of keeping their employees
engaged using effective communication techniques.
The purpose of this literature review was to provide an overview of relevant
studies addressing (a) managerial communication, (b) communication theories, and (c)
employee engagement. I used journal articles, books, and other scholarly sources within
this study, with 85% of the 175 total sources published between 2012 and 2016. In
addition, 91% of the 175 total sources are peer-reviewed. Of the total 175 total sources, I
used 77 sources within the literature review, of which 71 (92.2%) were peer-reviewed
articles and 69 (89.6%) were published between 2012 and 2016. In addition, the
literature review included four seminal sources (5%) and two non-peer-reviewed articles
(2.5%). I accessed source information through the Walden University library (using
databases such as ProQuest and EBSCOhost), as well as from Google Scholar and other
university library sources. While conducting the search for peer-reviewed sources, I used
the terms communication, employee engagement, communication theories,
communication techniques, managerial communication, and organizational
communication.
I focused the literature review on two main themes: (a) managerial
communication, and (b) employee engagement. The first section includes an overview of
managerial communication. This section covers the (a) importance of managerial
communication within organizations, (b) various managerial communication techniques,
and (c) managerial communication with employees. A review of employee engagement
(to include factors of engagement) occurs in the second section. This section includes
studies that delve into (a) employee engagement within organizations, (b) what causes
employees to disengage, and (c) how communication plays a role in overall engagement.
Theories
The two theories that I used as a foundation for this study relating to managerial
communication were systems theory and communications theory. von Bertalanffy (1950)
was the creator of systems theory and stressed that real systems work in conjunction with
their surroundings. In addition, von Bertalanffy noted systems could attain qualitatively
original properties through materialization, resulting in continual evolution. Rather than
reducing an entity to the properties of its parts or essentials, systems theory focuses on the
collection of and relations between the parts that attach them into a whole (Kast &
Rosenzweig, 1972). Mulej et al. (2004) suggested that there are seven principles of
systems theory thinking relevant to organizations. The seven principles include (a)
interdependence; (b) relations; (c) openness; (d) interconnectedness; (e) complexity; (f)
attractors; and (g) synergy, system, and synthesis.
Buble (2012) noted that interdependence related to the various systems within an
organization that can work autonomously to complete a task. Buble stated that the ability
for departments to work together toward a common goal was the foremost aspect of the
principle of relations. When an organization allows employees to express suggestions
and viewpoints, openness and interconnectedness occur (Mulej et al., 2004). Mulej et al.
mentioned that the complicated decisions organizations make at times referred to the
complexity of the organization. Attractors are any influential force within the
organization (Mulej et al., 2004). When relations between groups within an organization
lead to new ideas and momentum, there is evidence of synergy, systems, and synthesis
(Mulej et al., 2004). Mulej et al. explained that the seven principles allows for a holistic
view of systems thinking, which previous authors had not noted.
Duncan (1973) asserted that communications theory embraces the notion that the
environmental context within which a message is delivered and received can have
significant influences on the fidelity of communication. Ludwig et al. (2014) furthered
research on communication theory with the discussion of communication
accommodation. Ludwig et al. explained that that during communication, individuals
will try to accommodate or change their style of speaking to others. Change of
communication style is accomplished in two ways: divergence and convergence. Groups
who identify strongly with their race or ethnicity frequently use divergence to highlight
group identity. Convergence occurs when there is a strong need for social acceptance,
frequently from powerless individuals. Within organizations, individuals will often
practice convergence rather than divergence (Ludwig et al., 2014).
In contrast to the concepts of divergence or convergence with regard to
communication, Ng and Feldman (2013) discussed symbolic interaction in regards to
communication theory. Ng and Feldman suggested that individuals are motivated to act
based on the meanings they assign to (a) others, (b) things, and (c) occurrences. Further,
meaning includes the language that people use both with (a) friends and family, (b)
colleagues, and (c) in private thought (Ng & Feldman, 2013). Ng and Feldman
concluded that language and communication allow people to develop a sense of self and
to interact with others in the community.
Managerial Communication
Communication is woven into the fabric of most organizational structures.
Within an organization, communication is a primary component of organizational success
(Emanoil, Ramona, & Lucia, 2013). Members of an organization spend the bulk of their
time communicating with one another; this is particularly true of manager and
subordinate communication (Emanoil et al., 2013). Further, communication within an
organization is a network activity. Hossain, Murshed, and Uddin (2013) contended that
an organizational communication system is a professional set of relationships between
individuals within an organization. The flow of organizational information creates
various types of communicative relationships among the participating entities (Hossain et
al., 2013). The communication relationships eventually create an overall pattern within
the organization (Hossain et al., 2013).
Understanding the effect that managerial communication has on employee
engagement is paramount to organizational success, as a breakdown in communication
can lead to reduced productivity throughout the organization (Bisel et al., 2012).
However, Emanoil et al. (2013) indicated that not all companies have fully understood the
role of communication, being that managers tend to focus on obtaining immediate profit
rather than on other aspects of a successful organization, such as the influence of
communication on employee performance and engagement.
Voinea, Busu, Opran, and Vladutescu (2015) stated that managerial
communication is not only the art of conveying and understanding information but also
the art of allowing employees to understand management decisions that propel employees
to meet organizational objectives. Mahajan, Bishop, and Scott (2012) agreed with Voinea
et al. (2015), and defined top management communication as the extent of lucidity and
wholeness in the messages sent by organizational leadership to employees. Employee
involvement is the level to which employees supply significant inputs into company
choices (Mahajan et al., 2012). Mahajan et al. theorized that organizational leadership
communication and employee contribution are useful in synchronizing employee efforts
and in encouraging employees to achieve organizational objectives.
Whereas Mahajan et al. (2012) viewed communication as a managerial
responsibility, Uusi-Rauva and Nurkka (2010) discussed communication with employees
as a corporate responsibility. Uusi-Rauva and Nurkka outlined the types of internal
messages pertaining to a company’s environment-related corporate social responsibility
(CSR) that would be most effectual in engaging employees. Uusi-Rauva and Nurkka
studied how environmentally active employees are internal communicators, used to
spread environmental activity within the organization. Uusi-Rauva and Nurkka noted the
importance of assisting managers with understanding how they can communicate
effectively to encourage all employees to consider the environment in their jobs.
Adleman (2012) completed a study pertaining to communication in an attempt to
understand specific chief executive officer (CEO) communication behaviors and actions
in relation to promoting upward employee communication. Although CEOs differ from
frontline managers, they often set the tone for managerial communication within an
organization (Adleman, 2012). Adleman described the act of encouraging
communication within the work environment as beneficial to organizational culture.
Business leaders identified improving employee engagement within organizations
as a central priority in leadership (Christian et al., 2011). Well-organized
communications systems contribute to employee satisfaction and engagement within
organizations (Aburge, 2011). Managers should communicate effectively with their
subordinates; however, many workers do not believe their direct supervisors are effective
communicators (Neves & Eisenberger, 2012). A lack of productive communication in the
manager-employee relationship can lead to low employee engagement and thus affect
organizational success and sustainability (Neves & Eisenberger, 2012). The ability to
lead and inspire employees to accomplish organizational objectives is a facet of
managerial communication (Neves & Eisenberger, 2012). For this reason, organizational
leaders should pay close attention to managerial communication behaviors, styles, and
delivery and their effects on worker engagement.
Problem Statement
The inability among managerial staff to establish a connection with their
workforce through effective communication can lead to organizational chaos, low
productivity, and decreased profitability (Bisel, Messersmith, & Kelley, 2012).
Organizational leaders who focus on soft skills, including communication, enjoy 85%
higher profits compared with those in firms who are least effective at communicating
with their employees (Robles, 2012). The general business problem was that a lack of
effective managerial communication deterred organizational profit and created an
environment of mistrust between the workforce and management (Timmins, 2011). The
specific business problem was that managers often lack skills or strategies for effective
communication behaviors with employees, which may ultimately improve employee
engagement and organizational productivity.
Purpose Statement
The purpose of this qualitative descriptive study was to explore the effective
communication behaviors that managers use to improve employee engagement and
organizational productivity. Data collection included 23 semistructured interviews with
open-ended questions among 11 managers and 12 nonmanagerial employees from local
government public entities in the Tidewater, Virginia, area. The 11 managerial interviews
consisted of those in a midlevel managerial capacity; entry level managers and senior
management personnel were not included. This population was appropriate for research
pertaining to managerial communication and employee engagement due to their
experience with managerial communication and their ability to discuss their experiences
surrounding the effect of communication on their organizations.
The results from this study may influence social change by giving business leaders
insight into how effective communication practices between managers and their
subordinates may improve overall employee engagement and thus increase organizational
productivity. The findings from this study may also provide business leaders with
examples of strategies that may prevent an adverse shift in organizational climate due to
poor communication behaviors.
Nature of the Study
I used a qualitative, descriptive approach when conducting this study. The
descriptive ideal involved detailing the human experience pertaining to a phenomenon
from the view of the participant (Bickman & Rog, 1998). In quantitative methodology,
measurements of variables occur so that the quantitative data can be analyzed using
statistical procedures and means (Yin, 2014). Quantitative methodology was not
appropriate for this study because I did not test an experimental hypothesis.
Mixedmethods research methodology was not appropriate for this study because it
combined both qualitative and quantitative forms (Golicic & Davis, 2012). I was seeking
to understand the phenomenon of employee engagement and leadership communication.
Because I did not use the quantitative method in any form in this research, a mixed
methods was not the appropriate method for my research question.
As indicated by Bickman and Rog (1998), the central benefit of the descriptive
research design is that it allows researchers to interview a subject about experiences in
their natural environment. A descriptive research design was appropriate because the
focus of this study was on the experiences and perceptions of participants regarding
communications occurring in an organizational setting. I considered using a
phenomenological design for this study because phenomenology allows researchers to
explore how individuals construct meaning concerning events, in a time-bound manner in
a particular social context (Yin, 2014). I chose not to use a phenomenological design
because the focus of the study was not on a particular phenomenon but rather on the
ongoing phenomenon of communication behavior. I considered a case study design for
this study but opted not to use this design. A case is an object studied for a specific
reason that is peculiar or particular (Hyett, Kenny, & Dickson-Swift, 2014). Although a
case study design could have worked for this study, I chose not to use a case study design
due to documented concerns regarding credibility within qualitative research (Hyett et al.,
2014). Grounded theory design is among the most frequently used designs within
qualitative research (Timmermans & Tavory, 2012). My decision not to use grounded
theory design in the study centered on the fact that generating a theory was not the
principal aim of my research. Narrative design focuses on studying an individual and
collecting data through stories, which creates a story about the individual’s experience
and the meaning he or she attributes to them (Timmermans & Tavory, 2012). I did not
use narrative design in the study because I did not want to focus on a sole individual’s
experience.
Research Question
Alvesson and Sandberg (2011) stated that the point of the central research
question is to narrow the purpose to a number of questions within the study. The goal of
this research was to determine how the use of effective communication behaviors by
organizational leadership affects employee engagement. Hence, the central research
question for this study was: What communication behaviors do managers use with their
employees to improve employee engagement and productivity?
Interview Questions
The data collection technique for the study was an interview. I used the interview
questions to collect the data needed to answer the research question. I used two sets of
questions: one for employees and one for managers. The interview questions are below,
as well as in Appendix A:
Employee Questions
16. Based on your personal experiences, how do you think employees within
your organization communicate effectively?
17. Based on your personal experiences, how would you describe effective
communication between an employee and their immediate supervisor
within your organization?
18. How has positive communication between you and your immediate
supervisor affected your engagement at work? Please provide an example.
19. Does increased communication and/or interaction with your immediate
supervisor influence your engagement at work? How?
20. What other ways has communication with your supervisor affected your
engagement at work?
Manager Questions
16. Based on your personal experiences, how do you think employees within
your organization communicate effectively?
17. Based on your personal experiences, how would you describe effective
communication between a manager and their employee(s) within your
organization?
18. How has positive communication between you and your employee(s)
affected your engagement at work? Please provide an example.
19. Does increased communication and/or interaction with your employee(s)
influence your engagement at work? How?
20. What other ways has communication with your employee(s) affected your
engagement at work?
Conceptual Framework
The theories relevant to this study were systems theory and communications
theory. Systems theory is an alternative approach to (a) understanding, (b) planning, and
(c) managing organizations (Ingram, 2013). Systems theory can provide a new
perspective for approaching employee engagement through effective communication,
offering managers the opportunity to understand the significance of communication on
overall employee engagement. Communications theory follows the idea that human
behavior connects to heredity and the environment, which includes (a) past experiences,
(b) present circumstances, and (c) future expectations of all the parties involved in
information transfer (Duncan, 1973).
von Bertalanffy created general systems theory in 1936, and it was originally
intended for the science field; since then, the theory evolved and became relevant to other
disciplines (Kast & Rosenzweig, 1972). von Bertalanffy was both reacting against
reductionism and trying to breathe life into the unity of science (Kast & Rosenzweig,
1972). He emphasized that real systems are open to, and network with, their
environments and that real systems can attain qualitatively novel properties through
materialization, resulting in continual evolution (von Bertalanffy, 1950).
Systems theory was applicable to this study of managerial communication
techniques and employee engagement because organizational success depends on (a)
synergy, (b) interrelations, and (c) codependence between different subsystems (von
Bertalanffy, 1950). One of the most important elements of an organization, employees
compose a vital subsystem that drives organizational success (Ingram, 2013). In this
study, the two relevant subsystems were managers and the workforce. The ideas of
systems theory that were relevant to the study were (a) leadership communication is
integral to employee engagement and (b) employee/manager relations are a vital
component of an organizational entity (Ingram, 2013).
Communications theory embraces the thought that the environmental context
within which a message is sent and received can significantly influence the fidelity of
communication (Duncan, 1973). In any human communication system, forces emerge
that inhibit effective meaning transfer (Duncan, 1973). Within a communication system,
mutual understanding is key (Duncan, 1973). Duncan carefully observed that mutual
understanding means that an individual responds to communication in a manner relative
to his ends. Therefore, when employees and managers understand each other they
respond to one another in a more productive, collaborative manner (Duncan, 1973).
Operational Definitions
The definitions provided below ensure the reader has a precise understanding of
the context of the terms within the study, avoiding any confusion with any term
definitions in other scholarly works.
Communication. Garcia (2012) defined communication as an act of will directed
toward an existing entity that reacts. Effective communication is intended, goal-oriented,
and coherent (Garcia, 2012).
Communication competence. Keyton et al. (2013) defined communication
competence as communication effectiveness within an organizational setting.
Engagement. Mone, Eisinger, Guggenheim, Price, and Stine (2011) defined
engagement as an employee’s sense of reason and focused energy which is evident to
others through the efforts of personal initiative, flexibility, and diligence directed toward
the organization’s goals.
Employee. Rodell et al. (2016) defined employee based on the Internal Revenue
Service’s terms and definitions. Rodell et al. classified employees in two ways;
commonlaw and statutory employee. A common-law employee is any individual who
performs services for an employer and controls the completion date of the activity
(Rodell et al., 2016). A statutory employee is any officer of an organization or any person
who, under the usual common law rules used to determine the employer-employee
relationship, has the status of an employee (Rodell et al., 2016). For the purposes of this
study, the statutory employee definition was appropriate.
Manager. Boykins, Campbell, Moore, and Nayyar (2013) defined manager as an
individual who implements the management process. Boykins et al. (2013) noted that a
manager is one who builds a rapport with employees, promotes teamwork, and has the
desire to further organizational goals.
Assumptions, Limitations, and Delimitations
Assumptions
An assumption is a fact considered true but not verified (Martin & Parmar, 2012).
There were three assumptions with this study:
10. All interview participants will be open and honest in their responses to the
questions asked (Anyan, 2013).
11. The interview questions are relevant for this study and participant responses
should provide the necessary information needed to answer the research
question posed.
12. The sample population selected for this study will provide information via the
interview relevant to the study topic and contribute to the overall business
knowledge of this topic.
Limitations
Potential weaknesses in the study are limitations (Yeatman, Trinitapoli, &
Hayford, 2013). There were two limitations in this study:
7. The sample population interviewed will be limited to those who respond to the
interview request.
8. The validity of the findings relies upon the responses received during the
interview process.
Delimitations
Delimitations are the bounds or scope of the study (Thomas, Silverman, &
Nelson, 2015). There were two delimitations within this study.
7. The scope of the study is limited to the Tidewater, Virginia, area. Tidewater
includes the cities of Chesapeake, Hampton, Newport News, Norfolk, Suffolk,
Portsmouth, and Virginia Beach, Virginia.
8. The boundaries of the study include interviewing those in managerial and
subordinate nonmanagerial capacities.
Significance of the Study
Contribution to Business Practice
My intent was to produce insight on how effective communication behaviors of
managers within an organization can affect employee engagement, in addition to
positively affecting overall organizational climate and organizational productivity. The
results of the study may contribute to improved communication practices within
organizations, particularly between subordinates and the managers to whom they report.
The results of the study revealed how communication affects the manager-employee
relationship, which in turn may influence overall organizational performance. If the
participant responses demonstrate a connection between managerial communication and
employee engagement, organizations may make the decision to focus more attention and
training on the topic of managerial communication.
Business leaders may gain insight regarding the influence of communication
behaviors, both effective and ineffective, on overall employee engagement. The
application of beneficial business lessons may occur when business leaders gain an
understanding of how managerial communication affects employee engagement. This
understanding, in turn, could lead to improved employee engagement and a more
productive organization as a whole.
Implications for Social Change
The findings of the doctoral study have the potential to influence social change. A
productive organization may contribute further to society in a positive manner. If
employees engage in their work, turnover within an organization may decrease (Siddiqi,
2013). Lower turnover in organizations may lower the national unemployment rate; as
employees perform better, a reduction in turnover (voluntary or involuntary) may occur.
A lower unemployment rate may lessen the overall burden on government and society.
A Review of the Professional and Academic Literature The
research question for this study was: How do effective managerial communication
techniques contribute to employee engagement within an organization? Employee
engagement remains a critical concern for organizations, and thus organizational
leaders are under increasing pressure to ensure their workforce remains engaged
(Kapoor & Meachem, 2012). Managers face the challenge of keeping their employees
engaged using effective communication techniques.
The purpose of this literature review was to provide an overview of relevant
studies addressing (a) managerial communication, (b) communication theories, and (c)
employee engagement. I used journal articles, books, and other scholarly sources within
this study, with 85% of the 175 total sources published between 2012 and 2016. In
addition, 91% of the 175 total sources are peer-reviewed. Of the total 175 total sources, I
used 77 sources within the literature review, of which 71 (92.2%) were peer-reviewed
articles and 69 (89.6%) were published between 2012 and 2016. In addition, the
literature review included four seminal sources (5%) and two non-peer-reviewed articles
(2.5%). I accessed source information through the Walden University library (using
databases such as ProQuest and EBSCOhost), as well as from Google Scholar and other
university library sources. While conducting the search for peer-reviewed sources, I used
the terms communication, employee engagement, communication theories,
communication techniques, managerial communication, and organizational
communication.
I focused the literature review on two main themes: (a) managerial
communication, and (b) employee engagement. The first section includes an overview of
managerial communication. This section covers the (a) importance of managerial
communication within organizations, (b) various managerial communication techniques,
and (c) managerial communication with employees. A review of employee engagement
(to include factors of engagement) occurs in the second section. This section includes
studies that delve into (a) employee engagement within organizations, (b) what causes
employees to disengage, and (c) how communication plays a role in overall engagement.
Theories
The two theories that I used as a foundation for this study relating to managerial
communication were systems theory and communications theory. von Bertalanffy (1950)
was the creator of systems theory and stressed that real systems work in conjunction with
their surroundings. In addition, von Bertalanffy noted systems could attain qualitatively
original properties through materialization, resulting in continual evolution. Rather than
reducing an entity to the properties of its parts or essentials, systems theory focuses on the
collection of and relations between the parts that attach them into a whole (Kast &
Rosenzweig, 1972). Mulej et al. (2004) suggested that there are seven principles of
systems theory thinking relevant to organizations. The seven principles include (a)
interdependence; (b) relations; (c) openness; (d) interconnectedness; (e) complexity; (f)
attractors; and (g) synergy, system, and synthesis.
Buble (2012) noted that interdependence related to the various systems within an
organization that can work autonomously to complete a task. Buble stated that the ability
for departments to work together toward a common goal was the foremost aspect of the
principle of relations. When an organization allows employees to express suggestions
and viewpoints, openness and interconnectedness occur (Mulej et al., 2004). Mulej et al.
mentioned that the complicated decisions organizations make at times referred to the
complexity of the organization. Attractors are any influential force within the
organization (Mulej et al., 2004). When relations between groups within an organization
lead to new ideas and momentum, there is evidence of synergy, systems, and synthesis
(Mulej et al., 2004). Mulej et al. explained that the seven principles allows for a holistic
view of systems thinking, which previous authors had not noted.
Duncan (1973) asserted that communications theory embraces the notion that the
environmental context within which a message is delivered and received can have
significant influences on the fidelity of communication. Ludwig et al. (2014) furthered
research on communication theory with the discussion of communication
accommodation. Ludwig et al. explained that that during communication, individuals
will try to accommodate or change their style of speaking to others. Change of
communication style is accomplished in two ways: divergence and convergence. Groups
who identify strongly with their race or ethnicity frequently use divergence to highlight
group identity. Convergence occurs when there is a strong need for social acceptance,
frequently from powerless individuals. Within organizations, individuals will often
practice convergence rather than divergence (Ludwig et al., 2014).
In contrast to the concepts of divergence or convergence with regard to
communication, Ng and Feldman (2013) discussed symbolic interaction in regards to
communication theory. Ng and Feldman suggested that individuals are motivated to act
based on the meanings they assign to (a) others, (b) things, and (c) occurrences. Further,
meaning includes the language that people use both with (a) friends and family, (b)
colleagues, and (c) in private thought (Ng & Feldman, 2013). Ng and Feldman
concluded that language and communication allow people to develop a sense of self and
to interact with others in the community.
Managerial Communication
Communication is woven into the fabric of most organizational structures.
Within an organization, communication is a primary component of organizational success
(Emanoil, Ramona, & Lucia, 2013). Members of an organization spend the bulk of their
time communicating with one another; this is particularly true of manager and
subordinate communication (Emanoil et al., 2013). Further, communication within an
organization is a network activity. Hossain, Murshed, and Uddin (2013) contended that
an organizational communication system is a professional set of relationships between
individuals within an organization. The flow of organizational information creates
various types of communicative relationships among the participating entities (Hossain et
al., 2013). The communication relationships eventually create an overall pattern within
the organization (Hossain et al., 2013).
Understanding the effect that managerial communication has on employee
engagement is paramount to organizational success, as a breakdown in communication
can lead to reduced productivity throughout the organization (Bisel et al., 2012).
However, Emanoil et al. (2013) indicated that not all companies have fully understood the
role of communication, being that managers tend to focus on obtaining immediate profit
rather than on other aspects of a successful organization, such as the influence of
communication on employee performance and engagement.
Voinea, Busu, Opran, and Vladutescu (2015) stated that managerial
communication is not only the art of conveying and understanding information but also
the art of allowing employees to understand management decisions that propel employees
to meet organizational objectives. Mahajan, Bishop, and Scott (2012) agreed with Voinea
et al. (2015), and defined top management communication as the extent of lucidity and
wholeness in the messages sent by organizational leadership to employees. Employee
involvement is the level to which employees supply significant inputs into company
choices (Mahajan et al., 2012). Mahajan et al. theorized that organizational leadership
communication and employee contribution are useful in synchronizing employee efforts
and in encouraging employees to achieve organizational objectives.
Whereas Mahajan et al. (2012) viewed communication as a managerial
responsibility, Uusi-Rauva and Nurkka (2010) discussed communication with employees
as a corporate responsibility. Uusi-Rauva and Nurkka outlined the types of internal
messages pertaining to a company’s environment-related corporate social responsibility
(CSR) that would be most effectual in engaging employees. Uusi-Rauva and Nurkka
studied how environmentally active employees are internal communicators, used to
spread environmental activity within the organization. Uusi-Rauva and Nurkka noted the
importance of assisting managers with understanding how they can communicate
effectively to encourage all employees to consider the environment in their jobs.
Adleman (2012) completed a study pertaining to communication in an attempt to
understand specific chief executive officer (CEO) communication behaviors and actions
in relation to promoting upward employee communication. Although CEOs differ from
frontline managers, they often set the tone for managerial communication within an
organization (Adleman, 2012). Adleman described the act of encouraging
communication within the work environment as beneficial to organizational culture.
Business leaders identified improving employee engagement within organizations
as a central priority in leadership (Christian et al., 2011). Well-organized
communications systems contribute to employee satisfaction and engagement within
organizations (Aburge, 2011). Managers should communicate effectively with their
subordinates; however, many workers do not believe their direct supervisors are effective
communicators (Neves & Eisenberger, 2012). A lack of productive communication in the
manager-employee relationship can lead to low employee engagement and thus affect
organizational success and sustainability (Neves & Eisenberger, 2012). The ability to
lead and inspire employees to accomplish organizational objectives is a facet of
managerial communication (Neves & Eisenberger, 2012). For this reason, organizational
leaders should pay close attention to managerial communication behaviors, styles, and
delivery and their effects on worker engagement.
Problem Statement
The inability among managerial staff to establish a connection with their
workforce through effective communication can lead to organizational chaos, low
productivity, and decreased profitability (Bisel, Messersmith, & Kelley, 2012).
Organizational leaders who focus on soft skills, including communication, enjoy 85%
higher profits compared with those in firms who are least effective at communicating
with their employees (Robles, 2012). The general business problem was that a lack of
effective managerial communication deterred organizational profit and created an
environment of mistrust between the workforce and management (Timmins, 2011). The
specific business problem was that managers often lack skills or strategies for effective
communication behaviors with employees, which may ultimately improve employee
engagement and organizational productivity.
Purpose Statement
The purpose of this qualitative descriptive study was to explore the effective
communication behaviors that managers use to improve employee engagement and
organizational productivity. Data collection included 23 semistructured interviews with
open-ended questions among 11 managers and 12 nonmanagerial employees from local
government public entities in the Tidewater, Virginia, area. The 11 managerial interviews
consisted of those in a midlevel managerial capacity; entry level managers and senior
management personnel were not included. This population was appropriate for research
pertaining to managerial communication and employee engagement due to their
experience with managerial communication and their ability to discuss their experiences
surrounding the effect of communication on their organizations.
The results from this study may influence social change by giving business leaders
insight into how effective communication practices between managers and their
subordinates may improve overall employee engagement and thus increase organizational
productivity. The findings from this study may also provide business leaders with
examples of strategies that may prevent an adverse shift in organizational climate due to
poor communication behaviors.
Nature of the Study
I used a qualitative, descriptive approach when conducting this study. The
descriptive ideal involved detailing the human experience pertaining to a phenomenon
from the view of the participant (Bickman & Rog, 1998). In quantitative methodology,
measurements of variables occur so that the quantitative data can be analyzed using
statistical procedures and means (Yin, 2014). Quantitative methodology was not
appropriate for this study because I did not test an experimental hypothesis.
Mixedmethods research methodology was not appropriate for this study because it
combined both qualitative and quantitative forms (Golicic & Davis, 2012). I was seeking
to understand the phenomenon of employee engagement and leadership communication.
Because I did not use the quantitative method in any form in this research, a mixed
methods was not the appropriate method for my research question.
As indicated by Bickman and Rog (1998), the central benefit of the descriptive
research design is that it allows researchers to interview a subject about experiences in
their natural environment. A descriptive research design was appropriate because the
focus of this study was on the experiences and perceptions of participants regarding
communications occurring in an organizational setting. I considered using a
phenomenological design for this study because phenomenology allows researchers to
explore how individuals construct meaning concerning events, in a time-bound manner in
a particular social context (Yin, 2014). I chose not to use a phenomenological design
because the focus of the study was not on a particular phenomenon but rather on the
ongoing phenomenon of communication behavior. I considered a case study design for
this study but opted not to use this design. A case is an object studied for a specific
reason that is peculiar or particular (Hyett, Kenny, & Dickson-Swift, 2014). Although a
case study design could have worked for this study, I chose not to use a case study design
due to documented concerns regarding credibility within qualitative research (Hyett et al.,
2014). Grounded theory design is among the most frequently used designs within
qualitative research (Timmermans & Tavory, 2012). My decision not to use grounded
theory design in the study centered on the fact that generating a theory was not the
principal aim of my research. Narrative design focuses on studying an individual and
collecting data through stories, which creates a story about the individual’s experience
and the meaning he or she attributes to them (Timmermans & Tavory, 2012). I did not
use narrative design in the study because I did not want to focus on a sole individual’s
experience.
Research Question
Alvesson and Sandberg (2011) stated that the point of the central research
question is to narrow the purpose to a number of questions within the study. The goal of
this research was to determine how the use of effective communication behaviors by
organizational leadership affects employee engagement. Hence, the central research
question for this study was: What communication behaviors do managers use with their
employees to improve employee engagement and productivity?
Interview Questions
The data collection technique for the study was an interview. I used the interview
questions to collect the data needed to answer the research question. I used two sets of
questions: one for employees and one for managers. The interview questions are below,
as well as in Appendix A:
Employee Questions
21. Based on your personal experiences, how do you think employees within
your organization communicate effectively?
22. Based on your personal experiences, how would you describe effective
communication between an employee and their immediate supervisor
within your organization?
23. How has positive communication between you and your immediate
supervisor affected your engagement at work? Please provide an example.
24. Does increased communication and/or interaction with your immediate
supervisor influence your engagement at work? How?
25. What other ways has communication with your supervisor affected your
engagement at work?
Manager Questions
21. Based on your personal experiences, how do you think employees within
your organization communicate effectively?
22. Based on your personal experiences, how would you describe effective
communication between a manager and their employee(s) within your
organization?
23. How has positive communication between you and your employee(s)
affected your engagement at work? Please provide an example.
24. Does increased communication and/or interaction with your employee(s)
influence your engagement at work? How?
25. What other ways has communication with your employee(s) affected your
engagement at work?
Conceptual Framework
The theories relevant to this study were systems theory and communications
theory. Systems theory is an alternative approach to (a) understanding, (b) planning, and
(c) managing organizations (Ingram, 2013). Systems theory can provide a new
perspective for approaching employee engagement through effective communication,
offering managers the opportunity to understand the significance of communication on
overall employee engagement. Communications theory follows the idea that human
behavior connects to heredity and the environment, which includes (a) past experiences,
(b) present circumstances, and (c) future expectations of all the parties involved in
information transfer (Duncan, 1973).
von Bertalanffy created general systems theory in 1936, and it was originally
intended for the science field; since then, the theory evolved and became relevant to other
disciplines (Kast & Rosenzweig, 1972). von Bertalanffy was both reacting against
reductionism and trying to breathe life into the unity of science (Kast & Rosenzweig,
1972). He emphasized that real systems are open to, and network with, their
environments and that real systems can attain qualitatively novel properties through
materialization, resulting in continual evolution (von Bertalanffy, 1950).
Systems theory was applicable to this study of managerial communication
techniques and employee engagement because organizational success depends on (a)
synergy, (b) interrelations, and (c) codependence between different subsystems (von
Bertalanffy, 1950). One of the most important elements of an organization, employees
compose a vital subsystem that drives organizational success (Ingram, 2013). In this
study, the two relevant subsystems were managers and the workforce. The ideas of
systems theory that were relevant to the study were (a) leadership communication is
integral to employee engagement and (b) employee/manager relations are a vital
component of an organizational entity (Ingram, 2013).
Communications theory embraces the thought that the environmental context
within which a message is sent and received can significantly influence the fidelity of
communication (Duncan, 1973). In any human communication system, forces emerge
that inhibit effective meaning transfer (Duncan, 1973). Within a communication system,
mutual understanding is key (Duncan, 1973). Duncan carefully observed that mutual
understanding means that an individual responds to communication in a manner relative
to his ends. Therefore, when employees and managers understand each other they
respond to one another in a more productive, collaborative manner (Duncan, 1973).
Operational Definitions
The definitions provided below ensure the reader has a precise understanding of
the context of the terms within the study, avoiding any confusion with any term
definitions in other scholarly works.
Communication. Garcia (2012) defined communication as an act of will directed
toward an existing entity that reacts. Effective communication is intended, goal-oriented,
and coherent (Garcia, 2012).
Communication competence. Keyton et al. (2013) defined communication
competence as communication effectiveness within an organizational setting.
Engagement. Mone, Eisinger, Guggenheim, Price, and Stine (2011) defined
engagement as an employee’s sense of reason and focused energy which is evident to
others through the efforts of personal initiative, flexibility, and diligence directed toward
the organization’s goals.
Employee. Rodell et al. (2016) defined employee based on the Internal Revenue
Service’s terms and definitions. Rodell et al. classified employees in two ways;
commonlaw and statutory employee. A common-law employee is any individual who
performs services for an employer and controls the completion date of the activity
(Rodell et al., 2016). A statutory employee is any officer of an organization or any person
who, under the usual common law rules used to determine the employer-employee
relationship, has the status of an employee (Rodell et al., 2016). For the purposes of this
study, the statutory employee definition was appropriate.
Manager. Boykins, Campbell, Moore, and Nayyar (2013) defined manager as an
individual who implements the management process. Boykins et al. (2013) noted that a
manager is one who builds a rapport with employees, promotes teamwork, and has the
desire to further organizational goals.
Assumptions, Limitations, and Delimitations
Assumptions
An assumption is a fact considered true but not verified (Martin & Parmar, 2012).
There were three assumptions with this study:
13. All interview participants will be open and honest in their responses to the
questions asked (Anyan, 2013).
14. The interview questions are relevant for this study and participant responses
should provide the necessary information needed to answer the research
question posed.
15. The sample population selected for this study will provide information via the
interview relevant to the study topic and contribute to the overall business
knowledge of this topic.
Limitations
Potential weaknesses in the study are limitations (Yeatman, Trinitapoli, &
Hayford, 2013). There were two limitations in this study:
9. The sample population interviewed will be limited to those who respond to the
interview request.
10. The validity of the findings relies upon the responses received during the
interview process.
Delimitations
Delimitations are the bounds or scope of the study (Thomas, Silverman, &
Nelson, 2015). There were two delimitations within this study.
9. The scope of the study is limited to the Tidewater, Virginia, area. Tidewater
includes the cities of Chesapeake, Hampton, Newport News, Norfolk, Suffolk,
Portsmouth, and Virginia Beach, Virginia.
10. The boundaries of the study include interviewing those in managerial and
subordinate nonmanagerial capacities.
Significance of the Study
Contribution to Business Practice
My intent was to produce insight on how effective communication behaviors of
managers within an organization can affect employee engagement, in addition to
positively affecting overall organizational climate and organizational productivity. The
results of the study may contribute to improved communication practices within
organizations, particularly between subordinates and the managers to whom they report.
The results of the study revealed how communication affects the manager-employee
relationship, which in turn may influence overall organizational performance. If the
participant responses demonstrate a connection between managerial communication and
employee engagement, organizations may make the decision to focus more attention and
training on the topic of managerial communication.
Business leaders may gain insight regarding the influence of communication
behaviors, both effective and ineffective, on overall employee engagement. The
application of beneficial business lessons may occur when business leaders gain an
understanding of how managerial communication affects employee engagement. This
understanding, in turn, could lead to improved employee engagement and a more
productive organization as a whole.
Implications for Social Change
The findings of the doctoral study have the potential to influence social change. A
productive organization may contribute further to society in a positive manner. If
employees engage in their work, turnover within an organization may decrease (Siddiqi,
2013). Lower turnover in organizations may lower the national unemployment rate; as
employees perform better, a reduction in turnover (voluntary or involuntary) may occur.
A lower unemployment rate may lessen the overall burden on government and society.
A Review of the Professional and Academic Literature The
research question for this study was: How do effective managerial communication
techniques contribute to employee engagement within an organization? Employee
engagement remains a critical concern for organizations, and thus organizational
leaders are under increasing pressure to ensure their workforce remains engaged
(Kapoor & Meachem, 2012). Managers face the challenge of keeping their employees
engaged using effective communication techniques.
The purpose of this literature review was to provide an overview of relevant
studies addressing (a) managerial communication, (b) communication theories, and (c)
employee engagement. I used journal articles, books, and other scholarly sources within
this study, with 85% of the 175 total sources published between 2012 and 2016. In
addition, 91% of the 175 total sources are peer-reviewed. Of the total 175 total sources, I
used 77 sources within the literature review, of which 71 (92.2%) were peer-reviewed
articles and 69 (89.6%) were published between 2012 and 2016. In addition, the
literature review included four seminal sources (5%) and two non-peer-reviewed articles
(2.5%). I accessed source information through the Walden University library (using
databases such as ProQuest and EBSCOhost), as well as from Google Scholar and other
university library sources. While conducting the search for peer-reviewed sources, I used
the terms communication, employee engagement, communication theories,
communication techniques, managerial communication, and organizational
communication.
I focused the literature review on two main themes: (a) managerial
communication, and (b) employee engagement. The first section includes an overview of
managerial communication. This section covers the (a) importance of managerial
communication within organizations, (b) various managerial communication techniques,
and (c) managerial communication with employees. A review of employee engagement
(to include factors of engagement) occurs in the second section. This section includes
studies that delve into (a) employee engagement within organizations, (b) what causes
employees to disengage, and (c) how communication plays a role in overall engagement.
Theories
The two theories that I used as a foundation for this study relating to managerial
communication were systems theory and communications theory. von Bertalanffy (1950)
was the creator of systems theory and stressed that real systems work in conjunction with
their surroundings. In addition, von Bertalanffy noted systems could attain qualitatively
original properties through materialization, resulting in continual evolution. Rather than
reducing an entity to the properties of its parts or essentials, systems theory focuses on the
collection of and relations between the parts that attach them into a whole (Kast &
Rosenzweig, 1972). Mulej et al. (2004) suggested that there are seven principles of
systems theory thinking relevant to organizations. The seven principles include (a)
interdependence; (b) relations; (c) openness; (d) interconnectedness; (e) complexity; (f)
attractors; and (g) synergy, system, and synthesis.
Buble (2012) noted that interdependence related to the various systems within an
organization that can work autonomously to complete a task. Buble stated that the ability
for departments to work together toward a common goal was the foremost aspect of the
principle of relations. When an organization allows employees to express suggestions
and viewpoints, openness and interconnectedness occur (Mulej et al., 2004). Mulej et al.
mentioned that the complicated decisions organizations make at times referred to the
complexity of the organization. Attractors are any influential force within the
organization (Mulej et al., 2004). When relations between groups within an organization
lead to new ideas and momentum, there is evidence of synergy, systems, and synthesis
(Mulej et al., 2004). Mulej et al. explained that the seven principles allows for a holistic
view of systems thinking, which previous authors had not noted.
Duncan (1973) asserted that communications theory embraces the notion that the
environmental context within which a message is delivered and received can have
significant influences on the fidelity of communication. Ludwig et al. (2014) furthered
research on communication theory with the discussion of communication
accommodation. Ludwig et al. explained that that during communication, individuals
will try to accommodate or change their style of speaking to others. Change of
communication style is accomplished in two ways: divergence and convergence. Groups
who identify strongly with their race or ethnicity frequently use divergence to highlight
group identity. Convergence occurs when there is a strong need for social acceptance,
frequently from powerless individuals. Within organizations, individuals will often
practice convergence rather than divergence (Ludwig et al., 2014).
In contrast to the concepts of divergence or convergence with regard to
communication, Ng and Feldman (2013) discussed symbolic interaction in regards to
communication theory. Ng and Feldman suggested that individuals are motivated to act
based on the meanings they assign to (a) others, (b) things, and (c) occurrences. Further,
meaning includes the language that people use both with (a) friends and family, (b)
colleagues, and (c) in private thought (Ng & Feldman, 2013). Ng and Feldman
concluded that language and communication allow people to develop a sense of self and
to interact with others in the community.
Managerial Communication
Communication is woven into the fabric of most organizational structures.
Within an organization, communication is a primary component of organizational success
(Emanoil, Ramona, & Lucia, 2013). Members of an organization spend the bulk of their
time communicating with one another; this is particularly true of manager and
subordinate communication (Emanoil et al., 2013). Further, communication within an
organization is a network activity. Hossain, Murshed, and Uddin (2013) contended that
an organizational communication system is a professional set of relationships between
individuals within an organization. The flow of organizational information creates
various types of communicative relationships among the participating entities (Hossain et
al., 2013). The communication relationships eventually create an overall pattern within
the organization (Hossain et al., 2013).
Understanding the effect that managerial communication has on employee
engagement is paramount to organizational success, as a breakdown in communication
can lead to reduced productivity throughout the organization (Bisel et al., 2012).
However, Emanoil et al. (2013) indicated that not all companies have fully understood the
role of communication, being that managers tend to focus on obtaining immediate profit
rather than on other aspects of a successful organization, such as the influence of
communication on employee performance and engagement.
Voinea, Busu, Opran, and Vladutescu (2015) stated that managerial
communication is not only the art of conveying and understanding information but also
the art of allowing employees to understand management decisions that propel employees
to meet organizational objectives. Mahajan, Bishop, and Scott (2012) agreed with Voinea
et al. (2015), and defined top management communication as the extent of lucidity and
wholeness in the messages sent by organizational leadership to employees. Employee
involvement is the level to which employees supply significant inputs into company
choices (Mahajan et al., 2012). Mahajan et al. theorized that organizational leadership
communication and employee contribution are useful in synchronizing employee efforts
and in encouraging employees to achieve organizational objectives.
Whereas Mahajan et al. (2012) viewed communication as a managerial
responsibility, Uusi-Rauva and Nurkka (2010) discussed communication with employees
as a corporate responsibility. Uusi-Rauva and Nurkka outlined the types of internal
messages pertaining to a company’s environment-related corporate social responsibility
(CSR) that would be most effectual in engaging employees. Uusi-Rauva and Nurkka
studied how environmentally active employees are internal communicators, used to
spread environmental activity within the organization. Uusi-Rauva and Nurkka noted the
importance of assisting managers with understanding how they can communicate
effectively to encourage all employees to consider the environment in their jobs.
Adleman (2012) completed a study pertaining to communication in an attempt to
understand specific chief executive officer (CEO) communication behaviors and actions
in relation to promoting upward employee communication. Although CEOs differ from
frontline managers, they often set the tone for managerial communication within an
organization (Adleman, 2012). Adleman described the act of encouraging
communication within the work environment as beneficial to organizational culture.
Business leaders identified improving employee engagement within organizations
as a central priority in leadership (Christian et al., 2011). Well-organized
communications systems contribute to employee satisfaction and engagement within
organizations (Aburge, 2011). Managers should communicate effectively with their
subordinates; however, many workers do not believe their direct supervisors are effective
communicators (Neves & Eisenberger, 2012). A lack of productive communication in the
manager-employee relationship can lead to low employee engagement and thus affect
organizational success and sustainability (Neves & Eisenberger, 2012). The ability to
lead and inspire employees to accomplish organizational objectives is a facet of
managerial communication (Neves & Eisenberger, 2012). For this reason, organizational
leaders should pay close attention to managerial communication behaviors, styles, and
delivery and their effects on worker engagement.
Problem Statement
The inability among managerial staff to establish a connection with their
workforce through effective communication can lead to organizational chaos, low
productivity, and decreased profitability (Bisel, Messersmith, & Kelley, 2012).
Organizational leaders who focus on soft skills, including communication, enjoy 85%
higher profits compared with those in firms who are least effective at communicating
with their employees (Robles, 2012). The general business problem was that a lack of
effective managerial communication deterred organizational profit and created an
environment of mistrust between the workforce and management (Timmins, 2011). The
specific business problem was that managers often lack skills or strategies for effective
communication behaviors with employees, which may ultimately improve employee
engagement and organizational productivity.
Purpose Statement
The purpose of this qualitative descriptive study was to explore the effective
communication behaviors that managers use to improve employee engagement and
organizational productivity. Data collection included 23 semistructured interviews with
open-ended questions among 11 managers and 12 nonmanagerial employees from local
government public entities in the Tidewater, Virginia, area. The 11 managerial interviews
consisted of those in a midlevel managerial capacity; entry level managers and senior
management personnel were not included. This population was appropriate for research
pertaining to managerial communication and employee engagement due to their
experience with managerial communication and their ability to discuss their experiences
surrounding the effect of communication on their organizations.
The results from this study may influence social change by giving business leaders
insight into how effective communication practices between managers and their
subordinates may improve overall employee engagement and thus increase organizational
productivity. The findings from this study may also provide business leaders with
examples of strategies that may prevent an adverse shift in organizational climate due to
poor communication behaviors.
Nature of the Study
I used a qualitative, descriptive approach when conducting this study. The
descriptive ideal involved detailing the human experience pertaining to a phenomenon
from the view of the participant (Bickman & Rog, 1998). In quantitative methodology,
measurements of variables occur so that the quantitative data can be analyzed using
statistical procedures and means (Yin, 2014). Quantitative methodology was not
appropriate for this study because I did not test an experimental hypothesis.
Mixedmethods research methodology was not appropriate for this study because it
combined both qualitative and quantitative forms (Golicic & Davis, 2012). I was seeking
to understand the phenomenon of employee engagement and leadership communication.
Because I did not use the quantitative method in any form in this research, a mixed
methods was not the appropriate method for my research question.
As indicated by Bickman and Rog (1998), the central benefit of the descriptive
research design is that it allows researchers to interview a subject about experiences in
their natural environment. A descriptive research design was appropriate because the
focus of this study was on the experiences and perceptions of participants regarding
communications occurring in an organizational setting. I considered using a
phenomenological design for this study because phenomenology allows researchers to
explore how individuals construct meaning concerning events, in a time-bound manner in
a particular social context (Yin, 2014). I chose not to use a phenomenological design
because the focus of the study was not on a particular phenomenon but rather on the
ongoing phenomenon of communication behavior. I considered a case study design for
this study but opted not to use this design. A case is an object studied for a specific
reason that is peculiar or particular (Hyett, Kenny, & Dickson-Swift, 2014). Although a
case study design could have worked for this study, I chose not to use a case study design
due to documented concerns regarding credibility within qualitative research (Hyett et al.,
2014). Grounded theory design is among the most frequently used designs within
qualitative research (Timmermans & Tavory, 2012). My decision not to use grounded
theory design in the study centered on the fact that generating a theory was not the
principal aim of my research. Narrative design focuses on studying an individual and
collecting data through stories, which creates a story about the individual’s experience
and the meaning he or she attributes to them (Timmermans & Tavory, 2012). I did not
use narrative design in the study because I did not want to focus on a sole individual’s
experience.
Research Question
Alvesson and Sandberg (2011) stated that the point of the central research
question is to narrow the purpose to a number of questions within the study. The goal of
this research was to determine how the use of effective communication behaviors by
organizational leadership affects employee engagement. Hence, the central research
question for this study was: What communication behaviors do managers use with their
employees to improve employee engagement and productivity?
Interview Questions
The data collection technique for the study was an interview. I used the interview
questions to collect the data needed to answer the research question. I used two sets of
questions: one for employees and one for managers. The interview questions are below,
as well as in Appendix A:
Employee Questions
26. Based on your personal experiences, how do you think employees within
your organization communicate effectively?
27. Based on your personal experiences, how would you describe effective
communication between an employee and their immediate supervisor
within your organization?
28. How has positive communication between you and your immediate
supervisor affected your engagement at work? Please provide an example.
29. Does increased communication and/or interaction with your immediate
supervisor influence your engagement at work? How?
30. What other ways has communication with your supervisor affected your
engagement at work?
Manager Questions
26. Based on your personal experiences, how do you think employees within
your organization communicate effectively?
27. Based on your personal experiences, how would you describe effective
communication between a manager and their employee(s) within your
organization?
28. How has positive communication between you and your employee(s)
affected your engagement at work? Please provide an example.
29. Does increased communication and/or interaction with your employee(s)
influence your engagement at work? How?
30. What other ways has communication with your employee(s) affected your
engagement at work?
Conceptual Framework
The theories relevant to this study were systems theory and communications
theory. Systems theory is an alternative approach to (a) understanding, (b) planning, and
(c) managing organizations (Ingram, 2013). Systems theory can provide a new
perspective for approaching employee engagement through effective communication,
offering managers the opportunity to understand the significance of communication on
overall employee engagement. Communications theory follows the idea that human
behavior connects to heredity and the environment, which includes (a) past experiences,
(b) present circumstances, and (c) future expectations of all the parties involved in
information transfer (Duncan, 1973).
von Bertalanffy created general systems theory in 1936, and it was originally
intended for the science field; since then, the theory evolved and became relevant to other
disciplines (Kast & Rosenzweig, 1972). von Bertalanffy was both reacting against
reductionism and trying to breathe life into the unity of science (Kast & Rosenzweig,
1972). He emphasized that real systems are open to, and network with, their
environments and that real systems can attain qualitatively novel properties through
materialization, resulting in continual evolution (von Bertalanffy, 1950).
Systems theory was applicable to this study of managerial communication
techniques and employee engagement because organizational success depends on (a)
synergy, (b) interrelations, and (c) codependence between different subsystems (von
Bertalanffy, 1950). One of the most important elements of an organization, employees
compose a vital subsystem that drives organizational success (Ingram, 2013). In this
study, the two relevant subsystems were managers and the workforce. The ideas of
systems theory that were relevant to the study were (a) leadership communication is
integral to employee engagement and (b) employee/manager relations are a vital
component of an organizational entity (Ingram, 2013).
Communications theory embraces the thought that the environmental context
within which a message is sent and received can significantly influence the fidelity of
communication (Duncan, 1973). In any human communication system, forces emerge
that inhibit effective meaning transfer (Duncan, 1973). Within a communication system,
mutual understanding is key (Duncan, 1973). Duncan carefully observed that mutual
understanding means that an individual responds to communication in a manner relative
to his ends. Therefore, when employees and managers understand each other they
respond to one another in a more productive, collaborative manner (Duncan, 1973).
Operational Definitions
The definitions provided below ensure the reader has a precise understanding of
the context of the terms within the study, avoiding any confusion with any term
definitions in other scholarly works.
Communication. Garcia (2012) defined communication as an act of will directed
toward an existing entity that reacts. Effective communication is intended, goal-oriented,
and coherent (Garcia, 2012).
Communication competence. Keyton et al. (2013) defined communication
competence as communication effectiveness within an organizational setting.
Engagement. Mone, Eisinger, Guggenheim, Price, and Stine (2011) defined
engagement as an employee’s sense of reason and focused energy which is evident to
others through the efforts of personal initiative, flexibility, and diligence directed toward
the organization’s goals.
Employee. Rodell et al. (2016) defined employee based on the Internal Revenue
Service’s terms and definitions. Rodell et al. classified employees in two ways;
commonlaw and statutory employee. A common-law employee is any individual who
performs services for an employer and controls the completion date of the activity
(Rodell et al., 2016). A statutory employee is any officer of an organization or any person
who, under the usual common law rules used to determine the employer-employee
relationship, has the status of an employee (Rodell et al., 2016). For the purposes of this
study, the statutory employee definition was appropriate.
Manager. Boykins, Campbell, Moore, and Nayyar (2013) defined manager as an
individual who implements the management process. Boykins et al. (2013) noted that a
manager is one who builds a rapport with employees, promotes teamwork, and has the
desire to further organizational goals.
Assumptions, Limitations, and Delimitations
Assumptions
An assumption is a fact considered true but not verified (Martin & Parmar, 2012).
There were three assumptions with this study:
16. All interview participants will be open and honest in their responses to the
questions asked (Anyan, 2013).
17. The interview questions are relevant for this study and participant responses
should provide the necessary information needed to answer the research
question posed.
18. The sample population selected for this study will provide information via the
interview relevant to the study topic and contribute to the overall business
knowledge of this topic.
Limitations
Potential weaknesses in the study are limitations (Yeatman, Trinitapoli, &
Hayford, 2013). There were two limitations in this study:
11. The sample population interviewed will be limited to those who respond to the
interview request.
12. The validity of the findings relies upon the responses received during the
interview process.
Delimitations
Delimitations are the bounds or scope of the study (Thomas, Silverman, &
Nelson, 2015). There were two delimitations within this study.
11. The scope of the study is limited to the Tidewater, Virginia, area. Tidewater
includes the cities of Chesapeake, Hampton, Newport News, Norfolk, Suffolk,
Portsmouth, and Virginia Beach, Virginia.
12. The boundaries of the study include interviewing those in managerial and
subordinate nonmanagerial capacities.
Significance of the Study
Contribution to Business Practice
My intent was to produce insight on how effective communication behaviors of
managers within an organization can affect employee engagement, in addition to
positively affecting overall organizational climate and organizational productivity. The
results of the study may contribute to improved communication practices within
organizations, particularly between subordinates and the managers to whom they report.
The results of the study revealed how communication affects the manager-employee
relationship, which in turn may influence overall organizational performance. If the
participant responses demonstrate a connection between managerial communication and
employee engagement, organizations may make the decision to focus more attention and
training on the topic of managerial communication.
Business leaders may gain insight regarding the influence of communication
behaviors, both effective and ineffective, on overall employee engagement. The
application of beneficial business lessons may occur when business leaders gain an
understanding of how managerial communication affects employee engagement. This
understanding, in turn, could lead to improved employee engagement and a more
productive organization as a whole.
Implications for Social Change
The findings of the doctoral study have the potential to influence social change. A
productive organization may contribute further to society in a positive manner. If
employees engage in their work, turnover within an organization may decrease (Siddiqi,
2013). Lower turnover in organizations may lower the national unemployment rate; as
employees perform better, a reduction in turnover (voluntary or involuntary) may occur.
A lower unemployment rate may lessen the overall burden on government and society.
A Review of the Professional and Academic Literature The
research question for this study was: How do effective managerial communication
techniques contribute to employee engagement within an organization? Employee
engagement remains a critical concern for organizations, and thus organizational
leaders are under increasing pressure to ensure their workforce remains engaged
(Kapoor & Meachem, 2012). Managers face the challenge of keeping their employees
engaged using effective communication techniques.
The purpose of this literature review was to provide an overview of relevant
studies addressing (a) managerial communication, (b) communication theories, and (c)
employee engagement. I used journal articles, books, and other scholarly sources within
this study, with 85% of the 175 total sources published between 2012 and 2016. In
addition, 91% of the 175 total sources are peer-reviewed. Of the total 175 total sources, I
used 77 sources within the literature review, of which 71 (92.2%) were peer-reviewed
articles and 69 (89.6%) were published between 2012 and 2016. In addition, the
literature review included four seminal sources (5%) and two non-peer-reviewed articles
(2.5%). I accessed source information through the Walden University library (using
databases such as ProQuest and EBSCOhost), as well as from Google Scholar and other
university library sources. While conducting the search for peer-reviewed sources, I used
the terms communication, employee engagement, communication theories,
communication techniques, managerial communication, and organizational
communication.
I focused the literature review on two main themes: (a) managerial
communication, and (b) employee engagement. The first section includes an overview of
managerial communication. This section covers the (a) importance of managerial
communication within organizations, (b) various managerial communication techniques,
and (c) managerial communication with employees. A review of employee engagement
(to include factors of engagement) occurs in the second section. This section includes
studies that delve into (a) employee engagement within organizations, (b) what causes
employees to disengage, and (c) how communication plays a role in overall engagement.
Theories
The two theories that I used as a foundation for this study relating to managerial
communication were systems theory and communications theory. von Bertalanffy (1950)
was the creator of systems theory and stressed that real systems work in conjunction with
their surroundings. In addition, von Bertalanffy noted systems could attain qualitatively
original properties through materialization, resulting in continual evolution. Rather than
reducing an entity to the properties of its parts or essentials, systems theory focuses on the
collection of and relations between the parts that attach them into a whole (Kast &
Rosenzweig, 1972). Mulej et al. (2004) suggested that there are seven principles of
systems theory thinking relevant to organizations. The seven principles include (a)
interdependence; (b) relations; (c) openness; (d) interconnectedness; (e) complexity; (f)
attractors; and (g) synergy, system, and synthesis.
Buble (2012) noted that interdependence related to the various systems within an
organization that can work autonomously to complete a task. Buble stated that the ability
for departments to work together toward a common goal was the foremost aspect of the
principle of relations. When an organization allows employees to express suggestions
and viewpoints, openness and interconnectedness occur (Mulej et al., 2004). Mulej et al.
mentioned that the complicated decisions organizations make at times referred to the
complexity of the organization. Attractors are any influential force within the
organization (Mulej et al., 2004). When relations between groups within an organization
lead to new ideas and momentum, there is evidence of synergy, systems, and synthesis
(Mulej et al., 2004). Mulej et al. explained that the seven principles allows for a holistic
view of systems thinking, which previous authors had not noted.
Duncan (1973) asserted that communications theory embraces the notion that the
environmental context within which a message is delivered and received can have
significant influences on the fidelity of communication. Ludwig et al. (2014) furthered
research on communication theory with the discussion of communication
accommodation. Ludwig et al. explained that that during communication, individuals
will try to accommodate or change their style of speaking to others. Change of
communication style is accomplished in two ways: divergence and convergence. Groups
who identify strongly with their race or ethnicity frequently use divergence to highlight
group identity. Convergence occurs when there is a strong need for social acceptance,
frequently from powerless individuals. Within organizations, individuals will often
practice convergence rather than divergence (Ludwig et al., 2014).
In contrast to the concepts of divergence or convergence with regard to
communication, Ng and Feldman (2013) discussed symbolic interaction in regards to
communication theory. Ng and Feldman suggested that individuals are motivated to act
based on the meanings they assign to (a) others, (b) things, and (c) occurrences. Further,
meaning includes the language that people use both with (a) friends and family, (b)
colleagues, and (c) in private thought (Ng & Feldman, 2013). Ng and Feldman
concluded that language and communication allow people to develop a sense of self and
to interact with others in the community.
Managerial Communication
Communication is woven into the fabric of most organizational structures.
Within an organization, communication is a primary component of organizational success
(Emanoil, Ramona, & Lucia, 2013). Members of an organization spend the bulk of their
time communicating with one another; this is particularly true of manager and
subordinate communication (Emanoil et al., 2013). Further, communication within an
organization is a network activity. Hossain, Murshed, and Uddin (2013) contended that
an organizational communication system is a professional set of relationships between
individuals within an organization. The flow of organizational information creates
various types of communicative relationships among the participating entities (Hossain et
al., 2013). The communication relationships eventually create an overall pattern within
the organization (Hossain et al., 2013).
Understanding the effect that managerial communication has on employee
engagement is paramount to organizational success, as a breakdown in communication
can lead to reduced productivity throughout the organization (Bisel et al., 2012).
However, Emanoil et al. (2013) indicated that not all companies have fully understood the
role of communication, being that managers tend to focus on obtaining immediate profit
rather than on other aspects of a successful organization, such as the influence of
communication on employee performance and engagement.
Voinea, Busu, Opran, and Vladutescu (2015) stated that managerial
communication is not only the art of conveying and understanding information but also
the art of allowing employees to understand management decisions that propel employees
to meet organizational objectives. Mahajan, Bishop, and Scott (2012) agreed with Voinea
et al. (2015), and defined top management communication as the extent of lucidity and
wholeness in the messages sent by organizational leadership to employees. Employee
involvement is the level to which employees supply significant inputs into company
choices (Mahajan et al., 2012). Mahajan et al. theorized that organizational leadership
communication and employee contribution are useful in synchronizing employee efforts
and in encouraging employees to achieve organizational objectives.
Whereas Mahajan et al. (2012) viewed communication as a managerial
responsibility, Uusi-Rauva and Nurkka (2010) discussed communication with employees
as a corporate responsibility. Uusi-Rauva and Nurkka outlined the types of internal
messages pertaining to a company’s environment-related corporate social responsibility
(CSR) that would be most effectual in engaging employees. Uusi-Rauva and Nurkka
studied how environmentally active employees are internal communicators, used to
spread environmental activity within the organization. Uusi-Rauva and Nurkka noted the
importance of assisting managers with understanding how they can communicate
effectively to encourage all employees to consider the environment in their jobs.
Adleman (2012) completed a study pertaining to communication in an attempt to
understand specific chief executive officer (CEO) communication behaviors and actions
in relation to promoting upward employee communication. Although CEOs differ from
frontline managers, they often set the tone for managerial communication within an
organization (Adleman, 2012). Adleman described the act of encouraging
communication within the work environment as beneficial to organizational culture.
Business leaders identified improving employee engagement within organizations
as a central priority in leadership (Christian et al., 2011). Well-organized
communications systems contribute to employee satisfaction and engagement within
organizations (Aburge, 2011). Managers should communicate effectively with their
subordinates; however, many workers do not believe their direct supervisors are effective
communicators (Neves & Eisenberger, 2012). A lack of productive communication in the
manager-employee relationship can lead to low employee engagement and thus affect
organizational success and sustainability (Neves & Eisenberger, 2012). The ability to
lead and inspire employees to accomplish organizational objectives is a facet of
managerial communication (Neves & Eisenberger, 2012). For this reason, organizational
leaders should pay close attention to managerial communication behaviors, styles, and
delivery and their effects on worker engagement.
Problem Statement
The inability among managerial staff to establish a connection with their
workforce through effective communication can lead to organizational chaos, low
productivity, and decreased profitability (Bisel, Messersmith, & Kelley, 2012).
Organizational leaders who focus on soft skills, including communication, enjoy 85%
higher profits compared with those in firms who are least effective at communicating
with their employees (Robles, 2012). The general business problem was that a lack of
effective managerial communication deterred organizational profit and created an
environment of mistrust between the workforce and management (Timmins, 2011). The
specific business problem was that managers often lack skills or strategies for effective
communication behaviors with employees, which may ultimately improve employee
engagement and organizational productivity.
Purpose Statement
The purpose of this qualitative descriptive study was to explore the effective
communication behaviors that managers use to improve employee engagement and
organizational productivity. Data collection included 23 semistructured interviews with
open-ended questions among 11 managers and 12 nonmanagerial employees from local
government public entities in the Tidewater, Virginia, area. The 11 managerial interviews
consisted of those in a midlevel managerial capacity; entry level managers and senior
management personnel were not included. This population was appropriate for research
pertaining to managerial communication and employee engagement due to their
experience with managerial communication and their ability to discuss their experiences
surrounding the effect of communication on their organizations.
The results from this study may influence social change by giving business leaders
insight into how effective communication practices between managers and their
subordinates may improve overall employee engagement and thus increase organizational
productivity. The findings from this study may also provide business leaders with
examples of strategies that may prevent an adverse shift in organizational climate due to
poor communication behaviors.
Nature of the Study
I used a qualitative, descriptive approach when conducting this study. The
descriptive ideal involved detailing the human experience pertaining to a phenomenon
from the view of the participant (Bickman & Rog, 1998). In quantitative methodology,
measurements of variables occur so that the quantitative data can be analyzed using
statistical procedures and means (Yin, 2014). Quantitative methodology was not
appropriate for this study because I did not test an experimental hypothesis.
Mixedmethods research methodology was not appropriate for this study because it
combined both qualitative and quantitative forms (Golicic & Davis, 2012). I was seeking
to understand the phenomenon of employee engagement and leadership communication.
Because I did not use the quantitative method in any form in this research, a mixed
methods was not the appropriate method for my research question.
As indicated by Bickman and Rog (1998), the central benefit of the descriptive
research design is that it allows researchers to interview a subject about experiences in
their natural environment. A descriptive research design was appropriate because the
focus of this study was on the experiences and perceptions of participants regarding
communications occurring in an organizational setting. I considered using a
phenomenological design for this study because phenomenology allows researchers to
explore how individuals construct meaning concerning events, in a time-bound manner in
a particular social context (Yin, 2014). I chose not to use a phenomenological design
because the focus of the study was not on a particular phenomenon but rather on the
ongoing phenomenon of communication behavior. I considered a case study design for
this study but opted not to use this design. A case is an object studied for a specific
reason that is peculiar or particular (Hyett, Kenny, & Dickson-Swift, 2014). Although a
case study design could have worked for this study, I chose not to use a case study design
due to documented concerns regarding credibility within qualitative research (Hyett et al.,
2014). Grounded theory design is among the most frequently used designs within
qualitative research (Timmermans & Tavory, 2012). My decision not to use grounded
theory design in the study centered on the fact that generating a theory was not the
principal aim of my research. Narrative design focuses on studying an individual and
collecting data through stories, which creates a story about the individual’s experience
and the meaning he or she attributes to them (Timmermans & Tavory, 2012). I did not
use narrative design in the study because I did not want to focus on a sole individual’s
experience.
Research Question
Alvesson and Sandberg (2011) stated that the point of the central research
question is to narrow the purpose to a number of questions within the study. The goal of
this research was to determine how the use of effective communication behaviors by
organizational leadership affects employee engagement. Hence, the central research
question for this study was: What communication behaviors do managers use with their
employees to improve employee engagement and productivity?
Interview Questions
The data collection technique for the study was an interview. I used the interview
questions to collect the data needed to answer the research question. I used two sets of
questions: one for employees and one for managers. The interview questions are below,
as well as in Appendix A:
Employee Questions
31. Based on your personal experiences, how do you think employees within
your organization communicate effectively?
32. Based on your personal experiences, how would you describe effective
communication between an employee and their immediate supervisor
within your organization?
33. How has positive communication between you and your immediate
supervisor affected your engagement at work? Please provide an example.
34. Does increased communication and/or interaction with your immediate
supervisor influence your engagement at work? How?
35. What other ways has communication with your supervisor affected your
engagement at work?
Manager Questions
31. Based on your personal experiences, how do you think employees within
your organization communicate effectively?
32. Based on your personal experiences, how would you describe effective
communication between a manager and their employee(s) within your
organization?
33. How has positive communication between you and your employee(s)
affected your engagement at work? Please provide an example.
34. Does increased communication and/or interaction with your employee(s)
influence your engagement at work? How?
35. What other ways has communication with your employee(s) affected your
engagement at work?
Conceptual Framework
The theories relevant to this study were systems theory and communications
theory. Systems theory is an alternative approach to (a) understanding, (b) planning, and
(c) managing organizations (Ingram, 2013). Systems theory can provide a new
perspective for approaching employee engagement through effective communication,
offering managers the opportunity to understand the significance of communication on
overall employee engagement. Communications theory follows the idea that human
behavior connects to heredity and the environment, which includes (a) past experiences,
(b) present circumstances, and (c) future expectations of all the parties involved in
information transfer (Duncan, 1973).
von Bertalanffy created general systems theory in 1936, and it was originally
intended for the science field; since then, the theory evolved and became relevant to other
disciplines (Kast & Rosenzweig, 1972). von Bertalanffy was both reacting against
reductionism and trying to breathe life into the unity of science (Kast & Rosenzweig,
1972). He emphasized that real systems are open to, and network with, their
environments and that real systems can attain qualitatively novel properties through
materialization, resulting in continual evolution (von Bertalanffy, 1950).
Systems theory was applicable to this study of managerial communication
techniques and employee engagement because organizational success depends on (a)
synergy, (b) interrelations, and (c) codependence between different subsystems (von
Bertalanffy, 1950). One of the most important elements of an organization, employees
compose a vital subsystem that drives organizational success (Ingram, 2013). In this
study, the two relevant subsystems were managers and the workforce. The ideas of
systems theory that were relevant to the study were (a) leadership communication is
integral to employee engagement and (b) employee/manager relations are a vital
component of an organizational entity (Ingram, 2013).
Communications theory embraces the thought that the environmental context
within which a message is sent and received can significantly influence the fidelity of
communication (Duncan, 1973). In any human communication system, forces emerge
that inhibit effective meaning transfer (Duncan, 1973). Within a communication system,
mutual understanding is key (Duncan, 1973). Duncan carefully observed that mutual
understanding means that an individual responds to communication in a manner relative
to his ends. Therefore, when employees and managers understand each other they
respond to one another in a more productive, collaborative manner (Duncan, 1973).
Operational Definitions
The definitions provided below ensure the reader has a precise understanding of
the context of the terms within the study, avoiding any confusion with any term
definitions in other scholarly works.
Communication. Garcia (2012) defined communication as an act of will directed
toward an existing entity that reacts. Effective communication is intended, goal-oriented,
and coherent (Garcia, 2012).
Communication competence. Keyton et al. (2013) defined communication
competence as communication effectiveness within an organizational setting.
Engagement. Mone, Eisinger, Guggenheim, Price, and Stine (2011) defined
engagement as an employee’s sense of reason and focused energy which is evident to
others through the efforts of personal initiative, flexibility, and diligence directed toward
the organization’s goals.
Employee. Rodell et al. (2016) defined employee based on the Internal Revenue
Service’s terms and definitions. Rodell et al. classified employees in two ways;
commonlaw and statutory employee. A common-law employee is any individual who
performs services for an employer and controls the completion date of the activity
(Rodell et al., 2016). A statutory employee is any officer of an organization or any person
who, under the usual common law rules used to determine the employer-employee
relationship, has the status of an employee (Rodell et al., 2016). For the purposes of this
study, the statutory employee definition was appropriate.
Manager. Boykins, Campbell, Moore, and Nayyar (2013) defined manager as an
individual who implements the management process. Boykins et al. (2013) noted that a
manager is one who builds a rapport with employees, promotes teamwork, and has the
desire to further organizational goals.
Assumptions, Limitations, and Delimitations
Assumptions
An assumption is a fact considered true but not verified (Martin & Parmar, 2012).
There were three assumptions with this study:
19. All interview participants will be open and honest in their responses to the
questions asked (Anyan, 2013).
20. The interview questions are relevant for this study and participant responses
should provide the necessary information needed to answer the research
question posed.
21. The sample population selected for this study will provide information via the
interview relevant to the study topic and contribute to the overall business
knowledge of this topic.
Limitations
Potential weaknesses in the study are limitations (Yeatman, Trinitapoli, &
Hayford, 2013). There were two limitations in this study:
13. The sample population interviewed will be limited to those who respond to the
interview request.
14. The validity of the findings relies upon the responses received during the
interview process.
Delimitations
Delimitations are the bounds or scope of the study (Thomas, Silverman, &
Nelson, 2015). There were two delimitations within this study.
13. The scope of the study is limited to the Tidewater, Virginia, area. Tidewater
includes the cities of Chesapeake, Hampton, Newport News, Norfolk, Suffolk,
Portsmouth, and Virginia Beach, Virginia.
14. The boundaries of the study include interviewing those in managerial and
subordinate nonmanagerial capacities.
Significance of the Study
Contribution to Business Practice
My intent was to produce insight on how effective communication behaviors of
managers within an organization can affect employee engagement, in addition to
positively affecting overall organizational climate and organizational productivity. The
results of the study may contribute to improved communication practices within
organizations, particularly between subordinates and the managers to whom they report.
The results of the study revealed how communication affects the manager-employee
relationship, which in turn may influence overall organizational performance. If the
participant responses demonstrate a connection between managerial communication and
employee engagement, organizations may make the decision to focus more attention and
training on the topic of managerial communication.
Business leaders may gain insight regarding the influence of communication
behaviors, both effective and ineffective, on overall employee engagement. The
application of beneficial business lessons may occur when business leaders gain an
understanding of how managerial communication affects employee engagement. This
understanding, in turn, could lead to improved employee engagement and a more
productive organization as a whole.
Implications for Social Change
The findings of the doctoral study have the potential to influence social change. A
productive organization may contribute further to society in a positive manner. If
employees engage in their work, turnover within an organization may decrease (Siddiqi,
2013). Lower turnover in organizations may lower the national unemployment rate; as
employees perform better, a reduction in turnover (voluntary or involuntary) may occur.
A lower unemployment rate may lessen the overall burden on government and society.
A Review of the Professional and Academic Literature The
research question for this study was: How do effective managerial communication
techniques contribute to employee engagement within an organization? Employee
engagement remains a critical concern for organizations, and thus organizational
leaders are under increasing pressure to ensure their workforce remains engaged
(Kapoor & Meachem, 2012). Managers face the challenge of keeping their employees
engaged using effective communication techniques.
The purpose of this literature review was to provide an overview of relevant
studies addressing (a) managerial communication, (b) communication theories, and (c)
employee engagement. I used journal articles, books, and other scholarly sources within
this study, with 85% of the 175 total sources published between 2012 and 2016. In
addition, 91% of the 175 total sources are peer-reviewed. Of the total 175 total sources, I
used 77 sources within the literature review, of which 71 (92.2%) were peer-reviewed
articles and 69 (89.6%) were published between 2012 and 2016. In addition, the
literature review included four seminal sources (5%) and two non-peer-reviewed articles
(2.5%). I accessed source information through the Walden University library (using
databases such as ProQuest and EBSCOhost), as well as from Google Scholar and other
university library sources. While conducting the search for peer-reviewed sources, I used
the terms communication, employee engagement, communication theories,
communication techniques, managerial communication, and organizational
communication.
I focused the literature review on two main themes: (a) managerial
communication, and (b) employee engagement. The first section includes an overview of
managerial communication. This section covers the (a) importance of managerial
communication within organizations, (b) various managerial communication techniques,
and (c) managerial communication with employees. A review of employee engagement
(to include factors of engagement) occurs in the second section. This section includes
studies that delve into (a) employee engagement within organizations, (b) what causes
employees to disengage, and (c) how communication plays a role in overall engagement.
Theories
The two theories that I used as a foundation for this study relating to managerial
communication were systems theory and communications theory. von Bertalanffy (1950)
was the creator of systems theory and stressed that real systems work in conjunction with
their surroundings. In addition, von Bertalanffy noted systems could attain qualitatively
original properties through materialization, resulting in continual evolution. Rather than
reducing an entity to the properties of its parts or essentials, systems theory focuses on the
collection of and relations between the parts that attach them into a whole (Kast &
Rosenzweig, 1972). Mulej et al. (2004) suggested that there are seven principles of
systems theory thinking relevant to organizations. The seven principles include (a)
interdependence; (b) relations; (c) openness; (d) interconnectedness; (e) complexity; (f)
attractors; and (g) synergy, system, and synthesis.
Buble (2012) noted that interdependence related to the various systems within an
organization that can work autonomously to complete a task. Buble stated that the ability
for departments to work together toward a common goal was the foremost aspect of the
principle of relations. When an organization allows employees to express suggestions
and viewpoints, openness and interconnectedness occur (Mulej et al., 2004). Mulej et al.
mentioned that the complicated decisions organizations make at times referred to the
complexity of the organization. Attractors are any influential force within the
organization (Mulej et al., 2004). When relations between groups within an organization
lead to new ideas and momentum, there is evidence of synergy, systems, and synthesis
(Mulej et al., 2004). Mulej et al. explained that the seven principles allows for a holistic
view of systems thinking, which previous authors had not noted.
Duncan (1973) asserted that communications theory embraces the notion that the
environmental context within which a message is delivered and received can have
significant influences on the fidelity of communication. Ludwig et al. (2014) furthered
research on communication theory with the discussion of communication
accommodation. Ludwig et al. explained that that during communication, individuals
will try to accommodate or change their style of speaking to others. Change of
communication style is accomplished in two ways: divergence and convergence. Groups
who identify strongly with their race or ethnicity frequently use divergence to highlight
group identity. Convergence occurs when there is a strong need for social acceptance,
frequently from powerless individuals. Within organizations, individuals will often
practice convergence rather than divergence (Ludwig et al., 2014).
In contrast to the concepts of divergence or convergence with regard to
communication, Ng and Feldman (2013) discussed symbolic interaction in regards to
communication theory. Ng and Feldman suggested that individuals are motivated to act
based on the meanings they assign to (a) others, (b) things, and (c) occurrences. Further,
meaning includes the language that people use both with (a) friends and family, (b)
colleagues, and (c) in private thought (Ng & Feldman, 2013). Ng and Feldman
concluded that language and communication allow people to develop a sense of self and
to interact with others in the community.
Managerial Communication
Communication is woven into the fabric of most organizational structures.
Within an organization, communication is a primary component of organizational success
(Emanoil, Ramona, & Lucia, 2013). Members of an organization spend the bulk of their
time communicating with one another; this is particularly true of manager and
subordinate communication (Emanoil et al., 2013). Further, communication within an
organization is a network activity. Hossain, Murshed, and Uddin (2013) contended that
an organizational communication system is a professional set of relationships between
individuals within an organization. The flow of organizational information creates
various types of communicative relationships among the participating entities (Hossain et
al., 2013). The communication relationships eventually create an overall pattern within
the organization (Hossain et al., 2013).
Understanding the effect that managerial communication has on employee
engagement is paramount to organizational success, as a breakdown in communication
can lead to reduced productivity throughout the organization (Bisel et al., 2012).
However, Emanoil et al. (2013) indicated that not all companies have fully understood the
role of communication, being that managers tend to focus on obtaining immediate profit
rather than on other aspects of a successful organization, such as the influence of
communication on employee performance and engagement.
Voinea, Busu, Opran, and Vladutescu (2015) stated that managerial
communication is not only the art of conveying and understanding information but also
the art of allowing employees to understand management decisions that propel employees
to meet organizational objectives. Mahajan, Bishop, and Scott (2012) agreed with Voinea
et al. (2015), and defined top management communication as the extent of lucidity and
wholeness in the messages sent by organizational leadership to employees. Employee
involvement is the level to which employees supply significant inputs into company
choices (Mahajan et al., 2012). Mahajan et al. theorized that organizational leadership
communication and employee contribution are useful in synchronizing employee efforts
and in encouraging employees to achieve organizational objectives.
Whereas Mahajan et al. (2012) viewed communication as a managerial
responsibility, Uusi-Rauva and Nurkka (2010) discussed communication with employees
as a corporate responsibility. Uusi-Rauva and Nurkka outlined the types of internal
messages pertaining to a company’s environment-related corporate social responsibility
(CSR) that would be most effectual in engaging employees. Uusi-Rauva and Nurkka
studied how environmentally active employees are internal communicators, used to
spread environmental activity within the organization. Uusi-Rauva and Nurkka noted the
importance of assisting managers with understanding how they can communicate
effectively to encourage all employees to consider the environment in their jobs.
Adleman (2012) completed a study pertaining to communication in an attempt to
understand specific chief executive officer (CEO) communication behaviors and actions
in relation to promoting upward employee communication. Although CEOs differ from
frontline managers, they often set the tone for managerial communication within an
organization (Adleman, 2012). Adleman described the act of encouraging
communication within the work environment as beneficial to organizational culture.
Business leaders identified improving employee engagement within organizations
as a central priority in leadership (Christian et al., 2011). Well-organized
communications systems contribute to employee satisfaction and engagement within
organizations (Aburge, 2011). Managers should communicate effectively with their
subordinates; however, many workers do not believe their direct supervisors are effective
communicators (Neves & Eisenberger, 2012). A lack of productive communication in the
manager-employee relationship can lead to low employee engagement and thus affect
organizational success and sustainability (Neves & Eisenberger, 2012). The ability to
lead and inspire employees to accomplish organizational objectives is a facet of
managerial communication (Neves & Eisenberger, 2012). For this reason, organizational
leaders should pay close attention to managerial communication behaviors, styles, and
delivery and their effects on worker engagement.
Problem Statement
The inability among managerial staff to establish a connection with their
workforce through effective communication can lead to organizational chaos, low
productivity, and decreased profitability (Bisel, Messersmith, & Kelley, 2012).
Organizational leaders who focus on soft skills, including communication, enjoy 85%
higher profits compared with those in firms who are least effective at communicating
with their employees (Robles, 2012). The general business problem was that a lack of
effective managerial communication deterred organizational profit and created an
environment of mistrust between the workforce and management (Timmins, 2011). The
specific business problem was that managers often lack skills or strategies for effective
communication behaviors with employees, which may ultimately improve employee
engagement and organizational productivity.
Purpose Statement
The purpose of this qualitative descriptive study was to explore the effective
communication behaviors that managers use to improve employee engagement and
organizational productivity. Data collection included 23 semistructured interviews with
open-ended questions among 11 managers and 12 nonmanagerial employees from local
government public entities in the Tidewater, Virginia, area. The 11 managerial interviews
consisted of those in a midlevel managerial capacity; entry level managers and senior
management personnel were not included. This population was appropriate for research
pertaining to managerial communication and employee engagement due to their
experience with managerial communication and their ability to discuss their experiences
surrounding the effect of communication on their organizations.
The results from this study may influence social change by giving business leaders
insight into how effective communication practices between managers and their
subordinates may improve overall employee engagement and thus increase organizational
productivity. The findings from this study may also provide business leaders with
examples of strategies that may prevent an adverse shift in organizational climate due to
poor communication behaviors.
Nature of the Study
I used a qualitative, descriptive approach when conducting this study. The
descriptive ideal involved detailing the human experience pertaining to a phenomenon
from the view of the participant (Bickman & Rog, 1998). In quantitative methodology,
measurements of variables occur so that the quantitative data can be analyzed using
statistical procedures and means (Yin, 2014). Quantitative methodology was not
appropriate for this study because I did not test an experimental hypothesis.
Mixedmethods research methodology was not appropriate for this study because it
combined both qualitative and quantitative forms (Golicic & Davis, 2012). I was seeking
to understand the phenomenon of employee engagement and leadership communication.
Because I did not use the quantitative method in any form in this research, a mixed
methods was not the appropriate method for my research question.
As indicated by Bickman and Rog (1998), the central benefit of the descriptive
research design is that it allows researchers to interview a subject about experiences in
their natural environment. A descriptive research design was appropriate because the
focus of this study was on the experiences and perceptions of participants regarding
communications occurring in an organizational setting. I considered using a
phenomenological design for this study because phenomenology allows researchers to
explore how individuals construct meaning concerning events, in a time-bound manner in
a particular social context (Yin, 2014). I chose not to use a phenomenological design
because the focus of the study was not on a particular phenomenon but rather on the
ongoing phenomenon of communication behavior. I considered a case study design for
this study but opted not to use this design. A case is an object studied for a specific
reason that is peculiar or particular (Hyett, Kenny, & Dickson-Swift, 2014). Although a
case study design could have worked for this study, I chose not to use a case study design
due to documented concerns regarding credibility within qualitative research (Hyett et al.,
2014). Grounded theory design is among the most frequently used designs within
qualitative research (Timmermans & Tavory, 2012). My decision not to use grounded
theory design in the study centered on the fact that generating a theory was not the
principal aim of my research. Narrative design focuses on studying an individual and
collecting data through stories, which creates a story about the individual’s experience
and the meaning he or she attributes to them (Timmermans & Tavory, 2012). I did not
use narrative design in the study because I did not want to focus on a sole individual’s
experience.
Research Question
Alvesson and Sandberg (2011) stated that the point of the central research
question is to narrow the purpose to a number of questions within the study. The goal of
this research was to determine how the use of effective communication behaviors by
organizational leadership affects employee engagement. Hence, the central research
question for this study was: What communication behaviors do managers use with their
employees to improve employee engagement and productivity?
Interview Questions
The data collection technique for the study was an interview. I used the interview
questions to collect the data needed to answer the research question. I used two sets of
questions: one for employees and one for managers. The interview questions are below,
as well as in Appendix A:
Employee Questions
36. Based on your personal experiences, how do you think employees within
your organization communicate effectively?
37. Based on your personal experiences, how would you describe effective
communication between an employee and their immediate supervisor
within your organization?
38. How has positive communication between you and your immediate
supervisor affected your engagement at work? Please provide an example.
39. Does increased communication and/or interaction with your immediate
supervisor influence your engagement at work? How?
40. What other ways has communication with your supervisor affected your
engagement at work?
Manager Questions
36. Based on your personal experiences, how do you think employees within
your organization communicate effectively?
37. Based on your personal experiences, how would you describe effective
communication between a manager and their employee(s) within your
organization?
38. How has positive communication between you and your employee(s)
affected your engagement at work? Please provide an example.
39. Does increased communication and/or interaction with your employee(s)
influence your engagement at work? How?
40. What other ways has communication with your employee(s) affected your
engagement at work?
Conceptual Framework
The theories relevant to this study were systems theory and communications
theory. Systems theory is an alternative approach to (a) understanding, (b) planning, and
(c) managing organizations (Ingram, 2013). Systems theory can provide a new
perspective for approaching employee engagement through effective communication,
offering managers the opportunity to understand the significance of communication on
overall employee engagement. Communications theory follows the idea that human
behavior connects to heredity and the environment, which includes (a) past experiences,
(b) present circumstances, and (c) future expectations of all the parties involved in
information transfer (Duncan, 1973).
von Bertalanffy created general systems theory in 1936, and it was originally
intended for the science field; since then, the theory evolved and became relevant to other
disciplines (Kast & Rosenzweig, 1972). von Bertalanffy was both reacting against
reductionism and trying to breathe life into the unity of science (Kast & Rosenzweig,
1972). He emphasized that real systems are open to, and network with, their
environments and that real systems can attain qualitatively novel properties through
materialization, resulting in continual evolution (von Bertalanffy, 1950).
Systems theory was applicable to this study of managerial communication
techniques and employee engagement because organizational success depends on (a)
synergy, (b) interrelations, and (c) codependence between different subsystems (von
Bertalanffy, 1950). One of the most important elements of an organization, employees
compose a vital subsystem that drives organizational success (Ingram, 2013). In this
study, the two relevant subsystems were managers and the workforce. The ideas of
systems theory that were relevant to the study were (a) leadership communication is
integral to employee engagement and (b) employee/manager relations are a vital
component of an organizational entity (Ingram, 2013).
Communications theory embraces the thought that the environmental context
within which a message is sent and received can significantly influence the fidelity of
communication (Duncan, 1973). In any human communication system, forces emerge
that inhibit effective meaning transfer (Duncan, 1973). Within a communication system,
mutual understanding is key (Duncan, 1973). Duncan carefully observed that mutual
understanding means that an individual responds to communication in a manner relative
to his ends. Therefore, when employees and managers understand each other they
respond to one another in a more productive, collaborative manner (Duncan, 1973).
Operational Definitions
The definitions provided below ensure the reader has a precise understanding of
the context of the terms within the study, avoiding any confusion with any term
definitions in other scholarly works.
Communication. Garcia (2012) defined communication as an act of will directed
toward an existing entity that reacts. Effective communication is intended, goal-oriented,
and coherent (Garcia, 2012).
Communication competence. Keyton et al. (2013) defined communication
competence as communication effectiveness within an organizational setting.
Engagement. Mone, Eisinger, Guggenheim, Price, and Stine (2011) defined
engagement as an employee’s sense of reason and focused energy which is evident to
others through the efforts of personal initiative, flexibility, and diligence directed toward
the organization’s goals.
Employee. Rodell et al. (2016) defined employee based on the Internal Revenue
Service’s terms and definitions. Rodell et al. classified employees in two ways;
commonlaw and statutory employee. A common-law employee is any individual who
performs services for an employer and controls the completion date of the activity
(Rodell et al., 2016). A statutory employee is any officer of an organization or any person
who, under the usual common law rules used to determine the employer-employee
relationship, has the status of an employee (Rodell et al., 2016). For the purposes of this
study, the statutory employee definition was appropriate.
Manager. Boykins, Campbell, Moore, and Nayyar (2013) defined manager as an
individual who implements the management process. Boykins et al. (2013) noted that a
manager is one who builds a rapport with employees, promotes teamwork, and has the
desire to further organizational goals.
Assumptions, Limitations, and Delimitations
Assumptions
An assumption is a fact considered true but not verified (Martin & Parmar, 2012).
There were three assumptions with this study:
22. All interview participants will be open and honest in their responses to the
questions asked (Anyan, 2013).
23. The interview questions are relevant for this study and participant responses
should provide the necessary information needed to answer the research
question posed.
24. The sample population selected for this study will provide information via the
interview relevant to the study topic and contribute to the overall business
knowledge of this topic.
Limitations
Potential weaknesses in the study are limitations (Yeatman, Trinitapoli, &
Hayford, 2013). There were two limitations in this study:
15. The sample population interviewed will be limited to those who respond to the
interview request.
16. The validity of the findings relies upon the responses received during the
interview process.
Delimitations
Delimitations are the bounds or scope of the study (Thomas, Silverman, &
Nelson, 2015). There were two delimitations within this study.
15. The scope of the study is limited to the Tidewater, Virginia, area. Tidewater
includes the cities of Chesapeake, Hampton, Newport News, Norfolk, Suffolk,
Portsmouth, and Virginia Beach, Virginia.
16. The boundaries of the study include interviewing those in managerial and
subordinate nonmanagerial capacities.
Significance of the Study
Contribution to Business Practice
My intent was to produce insight on how effective communication behaviors of
managers within an organization can affect employee engagement, in addition to
positively affecting overall organizational climate and organizational productivity. The
results of the study may contribute to improved communication practices within
organizations, particularly between subordinates and the managers to whom they report.
The results of the study revealed how communication affects the manager-employee
relationship, which in turn may influence overall organizational performance. If the
participant responses demonstrate a connection between managerial communication and
employee engagement, organizations may make the decision to focus more attention and
training on the topic of managerial communication.
Business leaders may gain insight regarding the influence of communication
behaviors, both effective and ineffective, on overall employee engagement. The
application of beneficial business lessons may occur when business leaders gain an
understanding of how managerial communication affects employee engagement. This
understanding, in turn, could lead to improved employee engagement and a more
productive organization as a whole.
Implications for Social Change
The findings of the doctoral study have the potential to influence social change. A
productive organization may contribute further to society in a positive manner. If
employees engage in their work, turnover within an organization may decrease (Siddiqi,
2013). Lower turnover in organizations may lower the national unemployment rate; as
employees perform better, a reduction in turnover (voluntary or involuntary) may occur.
A lower unemployment rate may lessen the overall burden on government and society.
A Review of the Professional and Academic Literature The
research question for this study was: How do effective managerial communication
techniques contribute to employee engagement within an organization? Employee
engagement remains a critical concern for organizations, and thus organizational
leaders are under increasing pressure to ensure their workforce remains engaged
(Kapoor & Meachem, 2012). Managers face the challenge of keeping their employees
engaged using effective communication techniques.
The purpose of this literature review was to provide an overview of relevant
studies addressing (a) managerial communication, (b) communication theories, and (c)
employee engagement. I used journal articles, books, and other scholarly sources within
this study, with 85% of the 175 total sources published between 2012 and 2016. In
addition, 91% of the 175 total sources are peer-reviewed. Of the total 175 total sources, I
used 77 sources within the literature review, of which 71 (92.2%) were peer-reviewed
articles and 69 (89.6%) were published between 2012 and 2016. In addition, the
literature review included four seminal sources (5%) and two non-peer-reviewed articles
(2.5%). I accessed source information through the Walden University library (using
databases such as ProQuest and EBSCOhost), as well as from Google Scholar and other
university library sources. While conducting the search for peer-reviewed sources, I used
the terms communication, employee engagement, communication theories,
communication techniques, managerial communication, and organizational
communication.
I focused the literature review on two main themes: (a) managerial
communication, and (b) employee engagement. The first section includes an overview of
managerial communication. This section covers the (a) importance of managerial
communication within organizations, (b) various managerial communication techniques,
and (c) managerial communication with employees. A review of employee engagement
(to include factors of engagement) occurs in the second section. This section includes
studies that delve into (a) employee engagement within organizations, (b) what causes
employees to disengage, and (c) how communication plays a role in overall engagement.
Theories
The two theories that I used as a foundation for this study relating to managerial
communication were systems theory and communications theory. von Bertalanffy (1950)
was the creator of systems theory and stressed that real systems work in conjunction with
their surroundings. In addition, von Bertalanffy noted systems could attain qualitatively
original properties through materialization, resulting in continual evolution. Rather than
reducing an entity to the properties of its parts or essentials, systems theory focuses on the
collection of and relations between the parts that attach them into a whole (Kast &
Rosenzweig, 1972). Mulej et al. (2004) suggested that there are seven principles of
systems theory thinking relevant to organizations. The seven principles include (a)
interdependence; (b) relations; (c) openness; (d) interconnectedness; (e) complexity; (f)
attractors; and (g) synergy, system, and synthesis.
Buble (2012) noted that interdependence related to the various systems within an
organization that can work autonomously to complete a task. Buble stated that the ability
for departments to work together toward a common goal was the foremost aspect of the
principle of relations. When an organization allows employees to express suggestions
and viewpoints, openness and interconnectedness occur (Mulej et al., 2004). Mulej et al.
mentioned that the complicated decisions organizations make at times referred to the
complexity of the organization. Attractors are any influential force within the
organization (Mulej et al., 2004). When relations between groups within an organization
lead to new ideas and momentum, there is evidence of synergy, systems, and synthesis
(Mulej et al., 2004). Mulej et al. explained that the seven principles allows for a holistic
view of systems thinking, which previous authors had not noted.
Duncan (1973) asserted that communications theory embraces the notion that the
environmental context within which a message is delivered and received can have
significant influences on the fidelity of communication. Ludwig et al. (2014) furthered
research on communication theory with the discussion of communication
accommodation. Ludwig et al. explained that that during communication, individuals
will try to accommodate or change their style of speaking to others. Change of
communication style is accomplished in two ways: divergence and convergence. Groups
who identify strongly with their race or ethnicity frequently use divergence to highlight
group identity. Convergence occurs when there is a strong need for social acceptance,
frequently from powerless individuals. Within organizations, individuals will often
practice convergence rather than divergence (Ludwig et al., 2014).
In contrast to the concepts of divergence or convergence with regard to
communication, Ng and Feldman (2013) discussed symbolic interaction in regards to
communication theory. Ng and Feldman suggested that individuals are motivated to act
based on the meanings they assign to (a) others, (b) things, and (c) occurrences. Further,
meaning includes the language that people use both with (a) friends and family, (b)
colleagues, and (c) in private thought (Ng & Feldman, 2013). Ng and Feldman
concluded that language and communication allow people to develop a sense of self and
to interact with others in the community.
Managerial Communication
Communication is woven into the fabric of most organizational structures.
Within an organization, communication is a primary component of organizational success
(Emanoil, Ramona, & Lucia, 2013). Members of an organization spend the bulk of their
time communicating with one another; this is particularly true of manager and
subordinate communication (Emanoil et al., 2013). Further, communication within an
organization is a network activity. Hossain, Murshed, and Uddin (2013) contended that
an organizational communication system is a professional set of relationships between
individuals within an organization. The flow of organizational information creates
various types of communicative relationships among the participating entities (Hossain et
al., 2013). The communication relationships eventually create an overall pattern within
the organization (Hossain et al., 2013).
Understanding the effect that managerial communication has on employee
engagement is paramount to organizational success, as a breakdown in communication
can lead to reduced productivity throughout the organization (Bisel et al., 2012).
However, Emanoil et al. (2013) indicated that not all companies have fully understood the
role of communication, being that managers tend to focus on obtaining immediate profit
rather than on other aspects of a successful organization, such as the influence of
communication on employee performance and engagement.
Voinea, Busu, Opran, and Vladutescu (2015) stated that managerial
communication is not only the art of conveying and understanding information but also
the art of allowing employees to understand management decisions that propel employees
to meet organizational objectives. Mahajan, Bishop, and Scott (2012) agreed with Voinea
et al. (2015), and defined top management communication as the extent of lucidity and
wholeness in the messages sent by organizational leadership to employees. Employee
involvement is the level to which employees supply significant inputs into company
choices (Mahajan et al., 2012). Mahajan et al. theorized that organizational leadership
communication and employee contribution are useful in synchronizing employee efforts
and in encouraging employees to achieve organizational objectives.
Whereas Mahajan et al. (2012) viewed communication as a managerial
responsibility, Uusi-Rauva and Nurkka (2010) discussed communication with employees
as a corporate responsibility. Uusi-Rauva and Nurkka outlined the types of internal
messages pertaining to a company’s environment-related corporate social responsibility
(CSR) that would be most effectual in engaging employees. Uusi-Rauva and Nurkka
studied how environmentally active employees are internal communicators, used to
spread environmental activity within the organization. Uusi-Rauva and Nurkka noted the
importance of assisting managers with understanding how they can communicate
effectively to encourage all employees to consider the environment in their jobs.
Adleman (2012) completed a study pertaining to communication in an attempt to
understand specific chief executive officer (CEO) communication behaviors and actions
in relation to promoting upward employee communication. Although CEOs differ from
frontline managers, they often set the tone for managerial communication within an
organization (Adleman, 2012). Adleman described the act of encouraging
communication within the work environment as beneficial to organizational culture.
Business leaders identified improving employee engagement within organizations
as a central priority in leadership (Christian et al., 2011). Well-organized
communications systems contribute to employee satisfaction and engagement within
organizations (Aburge, 2011). Managers should communicate effectively with their
subordinates; however, many workers do not believe their direct supervisors are effective
communicators (Neves & Eisenberger, 2012). A lack of productive communication in the
manager-employee relationship can lead to low employee engagement and thus affect
organizational success and sustainability (Neves & Eisenberger, 2012). The ability to
lead and inspire employees to accomplish organizational objectives is a facet of
managerial communication (Neves & Eisenberger, 2012). For this reason, organizational
leaders should pay close attention to managerial communication behaviors, styles, and
delivery and their effects on worker engagement.
Problem Statement
The inability among managerial staff to establish a connection with their
workforce through effective communication can lead to organizational chaos, low
productivity, and decreased profitability (Bisel, Messersmith, & Kelley, 2012).
Organizational leaders who focus on soft skills, including communication, enjoy 85%
higher profits compared with those in firms who are least effective at communicating
with their employees (Robles, 2012). The general business problem was that a lack of
effective managerial communication deterred organizational profit and created an
environment of mistrust between the workforce and management (Timmins, 2011). The
specific business problem was that managers often lack skills or strategies for effective
communication behaviors with employees, which may ultimately improve employee
engagement and organizational productivity.
Purpose Statement
The purpose of this qualitative descriptive study was to explore the effective
communication behaviors that managers use to improve employee engagement and
organizational productivity. Data collection included 23 semistructured interviews with
open-ended questions among 11 managers and 12 nonmanagerial employees from local
government public entities in the Tidewater, Virginia, area. The 11 managerial interviews
consisted of those in a midlevel managerial capacity; entry level managers and senior
management personnel were not included. This population was appropriate for research
pertaining to managerial communication and employee engagement due to their
experience with managerial communication and their ability to discuss their experiences
surrounding the effect of communication on their organizations.
The results from this study may influence social change by giving business leaders
insight into how effective communication practices between managers and their
subordinates may improve overall employee engagement and thus increase organizational
productivity. The findings from this study may also provide business leaders with
examples of strategies that may prevent an adverse shift in organizational climate due to
poor communication behaviors.
Nature of the Study
I used a qualitative, descriptive approach when conducting this study. The
descriptive ideal involved detailing the human experience pertaining to a phenomenon
from the view of the participant (Bickman & Rog, 1998). In quantitative methodology,
measurements of variables occur so that the quantitative data can be analyzed using
statistical procedures and means (Yin, 2014). Quantitative methodology was not
appropriate for this study because I did not test an experimental hypothesis.
Mixedmethods research methodology was not appropriate for this study because it
combined both qualitative and quantitative forms (Golicic & Davis, 2012). I was seeking
to understand the phenomenon of employee engagement and leadership communication.
Because I did not use the quantitative method in any form in this research, a mixed
methods was not the appropriate method for my research question.
As indicated by Bickman and Rog (1998), the central benefit of the descriptive
research design is that it allows researchers to interview a subject about experiences in
their natural environment. A descriptive research design was appropriate because the
focus of this study was on the experiences and perceptions of participants regarding
communications occurring in an organizational setting. I considered using a
phenomenological design for this study because phenomenology allows researchers to
explore how individuals construct meaning concerning events, in a time-bound manner in
a particular social context (Yin, 2014). I chose not to use a phenomenological design
because the focus of the study was not on a particular phenomenon but rather on the
ongoing phenomenon of communication behavior. I considered a case study design for
this study but opted not to use this design. A case is an object studied for a specific
reason that is peculiar or particular (Hyett, Kenny, & Dickson-Swift, 2014). Although a
case study design could have worked for this study, I chose not to use a case study design
due to documented concerns regarding credibility within qualitative research (Hyett et al.,
2014). Grounded theory design is among the most frequently used designs within
qualitative research (Timmermans & Tavory, 2012). My decision not to use grounded
theory design in the study centered on the fact that generating a theory was not the
principal aim of my research. Narrative design focuses on studying an individual and
collecting data through stories, which creates a story about the individual’s experience
and the meaning he or she attributes to them (Timmermans & Tavory, 2012). I did not
use narrative design in the study because I did not want to focus on a sole individual’s
experience.
Research Question
Alvesson and Sandberg (2011) stated that the point of the central research
question is to narrow the purpose to a number of questions within the study. The goal of
this research was to determine how the use of effective communication behaviors by
organizational leadership affects employee engagement. Hence, the central research
question for this study was: What communication behaviors do managers use with their
employees to improve employee engagement and productivity?
Interview Questions
The data collection technique for the study was an interview. I used the interview
questions to collect the data needed to answer the research question. I used two sets of
questions: one for employees and one for managers. The interview questions are below,
as well as in Appendix A:
Employee Questions
41. Based on your personal experiences, how do you think employees within
your organization communicate effectively?
42. Based on your personal experiences, how would you describe effective
communication between an employee and their immediate supervisor
within your organization?
43. How has positive communication between you and your immediate
supervisor affected your engagement at work? Please provide an example.
44. Does increased communication and/or interaction with your immediate
supervisor influence your engagement at work? How?
45. What other ways has communication with your supervisor affected your
engagement at work?
Manager Questions
41. Based on your personal experiences, how do you think employees within
your organization communicate effectively?
42. Based on your personal experiences, how would you describe effective
communication between a manager and their employee(s) within your
organization?
43. How has positive communication between you and your employee(s)
affected your engagement at work? Please provide an example.
44. Does increased communication and/or interaction with your employee(s)
influence your engagement at work? How?
45. What other ways has communication with your employee(s) affected your
engagement at work?
Conceptual Framework
The theories relevant to this study were systems theory and communications
theory. Systems theory is an alternative approach to (a) understanding, (b) planning, and
(c) managing organizations (Ingram, 2013). Systems theory can provide a new
perspective for approaching employee engagement through effective communication,
offering managers the opportunity to understand the significance of communication on
overall employee engagement. Communications theory follows the idea that human
behavior connects to heredity and the environment, which includes (a) past experiences,
(b) present circumstances, and (c) future expectations of all the parties involved in
information transfer (Duncan, 1973).
von Bertalanffy created general systems theory in 1936, and it was originally
intended for the science field; since then, the theory evolved and became relevant to other
disciplines (Kast & Rosenzweig, 1972). von Bertalanffy was both reacting against
reductionism and trying to breathe life into the unity of science (Kast & Rosenzweig,
1972). He emphasized that real systems are open to, and network with, their
environments and that real systems can attain qualitatively novel properties through
materialization, resulting in continual evolution (von Bertalanffy, 1950).
Systems theory was applicable to this study of managerial communication
techniques and employee engagement because organizational success depends on (a)
synergy, (b) interrelations, and (c) codependence between different subsystems (von
Bertalanffy, 1950). One of the most important elements of an organization, employees
compose a vital subsystem that drives organizational success (Ingram, 2013). In this
study, the two relevant subsystems were managers and the workforce. The ideas of
systems theory that were relevant to the study were (a) leadership communication is
integral to employee engagement and (b) employee/manager relations are a vital
component of an organizational entity (Ingram, 2013).
Communications theory embraces the thought that the environmental context
within which a message is sent and received can significantly influence the fidelity of
communication (Duncan, 1973). In any human communication system, forces emerge
that inhibit effective meaning transfer (Duncan, 1973). Within a communication system,
mutual understanding is key (Duncan, 1973). Duncan carefully observed that mutual
understanding means that an individual responds to communication in a manner relative
to his ends. Therefore, when employees and managers understand each other they
respond to one another in a more productive, collaborative manner (Duncan, 1973).
Operational Definitions
The definitions provided below ensure the reader has a precise understanding of
the context of the terms within the study, avoiding any confusion with any term
definitions in other scholarly works.
Communication. Garcia (2012) defined communication as an act of will directed
toward an existing entity that reacts. Effective communication is intended, goal-oriented,
and coherent (Garcia, 2012).
Communication competence. Keyton et al. (2013) defined communication
competence as communication effectiveness within an organizational setting.
Engagement. Mone, Eisinger, Guggenheim, Price, and Stine (2011) defined
engagement as an employee’s sense of reason and focused energy which is evident to
others through the efforts of personal initiative, flexibility, and diligence directed toward
the organization’s goals.
Employee. Rodell et al. (2016) defined employee based on the Internal Revenue
Service’s terms and definitions. Rodell et al. classified employees in two ways;
commonlaw and statutory employee. A common-law employee is any individual who
performs services for an employer and controls the completion date of the activity
(Rodell et al., 2016). A statutory employee is any officer of an organization or any person
who, under the usual common law rules used to determine the employer-employee
relationship, has the status of an employee (Rodell et al., 2016). For the purposes of this
study, the statutory employee definition was appropriate.
Manager. Boykins, Campbell, Moore, and Nayyar (2013) defined manager as an
individual who implements the management process. Boykins et al. (2013) noted that a
manager is one who builds a rapport with employees, promotes teamwork, and has the
desire to further organizational goals.
Assumptions, Limitations, and Delimitations
Assumptions
An assumption is a fact considered true but not verified (Martin & Parmar, 2012).
There were three assumptions with this study:
25. All interview participants will be open and honest in their responses to the
questions asked (Anyan, 2013).
26. The interview questions are relevant for this study and participant responses
should provide the necessary information needed to answer the research
question posed.
27. The sample population selected for this study will provide information via the
interview relevant to the study topic and contribute to the overall business
knowledge of this topic.
Limitations
Potential weaknesses in the study are limitations (Yeatman, Trinitapoli, &
Hayford, 2013). There were two limitations in this study:
17. The sample population interviewed will be limited to those who respond to the
interview request.
18. The validity of the findings relies upon the responses received during the
interview process.
Delimitations
Delimitations are the bounds or scope of the study (Thomas, Silverman, &
Nelson, 2015). There were two delimitations within this study.
17. The scope of the study is limited to the Tidewater, Virginia, area. Tidewater
includes the cities of Chesapeake, Hampton, Newport News, Norfolk, Suffolk,
Portsmouth, and Virginia Beach, Virginia.
18. The boundaries of the study include interviewing those in managerial and
subordinate nonmanagerial capacities.
Significance of the Study
Contribution to Business Practice
My intent was to produce insight on how effective communication behaviors of
managers within an organization can affect employee engagement, in addition to
positively affecting overall organizational climate and organizational productivity. The
results of the study may contribute to improved communication practices within
organizations, particularly between subordinates and the managers to whom they report.
The results of the study revealed how communication affects the manager-employee
relationship, which in turn may influence overall organizational performance. If the
participant responses demonstrate a connection between managerial communication and
employee engagement, organizations may make the decision to focus more attention and
training on the topic of managerial communication.
Business leaders may gain insight regarding the influence of communication
behaviors, both effective and ineffective, on overall employee engagement. The
application of beneficial business lessons may occur when business leaders gain an
understanding of how managerial communication affects employee engagement. This
understanding, in turn, could lead to improved employee engagement and a more
productive organization as a whole.
Implications for Social Change
The findings of the doctoral study have the potential to influence social change. A
productive organization may contribute further to society in a positive manner. If
employees engage in their work, turnover within an organization may decrease (Siddiqi,
2013). Lower turnover in organizations may lower the national unemployment rate; as
employees perform better, a reduction in turnover (voluntary or involuntary) may occur.
A lower unemployment rate may lessen the overall burden on government and society.
A Review of the Professional and Academic Literature The
research question for this study was: How do effective managerial communication
techniques contribute to employee engagement within an organization? Employee
engagement remains a critical concern for organizations, and thus organizational
leaders are under increasing pressure to ensure their workforce remains engaged
(Kapoor & Meachem, 2012). Managers face the challenge of keeping their employees
engaged using effective communication techniques.
The purpose of this literature review was to provide an overview of relevant
studies addressing (a) managerial communication, (b) communication theories, and (c)
employee engagement. I used journal articles, books, and other scholarly sources within
this study, with 85% of the 175 total sources published between 2012 and 2016. In
addition, 91% of the 175 total sources are peer-reviewed. Of the total 175 total sources, I
used 77 sources within the literature review, of which 71 (92.2%) were peer-reviewed
articles and 69 (89.6%) were published between 2012 and 2016. In addition, the
literature review included four seminal sources (5%) and two non-peer-reviewed articles
(2.5%). I accessed source information through the Walden University library (using
databases such as ProQuest and EBSCOhost), as well as from Google Scholar and other
university library sources. While conducting the search for peer-reviewed sources, I used
the terms communication, employee engagement, communication theories,
communication techniques, managerial communication, and organizational
communication.
I focused the literature review on two main themes: (a) managerial
communication, and (b) employee engagement. The first section includes an overview of
managerial communication. This section covers the (a) importance of managerial
communication within organizations, (b) various managerial communication techniques,
and (c) managerial communication with employees. A review of employee engagement
(to include factors of engagement) occurs in the second section. This section includes
studies that delve into (a) employee engagement within organizations, (b) what causes
employees to disengage, and (c) how communication plays a role in overall engagement.
Theories
The two theories that I used as a foundation for this study relating to managerial
communication were systems theory and communications theory. von Bertalanffy (1950)
was the creator of systems theory and stressed that real systems work in conjunction with
their surroundings. In addition, von Bertalanffy noted systems could attain qualitatively
original properties through materialization, resulting in continual evolution. Rather than
reducing an entity to the properties of its parts or essentials, systems theory focuses on the
collection of and relations between the parts that attach them into a whole (Kast &
Rosenzweig, 1972). Mulej et al. (2004) suggested that there are seven principles of
systems theory thinking relevant to organizations. The seven principles include (a)
interdependence; (b) relations; (c) openness; (d) interconnectedness; (e) complexity; (f)
attractors; and (g) synergy, system, and synthesis.
Buble (2012) noted that interdependence related to the various systems within an
organization that can work autonomously to complete a task. Buble stated that the ability
for departments to work together toward a common goal was the foremost aspect of the
principle of relations. When an organization allows employees to express suggestions
and viewpoints, openness and interconnectedness occur (Mulej et al., 2004). Mulej et al.
mentioned that the complicated decisions organizations make at times referred to the
complexity of the organization. Attractors are any influential force within the
organization (Mulej et al., 2004). When relations between groups within an organization
lead to new ideas and momentum, there is evidence of synergy, systems, and synthesis
(Mulej et al., 2004). Mulej et al. explained that the seven principles allows for a holistic
view of systems thinking, which previous authors had not noted.
Duncan (1973) asserted that communications theory embraces the notion that the
environmental context within which a message is delivered and received can have
significant influences on the fidelity of communication. Ludwig et al. (2014) furthered
research on communication theory with the discussion of communication
accommodation. Ludwig et al. explained that that during communication, individuals
will try to accommodate or change their style of speaking to others. Change of
communication style is accomplished in two ways: divergence and convergence. Groups
who identify strongly with their race or ethnicity frequently use divergence to highlight
group identity. Convergence occurs when there is a strong need for social acceptance,
frequently from powerless individuals. Within organizations, individuals will often
practice convergence rather than divergence (Ludwig et al., 2014).
In contrast to the concepts of divergence or convergence with regard to
communication, Ng and Feldman (2013) discussed symbolic interaction in regards to
communication theory. Ng and Feldman suggested that individuals are motivated to act
based on the meanings they assign to (a) others, (b) things, and (c) occurrences. Further,
meaning includes the language that people use both with (a) friends and family, (b)
colleagues, and (c) in private thought (Ng & Feldman, 2013). Ng and Feldman
concluded that language and communication allow people to develop a sense of self and
to interact with others in the community.
Managerial Communication
Communication is woven into the fabric of most organizational structures.
Within an organization, communication is a primary component of organizational success
(Emanoil, Ramona, & Lucia, 2013). Members of an organization spend the bulk of their
time communicating with one another; this is particularly true of manager and
subordinate communication (Emanoil et al., 2013). Further, communication within an
organization is a network activity. Hossain, Murshed, and Uddin (2013) contended that
an organizational communication system is a professional set of relationships between
individuals within an organization. The flow of organizational information creates
various types of communicative relationships among the participating entities (Hossain et
al., 2013). The communication relationships eventually create an overall pattern within
the organization (Hossain et al., 2013).
Understanding the effect that managerial communication has on employee
engagement is paramount to organizational success, as a breakdown in communication
can lead to reduced productivity throughout the organization (Bisel et al., 2012).
However, Emanoil et al. (2013) indicated that not all companies have fully understood the
role of communication, being that managers tend to focus on obtaining immediate profit
rather than on other aspects of a successful organization, such as the influence of
communication on employee performance and engagement.
Voinea, Busu, Opran, and Vladutescu (2015) stated that managerial
communication is not only the art of conveying and understanding information but also
the art of allowing employees to understand management decisions that propel employees
to meet organizational objectives. Mahajan, Bishop, and Scott (2012) agreed with Voinea
et al. (2015), and defined top management communication as the extent of lucidity and
wholeness in the messages sent by organizational leadership to employees. Employee
involvement is the level to which employees supply significant inputs into company
choices (Mahajan et al., 2012). Mahajan et al. theorized that organizational leadership
communication and employee contribution are useful in synchronizing employee efforts
and in encouraging employees to achieve organizational objectives.
Whereas Mahajan et al. (2012) viewed communication as a managerial
responsibility, Uusi-Rauva and Nurkka (2010) discussed communication with employees
as a corporate responsibility. Uusi-Rauva and Nurkka outlined the types of internal
messages pertaining to a company’s environment-related corporate social responsibility
(CSR) that would be most effectual in engaging employees. Uusi-Rauva and Nurkka
studied how environmentally active employees are internal communicators, used to
spread environmental activity within the organization. Uusi-Rauva and Nurkka noted the
importance of assisting managers with understanding how they can communicate
effectively to encourage all employees to consider the environment in their jobs.
Adleman (2012) completed a study pertaining to communication in an attempt to
understand specific chief executive officer (CEO) communication behaviors and actions
in relation to promoting upward employee communication. Although CEOs differ from
frontline managers, they often set the tone for managerial communication within an
organization (Adleman, 2012). Adleman described the act of encouraging
communication within the work environment as beneficial to organizational culture.
Business leaders identified improving employee engagement within organizations
as a central priority in leadership (Christian et al., 2011). Well-organized
communications systems contribute to employee satisfaction and engagement within
organizations (Aburge, 2011). Managers should communicate effectively with their
subordinates; however, many workers do not believe their direct supervisors are effective
communicators (Neves & Eisenberger, 2012). A lack of productive communication in the
manager-employee relationship can lead to low employee engagement and thus affect
organizational success and sustainability (Neves & Eisenberger, 2012). The ability to
lead and inspire employees to accomplish organizational objectives is a facet of
managerial communication (Neves & Eisenberger, 2012). For this reason, organizational
leaders should pay close attention to managerial communication behaviors, styles, and
delivery and their effects on worker engagement.
Problem Statement
The inability among managerial staff to establish a connection with their
workforce through effective communication can lead to organizational chaos, low
productivity, and decreased profitability (Bisel, Messersmith, & Kelley, 2012).
Organizational leaders who focus on soft skills, including communication, enjoy 85%
higher profits compared with those in firms who are least effective at communicating
with their employees (Robles, 2012). The general business problem was that a lack of
effective managerial communication deterred organizational profit and created an
environment of mistrust between the workforce and management (Timmins, 2011). The
specific business problem was that managers often lack skills or strategies for effective
communication behaviors with employees, which may ultimately improve employee
engagement and organizational productivity.
Purpose Statement
The purpose of this qualitative descriptive study was to explore the effective
communication behaviors that managers use to improve employee engagement and
organizational productivity. Data collection included 23 semistructured interviews with
open-ended questions among 11 managers and 12 nonmanagerial employees from local
government public entities in the Tidewater, Virginia, area. The 11 managerial interviews
consisted of those in a midlevel managerial capacity; entry level managers and senior
management personnel were not included. This population was appropriate for research
pertaining to managerial communication and employee engagement due to their
experience with managerial communication and their ability to discuss their experiences
surrounding the effect of communication on their organizations.
The results from this study may influence social change by giving business leaders
insight into how effective communication practices between managers and their
subordinates may improve overall employee engagement and thus increase organizational
productivity. The findings from this study may also provide business leaders with
examples of strategies that may prevent an adverse shift in organizational climate due to
poor communication behaviors.
Nature of the Study
I used a qualitative, descriptive approach when conducting this study. The
descriptive ideal involved detailing the human experience pertaining to a phenomenon
from the view of the participant (Bickman & Rog, 1998). In quantitative methodology,
measurements of variables occur so that the quantitative data can be analyzed using
statistical procedures and means (Yin, 2014). Quantitative methodology was not
appropriate for this study because I did not test an experimental hypothesis.
Mixedmethods research methodology was not appropriate for this study because it
combined both qualitative and quantitative forms (Golicic & Davis, 2012). I was seeking
to understand the phenomenon of employee engagement and leadership communication.
Because I did not use the quantitative method in any form in this research, a mixed
methods was not the appropriate method for my research question.
As indicated by Bickman and Rog (1998), the central benefit of the descriptive
research design is that it allows researchers to interview a subject about experiences in
their natural environment. A descriptive research design was appropriate because the
focus of this study was on the experiences and perceptions of participants regarding
communications occurring in an organizational setting. I considered using a
phenomenological design for this study because phenomenology allows researchers to
explore how individuals construct meaning concerning events, in a time-bound manner in
a particular social context (Yin, 2014). I chose not to use a phenomenological design
because the focus of the study was not on a particular phenomenon but rather on the
ongoing phenomenon of communication behavior. I considered a case study design for
this study but opted not to use this design. A case is an object studied for a specific
reason that is peculiar or particular (Hyett, Kenny, & Dickson-Swift, 2014). Although a
case study design could have worked for this study, I chose not to use a case study design
due to documented concerns regarding credibility within qualitative research (Hyett et al.,
2014). Grounded theory design is among the most frequently used designs within
qualitative research (Timmermans & Tavory, 2012). My decision not to use grounded
theory design in the study centered on the fact that generating a theory was not the
principal aim of my research. Narrative design focuses on studying an individual and
collecting data through stories, which creates a story about the individual’s experience
and the meaning he or she attributes to them (Timmermans & Tavory, 2012). I did not
use narrative design in the study because I did not want to focus on a sole individual’s
experience.
Research Question
Alvesson and Sandberg (2011) stated that the point of the central research
question is to narrow the purpose to a number of questions within the study. The goal of
this research was to determine how the use of effective communication behaviors by
organizational leadership affects employee engagement. Hence, the central research
question for this study was: What communication behaviors do managers use with their
employees to improve employee engagement and productivity?
Interview Questions
The data collection technique for the study was an interview. I used the interview
questions to collect the data needed to answer the research question. I used two sets of
questions: one for employees and one for managers. The interview questions are below,
as well as in Appendix A:
Employee Questions
46. Based on your personal experiences, how do you think employees within
your organization communicate effectively?
47. Based on your personal experiences, how would you describe effective
communication between an employee and their immediate supervisor
within your organization?
48. How has positive communication between you and your immediate
supervisor affected your engagement at work? Please provide an example.
49. Does increased communication and/or interaction with your immediate
supervisor influence your engagement at work? How?
50. What other ways has communication with your supervisor affected your
engagement at work?
Manager Questions
46. Based on your personal experiences, how do you think employees within
your organization communicate effectively?
47. Based on your personal experiences, how would you describe effective
communication between a manager and their employee(s) within your
organization?
48. How has positive communication between you and your employee(s)
affected your engagement at work? Please provide an example.
49. Does increased communication and/or interaction with your employee(s)
influence your engagement at work? How?
50. What other ways has communication with your employee(s) affected your
engagement at work?
Conceptual Framework
The theories relevant to this study were systems theory and communications
theory. Systems theory is an alternative approach to (a) understanding, (b) planning, and
(c) managing organizations (Ingram, 2013). Systems theory can provide a new
perspective for approaching employee engagement through effective communication,
offering managers the opportunity to understand the significance of communication on
overall employee engagement. Communications theory follows the idea that human
behavior connects to heredity and the environment, which includes (a) past experiences,
(b) present circumstances, and (c) future expectations of all the parties involved in
information transfer (Duncan, 1973).
von Bertalanffy created general systems theory in 1936, and it was originally
intended for the science field; since then, the theory evolved and became relevant to other
disciplines (Kast & Rosenzweig, 1972). von Bertalanffy was both reacting against
reductionism and trying to breathe life into the unity of science (Kast & Rosenzweig,
1972). He emphasized that real systems are open to, and network with, their
environments and that real systems can attain qualitatively novel properties through
materialization, resulting in continual evolution (von Bertalanffy, 1950).
Systems theory was applicable to this study of managerial communication
techniques and employee engagement because organizational success depends on (a)
synergy, (b) interrelations, and (c) codependence between different subsystems (von
Bertalanffy, 1950). One of the most important elements of an organization, employees
compose a vital subsystem that drives organizational success (Ingram, 2013). In this
study, the two relevant subsystems were managers and the workforce. The ideas of
systems theory that were relevant to the study were (a) leadership communication is
integral to employee engagement and (b) employee/manager relations are a vital
component of an organizational entity (Ingram, 2013).
Communications theory embraces the thought that the environmental context
within which a message is sent and received can significantly influence the fidelity of
communication (Duncan, 1973). In any human communication system, forces emerge
that inhibit effective meaning transfer (Duncan, 1973). Within a communication system,
mutual understanding is key (Duncan, 1973). Duncan carefully observed that mutual
understanding means that an individual responds to communication in a manner relative
to his ends. Therefore, when employees and managers understand each other they
respond to one another in a more productive, collaborative manner (Duncan, 1973).
Operational Definitions
The definitions provided below ensure the reader has a precise understanding of
the context of the terms within the study, avoiding any confusion with any term
definitions in other scholarly works.
Communication. Garcia (2012) defined communication as an act of will directed
toward an existing entity that reacts. Effective communication is intended, goal-oriented,
and coherent (Garcia, 2012).
Communication competence. Keyton et al. (2013) defined communication
competence as communication effectiveness within an organizational setting.
Engagement. Mone, Eisinger, Guggenheim, Price, and Stine (2011) defined
engagement as an employee’s sense of reason and focused energy which is evident to
others through the efforts of personal initiative, flexibility, and diligence directed toward
the organization’s goals.
Employee. Rodell et al. (2016) defined employee based on the Internal Revenue
Service’s terms and definitions. Rodell et al. classified employees in two ways;
commonlaw and statutory employee. A common-law employee is any individual who
performs services for an employer and controls the completion date of the activity
(Rodell et al., 2016). A statutory employee is any officer of an organization or any person
who, under the usual common law rules used to determine the employer-employee
relationship, has the status of an employee (Rodell et al., 2016). For the purposes of this
study, the statutory employee definition was appropriate.
Manager. Boykins, Campbell, Moore, and Nayyar (2013) defined manager as an
individual who implements the management process. Boykins et al. (2013) noted that a
manager is one who builds a rapport with employees, promotes teamwork, and has the
desire to further organizational goals.
Assumptions, Limitations, and Delimitations
Assumptions
An assumption is a fact considered true but not verified (Martin & Parmar, 2012).
There were three assumptions with this study:
28. All interview participants will be open and honest in their responses to the
questions asked (Anyan, 2013).
29. The interview questions are relevant for this study and participant responses
should provide the necessary information needed to answer the research
question posed.
30. The sample population selected for this study will provide information via the
interview relevant to the study topic and contribute to the overall business
knowledge of this topic.
Limitations
Potential weaknesses in the study are limitations (Yeatman, Trinitapoli, &
Hayford, 2013). There were two limitations in this study:
19. The sample population interviewed will be limited to those who respond to the
interview request.
20. The validity of the findings relies upon the responses received during the
interview process.
Delimitations
Delimitations are the bounds or scope of the study (Thomas, Silverman, &
Nelson, 2015). There were two delimitations within this study.
19. The scope of the study is limited to the Tidewater, Virginia, area. Tidewater
includes the cities of Chesapeake, Hampton, Newport News, Norfolk, Suffolk,
Portsmouth, and Virginia Beach, Virginia.
20. The boundaries of the study include interviewing those in managerial and
subordinate nonmanagerial capacities.
Significance of the Study
Contribution to Business Practice
My intent was to produce insight on how effective communication behaviors of
managers within an organization can affect employee engagement, in addition to
positively affecting overall organizational climate and organizational productivity. The
results of the study may contribute to improved communication practices within
organizations, particularly between subordinates and the managers to whom they report.
The results of the study revealed how communication affects the manager-employee
relationship, which in turn may influence overall organizational performance. If the
participant responses demonstrate a connection between managerial communication and
employee engagement, organizations may make the decision to focus more attention and
training on the topic of managerial communication.
Business leaders may gain insight regarding the influence of communication
behaviors, both effective and ineffective, on overall employee engagement. The
application of beneficial business lessons may occur when business leaders gain an
understanding of how managerial communication affects employee engagement. This
understanding, in turn, could lead to improved employee engagement and a more
productive organization as a whole.
Implications for Social Change
The findings of the doctoral study have the potential to influence social change. A
productive organization may contribute further to society in a positive manner. If
employees engage in their work, turnover within an organization may decrease (Siddiqi,
2013). Lower turnover in organizations may lower the national unemployment rate; as
employees perform better, a reduction in turnover (voluntary or involuntary) may occur.
A lower unemployment rate may lessen the overall burden on government and society.
A Review of the Professional and Academic Literature The
research question for this study was: How do effective managerial communication
techniques contribute to employee engagement within an organization? Employee
engagement remains a critical concern for organizations, and thus organizational
leaders are under increasing pressure to ensure their workforce remains engaged
(Kapoor & Meachem, 2012). Managers face the challenge of keeping their employees
engaged using effective communication techniques.
The purpose of this literature review was to provide an overview of relevant
studies addressing (a) managerial communication, (b) communication theories, and (c)
employee engagement. I used journal articles, books, and other scholarly sources within
this study, with 85% of the 175 total sources published between 2012 and 2016. In
addition, 91% of the 175 total sources are peer-reviewed. Of the total 175 total sources, I
used 77 sources within the literature review, of which 71 (92.2%) were peer-reviewed
articles and 69 (89.6%) were published between 2012 and 2016. In addition, the
literature review included four seminal sources (5%) and two non-peer-reviewed articles
(2.5%). I accessed source information through the Walden University library (using
databases such as ProQuest and EBSCOhost), as well as from Google Scholar and other
university library sources. While conducting the search for peer-reviewed sources, I used
the terms communication, employee engagement, communication theories,
communication techniques, managerial communication, and organizational
communication.
I focused the literature review on two main themes: (a) managerial
communication, and (b) employee engagement. The first section includes an overview of
managerial communication. This section covers the (a) importance of managerial
communication within organizations, (b) various managerial communication techniques,
and (c) managerial communication with employees. A review of employee engagement
(to include factors of engagement) occurs in the second section. This section includes
studies that delve into (a) employee engagement within organizations, (b) what causes
employees to disengage, and (c) how communication plays a role in overall engagement.
Theories
The two theories that I used as a foundation for this study relating to managerial
communication were systems theory and communications theory. von Bertalanffy (1950)
was the creator of systems theory and stressed that real systems work in conjunction with
their surroundings. In addition, von Bertalanffy noted systems could attain qualitatively
original properties through materialization, resulting in continual evolution. Rather than
reducing an entity to the properties of its parts or essentials, systems theory focuses on the
collection of and relations between the parts that attach them into a whole (Kast &
Rosenzweig, 1972). Mulej et al. (2004) suggested that there are seven principles of
systems theory thinking relevant to organizations. The seven principles include (a)
interdependence; (b) relations; (c) openness; (d) interconnectedness; (e) complexity; (f)
attractors; and (g) synergy, system, and synthesis.
Buble (2012) noted that interdependence related to the various systems within an
organization that can work autonomously to complete a task. Buble stated that the ability
for departments to work together toward a common goal was the foremost aspect of the
principle of relations. When an organization allows employees to express suggestions
and viewpoints, openness and interconnectedness occur (Mulej et al., 2004). Mulej et al.
mentioned that the complicated decisions organizations make at times referred to the
complexity of the organization. Attractors are any influential force within the
organization (Mulej et al., 2004). When relations between groups within an organization
lead to new ideas and momentum, there is evidence of synergy, systems, and synthesis
(Mulej et al., 2004). Mulej et al. explained that the seven principles allows for a holistic
view of systems thinking, which previous authors had not noted.
Duncan (1973) asserted that communications theory embraces the notion that the
environmental context within which a message is delivered and received can have
significant influences on the fidelity of communication. Ludwig et al. (2014) furthered
research on communication theory with the discussion of communication
accommodation. Ludwig et al. explained that that during communication, individuals
will try to accommodate or change their style of speaking to others. Change of
communication style is accomplished in two ways: divergence and convergence. Groups
who identify strongly with their race or ethnicity frequently use divergence to highlight
group identity. Convergence occurs when there is a strong need for social acceptance,
frequently from powerless individuals. Within organizations, individuals will often
practice convergence rather than divergence (Ludwig et al., 2014).
In contrast to the concepts of divergence or convergence with regard to
communication, Ng and Feldman (2013) discussed symbolic interaction in regards to
communication theory. Ng and Feldman suggested that individuals are motivated to act
based on the meanings they assign to (a) others, (b) things, and (c) occurrences. Further,
meaning includes the language that people use both with (a) friends and family, (b)
colleagues, and (c) in private thought (Ng & Feldman, 2013). Ng and Feldman
concluded that language and communication allow people to develop a sense of self and
to interact with others in the community.
Managerial Communication
Communication is woven into the fabric of most organizational structures.
Within an organization, communication is a primary component of organizational success
(Emanoil, Ramona, & Lucia, 2013). Members of an organization spend the bulk of their
time communicating with one another; this is particularly true of manager and
subordinate communication (Emanoil et al., 2013). Further, communication within an
organization is a network activity. Hossain, Murshed, and Uddin (2013) contended that
an organizational communication system is a professional set of relationships between
individuals within an organization. The flow of organizational information creates
various types of communicative relationships among the participating entities (Hossain et
al., 2013). The communication relationships eventually create an overall pattern within
the organization (Hossain et al., 2013).
Understanding the effect that managerial communication has on employee
engagement is paramount to organizational success, as a breakdown in communication
can lead to reduced productivity throughout the organization (Bisel et al., 2012).
However, Emanoil et al. (2013) indicated that not all companies have fully understood the
role of communication, being that managers tend to focus on obtaining immediate profit
rather than on other aspects of a successful organization, such as the influence of
communication on employee performance and engagement.
Voinea, Busu, Opran, and Vladutescu (2015) stated that managerial
communication is not only the art of conveying and understanding information but also
the art of allowing employees to understand management decisions that propel employees
to meet organizational objectives. Mahajan, Bishop, and Scott (2012) agreed with Voinea
et al. (2015), and defined top management communication as the extent of lucidity and
wholeness in the messages sent by organizational leadership to employees. Employee
involvement is the level to which employees supply significant inputs into company
choices (Mahajan et al., 2012). Mahajan et al. theorized that organizational leadership
communication and employee contribution are useful in synchronizing employee efforts
and in encouraging employees to achieve organizational objectives.
Whereas Mahajan et al. (2012) viewed communication as a managerial
responsibility, Uusi-Rauva and Nurkka (2010) discussed communication with employees
as a corporate responsibility. Uusi-Rauva and Nurkka outlined the types of internal
messages pertaining to a company’s environment-related corporate social responsibility
(CSR) that would be most effectual in engaging employees. Uusi-Rauva and Nurkka
studied how environmentally active employees are internal communicators, used to
spread environmental activity within the organization. Uusi-Rauva and Nurkka noted the
importance of assisting managers with understanding how they can communicate
effectively to encourage all employees to consider the environment in their jobs.
Adleman (2012) completed a study pertaining to communication in an attempt to
understand specific chief executive officer (CEO) communication behaviors and actions
in relation to promoting upward employee communication. Although CEOs differ from
frontline managers, they often set the tone for managerial communication within an
organization (Adleman, 2012). Adleman described the act of encouraging
communication within the work environment as beneficial to organizational culture.
Business leaders identified improving employee engagement within organizations
as a central priority in leadership (Christian et al., 2011). Well-organized
communications systems contribute to employee satisfaction and engagement within
organizations (Aburge, 2011). Managers should communicate effectively with their
subordinates; however, many workers do not believe their direct supervisors are effective
communicators (Neves & Eisenberger, 2012). A lack of productive communication in the
manager-employee relationship can lead to low employee engagement and thus affect
organizational success and sustainability (Neves & Eisenberger, 2012). The ability to
lead and inspire employees to accomplish organizational objectives is a facet of
managerial communication (Neves & Eisenberger, 2012). For this reason, organizational
leaders should pay close attention to managerial communication behaviors, styles, and
delivery and their effects on worker engagement.
Problem Statement
The inability among managerial staff to establish a connection with their
workforce through effective communication can lead to organizational chaos, low
productivity, and decreased profitability (Bisel, Messersmith, & Kelley, 2012).
Organizational leaders who focus on soft skills, including communication, enjoy 85%
higher profits compared with those in firms who are least effective at communicating
with their employees (Robles, 2012). The general business problem was that a lack of
effective managerial communication deterred organizational profit and created an
environment of mistrust between the workforce and management (Timmins, 2011). The
specific business problem was that managers often lack skills or strategies for effective
communication behaviors with employees, which may ultimately improve employee
engagement and organizational productivity.
Purpose Statement
The purpose of this qualitative descriptive study was to explore the effective
communication behaviors that managers use to improve employee engagement and
organizational productivity. Data collection included 23 semistructured interviews with
open-ended questions among 11 managers and 12 nonmanagerial employees from local
government public entities in the Tidewater, Virginia, area. The 11 managerial interviews
consisted of those in a midlevel managerial capacity; entry level managers and senior
management personnel were not included. This population was appropriate for research
pertaining to managerial communication and employee engagement due to their
experience with managerial communication and their ability to discuss their experiences
surrounding the effect of communication on their organizations.
The results from this study may influence social change by giving business leaders
insight into how effective communication practices between managers and their
subordinates may improve overall employee engagement and thus increase organizational
productivity. The findings from this study may also provide business leaders with
examples of strategies that may prevent an adverse shift in organizational climate due to
poor communication behaviors.
Nature of the Study
I used a qualitative, descriptive approach when conducting this study. The
descriptive ideal involved detailing the human experience pertaining to a phenomenon
from the view of the participant (Bickman & Rog, 1998). In quantitative methodology,
measurements of variables occur so that the quantitative data can be analyzed using
statistical procedures and means (Yin, 2014). Quantitative methodology was not
appropriate for this study because I did not test an experimental hypothesis.
Mixedmethods research methodology was not appropriate for this study because it
combined both qualitative and quantitative forms (Golicic & Davis, 2012). I was seeking
to understand the phenomenon of employee engagement and leadership communication.
Because I did not use the quantitative method in any form in this research, a mixed
methods was not the appropriate method for my research question.
As indicated by Bickman and Rog (1998), the central benefit of the descriptive
research design is that it allows researchers to interview a subject about experiences in
their natural environment. A descriptive research design was appropriate because the
focus of this study was on the experiences and perceptions of participants regarding
communications occurring in an organizational setting. I considered using a
phenomenological design for this study because phenomenology allows researchers to
explore how individuals construct meaning concerning events, in a time-bound manner in
a particular social context (Yin, 2014). I chose not to use a phenomenological design
because the focus of the study was not on a particular phenomenon but rather on the
ongoing phenomenon of communication behavior. I considered a case study design for
this study but opted not to use this design. A case is an object studied for a specific
reason that is peculiar or particular (Hyett, Kenny, & Dickson-Swift, 2014). Although a
case study design could have worked for this study, I chose not to use a case study design
due to documented concerns regarding credibility within qualitative research (Hyett et al.,
2014). Grounded theory design is among the most frequently used designs within
qualitative research (Timmermans & Tavory, 2012). My decision not to use grounded
theory design in the study centered on the fact that generating a theory was not the
principal aim of my research. Narrative design focuses on studying an individual and
collecting data through stories, which creates a story about the individual’s experience
and the meaning he or she attributes to them (Timmermans & Tavory, 2012). I did not
use narrative design in the study because I did not want to focus on a sole individual’s
experience.
Research Question
Alvesson and Sandberg (2011) stated that the point of the central research
question is to narrow the purpose to a number of questions within the study. The goal of
this research was to determine how the use of effective communication behaviors by
organizational leadership affects employee engagement. Hence, the central research
question for this study was: What communication behaviors do managers use with their
employees to improve employee engagement and productivity?
Interview Questions
The data collection technique for the study was an interview. I used the interview
questions to collect the data needed to answer the research question. I used two sets of
questions: one for employees and one for managers. The interview questions are below,
as well as in Appendix A:
Employee Questions
51. Based on your personal experiences, how do you think employees within
your organization communicate effectively?
52. Based on your personal experiences, how would you describe effective
communication between an employee and their immediate supervisor
within your organization?
53. How has positive communication between you and your immediate
supervisor affected your engagement at work? Please provide an example.
54. Does increased communication and/or interaction with your immediate
supervisor influence your engagement at work? How?
55. What other ways has communication with your supervisor affected your
engagement at work?
Manager Questions
51. Based on your personal experiences, how do you think employees within
your organization communicate effectively?
52. Based on your personal experiences, how would you describe effective
communication between a manager and their employee(s) within your
organization?
53. How has positive communication between you and your employee(s)
affected your engagement at work? Please provide an example.
54. Does increased communication and/or interaction with your employee(s)
influence your engagement at work? How?
55. What other ways has communication with your employee(s) affected your
engagement at work?
Conceptual Framework
The theories relevant to this study were systems theory and communications
theory. Systems theory is an alternative approach to (a) understanding, (b) planning, and
(c) managing organizations (Ingram, 2013). Systems theory can provide a new
perspective for approaching employee engagement through effective communication,
offering managers the opportunity to understand the significance of communication on
overall employee engagement. Communications theory follows the idea that human
behavior connects to heredity and the environment, which includes (a) past experiences,
(b) present circumstances, and (c) future expectations of all the parties involved in
information transfer (Duncan, 1973).
von Bertalanffy created general systems theory in 1936, and it was originally
intended for the science field; since then, the theory evolved and became relevant to other
disciplines (Kast & Rosenzweig, 1972). von Bertalanffy was both reacting against
reductionism and trying to breathe life into the unity of science (Kast & Rosenzweig,
1972). He emphasized that real systems are open to, and network with, their
environments and that real systems can attain qualitatively novel properties through
materialization, resulting in continual evolution (von Bertalanffy, 1950).
Systems theory was applicable to this study of managerial communication
techniques and employee engagement because organizational success depends on (a)
synergy, (b) interrelations, and (c) codependence between different subsystems (von
Bertalanffy, 1950). One of the most important elements of an organization, employees
compose a vital subsystem that drives organizational success (Ingram, 2013). In this
study, the two relevant subsystems were managers and the workforce. The ideas of
systems theory that were relevant to the study were (a) leadership communication is
integral to employee engagement and (b) employee/manager relations are a vital
component of an organizational entity (Ingram, 2013).
Communications theory embraces the thought that the environmental context
within which a message is sent and received can significantly influence the fidelity of
communication (Duncan, 1973). In any human communication system, forces emerge
that inhibit effective meaning transfer (Duncan, 1973). Within a communication system,
mutual understanding is key (Duncan, 1973). Duncan carefully observed that mutual
understanding means that an individual responds to communication in a manner relative
to his ends. Therefore, when employees and managers understand each other they
respond to one another in a more productive, collaborative manner (Duncan, 1973).
Operational Definitions
The definitions provided below ensure the reader has a precise understanding of
the context of the terms within the study, avoiding any confusion with any term
definitions in other scholarly works.
Communication. Garcia (2012) defined communication as an act of will directed
toward an existing entity that reacts. Effective communication is intended, goal-oriented,
and coherent (Garcia, 2012).
Communication competence. Keyton et al. (2013) defined communication
competence as communication effectiveness within an organizational setting.
Engagement. Mone, Eisinger, Guggenheim, Price, and Stine (2011) defined
engagement as an employee’s sense of reason and focused energy which is evident to
others through the efforts of personal initiative, flexibility, and diligence directed toward
the organization’s goals.
Employee. Rodell et al. (2016) defined employee based on the Internal Revenue
Service’s terms and definitions. Rodell et al. classified employees in two ways;
commonlaw and statutory employee. A common-law employee is any individual who
performs services for an employer and controls the completion date of the activity
(Rodell et al., 2016). A statutory employee is any officer of an organization or any person
who, under the usual common law rules used to determine the employer-employee
relationship, has the status of an employee (Rodell et al., 2016). For the purposes of this
study, the statutory employee definition was appropriate.
Manager. Boykins, Campbell, Moore, and Nayyar (2013) defined manager as an
individual who implements the management process. Boykins et al. (2013) noted that a
manager is one who builds a rapport with employees, promotes teamwork, and has the
desire to further organizational goals.
Assumptions, Limitations, and Delimitations
Assumptions
An assumption is a fact considered true but not verified (Martin & Parmar, 2012).
There were three assumptions with this study:
31. All interview participants will be open and honest in their responses to the
questions asked (Anyan, 2013).
32. The interview questions are relevant for this study and participant responses
should provide the necessary information needed to answer the research
question posed.
33. The sample population selected for this study will provide information via the
interview relevant to the study topic and contribute to the overall business
knowledge of this topic.
Limitations
Potential weaknesses in the study are limitations (Yeatman, Trinitapoli, &
Hayford, 2013). There were two limitations in this study:
21. The sample population interviewed will be limited to those who respond to the
interview request.
22. The validity of the findings relies upon the responses received during the
interview process.
Delimitations
Delimitations are the bounds or scope of the study (Thomas, Silverman, &
Nelson, 2015). There were two delimitations within this study.
21. The scope of the study is limited to the Tidewater, Virginia, area. Tidewater
includes the cities of Chesapeake, Hampton, Newport News, Norfolk, Suffolk,
Portsmouth, and Virginia Beach, Virginia.
22. The boundaries of the study include interviewing those in managerial and
subordinate nonmanagerial capacities.
Significance of the Study
Contribution to Business Practice
My intent was to produce insight on how effective communication behaviors of
managers within an organization can affect employee engagement, in addition to
positively affecting overall organizational climate and organizational productivity. The
results of the study may contribute to improved communication practices within
organizations, particularly between subordinates and the managers to whom they report.
The results of the study revealed how communication affects the manager-employee
relationship, which in turn may influence overall organizational performance. If the
participant responses demonstrate a connection between managerial communication and
employee engagement, organizations may make the decision to focus more attention and
training on the topic of managerial communication.
Business leaders may gain insight regarding the influence of communication
behaviors, both effective and ineffective, on overall employee engagement. The
application of beneficial business lessons may occur when business leaders gain an
understanding of how managerial communication affects employee engagement. This
understanding, in turn, could lead to improved employee engagement and a more
productive organization as a whole.
Implications for Social Change
The findings of the doctoral study have the potential to influence social change. A
productive organization may contribute further to society in a positive manner. If
employees engage in their work, turnover within an organization may decrease (Siddiqi,
2013). Lower turnover in organizations may lower the national unemployment rate; as
employees perform better, a reduction in turnover (voluntary or involuntary) may occur.
A lower unemployment rate may lessen the overall burden on government and society.
A Review of the Professional and Academic Literature The
research question for this study was: How do effective managerial communication
techniques contribute to employee engagement within an organization? Employee
engagement remains a critical concern for organizations, and thus organizational
leaders are under increasing pressure to ensure their workforce remains engaged
(Kapoor & Meachem, 2012). Managers face the challenge of keeping their employees
engaged using effective communication techniques.
The purpose of this literature review was to provide an overview of relevant
studies addressing (a) managerial communication, (b) communication theories, and (c)
employee engagement. I used journal articles, books, and other scholarly sources within
this study, with 85% of the 175 total sources published between 2012 and 2016. In
addition, 91% of the 175 total sources are peer-reviewed. Of the total 175 total sources, I
used 77 sources within the literature review, of which 71 (92.2%) were peer-reviewed
articles and 69 (89.6%) were published between 2012 and 2016. In addition, the
literature review included four seminal sources (5%) and two non-peer-reviewed articles
(2.5%). I accessed source information through the Walden University library (using
databases such as ProQuest and EBSCOhost), as well as from Google Scholar and other
university library sources. While conducting the search for peer-reviewed sources, I used
the terms communication, employee engagement, communication theories,
communication techniques, managerial communication, and organizational
communication.
I focused the literature review on two main themes: (a) managerial
communication, and (b) employee engagement. The first section includes an overview of
managerial communication. This section covers the (a) importance of managerial
communication within organizations, (b) various managerial communication techniques,
and (c) managerial communication with employees. A review of employee engagement
(to include factors of engagement) occurs in the second section. This section includes
studies that delve into (a) employee engagement within organizations, (b) what causes
employees to disengage, and (c) how communication plays a role in overall engagement.
Theories
The two theories that I used as a foundation for this study relating to managerial
communication were systems theory and communications theory. von Bertalanffy (1950)
was the creator of systems theory and stressed that real systems work in conjunction with
their surroundings. In addition, von Bertalanffy noted systems could attain qualitatively
original properties through materialization, resulting in continual evolution. Rather than
reducing an entity to the properties of its parts or essentials, systems theory focuses on the
collection of and relations between the parts that attach them into a whole (Kast &
Rosenzweig, 1972). Mulej et al. (2004) suggested that there are seven principles of
systems theory thinking relevant to organizations. The seven principles include (a)
interdependence; (b) relations; (c) openness; (d) interconnectedness; (e) complexity; (f)
attractors; and (g) synergy, system, and synthesis.
Buble (2012) noted that interdependence related to the various systems within an
organization that can work autonomously to complete a task. Buble stated that the ability
for departments to work together toward a common goal was the foremost aspect of the
principle of relations. When an organization allows employees to express suggestions
and viewpoints, openness and interconnectedness occur (Mulej et al., 2004). Mulej et al.
mentioned that the complicated decisions organizations make at times referred to the
complexity of the organization. Attractors are any influential force within the
organization (Mulej et al., 2004). When relations between groups within an organization
lead to new ideas and momentum, there is evidence of synergy, systems, and synthesis
(Mulej et al., 2004). Mulej et al. explained that the seven principles allows for a holistic
view of systems thinking, which previous authors had not noted.
Duncan (1973) asserted that communications theory embraces the notion that the
environmental context within which a message is delivered and received can have
significant influences on the fidelity of communication. Ludwig et al. (2014) furthered
research on communication theory with the discussion of communication
accommodation. Ludwig et al. explained that that during communication, individuals
will try to accommodate or change their style of speaking to others. Change of
communication style is accomplished in two ways: divergence and convergence. Groups
who identify strongly with their race or ethnicity frequently use divergence to highlight
group identity. Convergence occurs when there is a strong need for social acceptance,
frequently from powerless individuals. Within organizations, individuals will often
practice convergence rather than divergence (Ludwig et al., 2014).
In contrast to the concepts of divergence or convergence with regard to
communication, Ng and Feldman (2013) discussed symbolic interaction in regards to
communication theory. Ng and Feldman suggested that individuals are motivated to act
based on the meanings they assign to (a) others, (b) things, and (c) occurrences. Further,
meaning includes the language that people use both with (a) friends and family, (b)
colleagues, and (c) in private thought (Ng & Feldman, 2013). Ng and Feldman
concluded that language and communication allow people to develop a sense of self and
to interact with others in the community.
Managerial Communication
Communication is woven into the fabric of most organizational structures.
Within an organization, communication is a primary component of organizational success
(Emanoil, Ramona, & Lucia, 2013). Members of an organization spend the bulk of their
time communicating with one another; this is particularly true of manager and
subordinate communication (Emanoil et al., 2013). Further, communication within an
organization is a network activity. Hossain, Murshed, and Uddin (2013) contended that
an organizational communication system is a professional set of relationships between
individuals within an organization. The flow of organizational information creates
various types of communicative relationships among the participating entities (Hossain et
al., 2013). The communication relationships eventually create an overall pattern within
the organization (Hossain et al., 2013).
Understanding the effect that managerial communication has on employee
engagement is paramount to organizational success, as a breakdown in communication
can lead to reduced productivity throughout the organization (Bisel et al., 2012).
However, Emanoil et al. (2013) indicated that not all companies have fully understood the
role of communication, being that managers tend to focus on obtaining immediate profit
rather than on other aspects of a successful organization, such as the influence of
communication on employee performance and engagement.
Voinea, Busu, Opran, and Vladutescu (2015) stated that managerial
communication is not only the art of conveying and understanding information but also
the art of allowing employees to understand management decisions that propel employees
to meet organizational objectives. Mahajan, Bishop, and Scott (2012) agreed with Voinea
et al. (2015), and defined top management communication as the extent of lucidity and
wholeness in the messages sent by organizational leadership to employees. Employee
involvement is the level to which employees supply significant inputs into company
choices (Mahajan et al., 2012). Mahajan et al. theorized that organizational leadership
communication and employee contribution are useful in synchronizing employee efforts
and in encouraging employees to achieve organizational objectives.
Whereas Mahajan et al. (2012) viewed communication as a managerial
responsibility, Uusi-Rauva and Nurkka (2010) discussed communication with employees
as a corporate responsibility. Uusi-Rauva and Nurkka outlined the types of internal
messages pertaining to a company’s environment-related corporate social responsibility
(CSR) that would be most effectual in engaging employees. Uusi-Rauva and Nurkka
studied how environmentally active employees are internal communicators, used to
spread environmental activity within the organization. Uusi-Rauva and Nurkka noted the
importance of assisting managers with understanding how they can communicate
effectively to encourage all employees to consider the environment in their jobs.
Adleman (2012) completed a study pertaining to communication in an attempt to
understand specific chief executive officer (CEO) communication behaviors and actions
in relation to promoting upward employee communication. Although CEOs differ from
frontline managers, they often set the tone for managerial communication within an
organization (Adleman, 2012). Adleman described the act of encouraging
communication within the work environment as beneficial to organizational culture.
Business leaders identified improving employee engagement within organizations
as a central priority in leadership (Christian et al., 2011). Well-organized
communications systems contribute to employee satisfaction and engagement within
organizations (Aburge, 2011). Managers should communicate effectively with their
subordinates; however, many workers do not believe their direct supervisors are effective
communicators (Neves & Eisenberger, 2012). A lack of productive communication in the
manager-employee relationship can lead to low employee engagement and thus affect
organizational success and sustainability (Neves & Eisenberger, 2012). The ability to
lead and inspire employees to accomplish organizational objectives is a facet of
managerial communication (Neves & Eisenberger, 2012). For this reason, organizational
leaders should pay close attention to managerial communication behaviors, styles, and
delivery and their effects on worker engagement.
Problem Statement
The inability among managerial staff to establish a connection with their
workforce through effective communication can lead to organizational chaos, low
productivity, and decreased profitability (Bisel, Messersmith, & Kelley, 2012).
Organizational leaders who focus on soft skills, including communication, enjoy 85%
higher profits compared with those in firms who are least effective at communicating
with their employees (Robles, 2012). The general business problem was that a lack of
effective managerial communication deterred organizational profit and created an
environment of mistrust between the workforce and management (Timmins, 2011). The
specific business problem was that managers often lack skills or strategies for effective
communication behaviors with employees, which may ultimately improve employee
engagement and organizational productivity.
Purpose Statement
The purpose of this qualitative descriptive study was to explore the effective
communication behaviors that managers use to improve employee engagement and
organizational productivity. Data collection included 23 semistructured interviews with
open-ended questions among 11 managers and 12 nonmanagerial employees from local
government public entities in the Tidewater, Virginia, area. The 11 managerial interviews
consisted of those in a midlevel managerial capacity; entry level managers and senior
management personnel were not included. This population was appropriate for research
pertaining to managerial communication and employee engagement due to their
experience with managerial communication and their ability to discuss their experiences
surrounding the effect of communication on their organizations.
The results from this study may influence social change by giving business leaders
insight into how effective communication practices between managers and their
subordinates may improve overall employee engagement and thus increase organizational
productivity. The findings from this study may also provide business leaders with
examples of strategies that may prevent an adverse shift in organizational climate due to
poor communication behaviors.
Nature of the Study
I used a qualitative, descriptive approach when conducting this study. The
descriptive ideal involved detailing the human experience pertaining to a phenomenon
from the view of the participant (Bickman & Rog, 1998). In quantitative methodology,
measurements of variables occur so that the quantitative data can be analyzed using
statistical procedures and means (Yin, 2014). Quantitative methodology was not
appropriate for this study because I did not test an experimental hypothesis.
Mixedmethods research methodology was not appropriate for this study because it
combined both qualitative and quantitative forms (Golicic & Davis, 2012). I was seeking
to understand the phenomenon of employee engagement and leadership communication.
Because I did not use the quantitative method in any form in this research, a mixed
methods was not the appropriate method for my research question.
As indicated by Bickman and Rog (1998), the central benefit of the descriptive
research design is that it allows researchers to interview a subject about experiences in
their natural environment. A descriptive research design was appropriate because the
focus of this study was on the experiences and perceptions of participants regarding
communications occurring in an organizational setting. I considered using a
phenomenological design for this study because phenomenology allows researchers to
explore how individuals construct meaning concerning events, in a time-bound manner in
a particular social context (Yin, 2014). I chose not to use a phenomenological design
because the focus of the study was not on a particular phenomenon but rather on the
ongoing phenomenon of communication behavior. I considered a case study design for
this study but opted not to use this design. A case is an object studied for a specific
reason that is peculiar or particular (Hyett, Kenny, & Dickson-Swift, 2014). Although a
case study design could have worked for this study, I chose not to use a case study design
due to documented concerns regarding credibility within qualitative research (Hyett et al.,
2014). Grounded theory design is among the most frequently used designs within
qualitative research (Timmermans & Tavory, 2012). My decision not to use grounded
theory design in the study centered on the fact that generating a theory was not the
principal aim of my research. Narrative design focuses on studying an individual and
collecting data through stories, which creates a story about the individual’s experience
and the meaning he or she attributes to them (Timmermans & Tavory, 2012). I did not
use narrative design in the study because I did not want to focus on a sole individual’s
experience.
Research Question
Alvesson and Sandberg (2011) stated that the point of the central research
question is to narrow the purpose to a number of questions within the study. The goal of
this research was to determine how the use of effective communication behaviors by
organizational leadership affects employee engagement. Hence, the central research
question for this study was: What communication behaviors do managers use with their
employees to improve employee engagement and productivity?
Interview Questions
The data collection technique for the study was an interview. I used the interview
questions to collect the data needed to answer the research question. I used two sets of
questions: one for employees and one for managers. The interview questions are below,
as well as in Appendix A:
Employee Questions
56. Based on your personal experiences, how do you think employees within
your organization communicate effectively?
57. Based on your personal experiences, how would you describe effective
communication between an employee and their immediate supervisor
within your organization?
58. How has positive communication between you and your immediate
supervisor affected your engagement at work? Please provide an example.
59. Does increased communication and/or interaction with your immediate
supervisor influence your engagement at work? How?
60. What other ways has communication with your supervisor affected your
engagement at work?
Manager Questions
56. Based on your personal experiences, how do you think employees within
your organization communicate effectively?
57. Based on your personal experiences, how would you describe effective
communication between a manager and their employee(s) within your
organization?
58. How has positive communication between you and your employee(s)
affected your engagement at work? Please provide an example.
59. Does increased communication and/or interaction with your employee(s)
influence your engagement at work? How?
60. What other ways has communication with your employee(s) affected your
engagement at work?
Conceptual Framework
The theories relevant to this study were systems theory and communications
theory. Systems theory is an alternative approach to (a) understanding, (b) planning, and
(c) managing organizations (Ingram, 2013). Systems theory can provide a new
perspective for approaching employee engagement through effective communication,
offering managers the opportunity to understand the significance of communication on
overall employee engagement. Communications theory follows the idea that human
behavior connects to heredity and the environment, which includes (a) past experiences,
(b) present circumstances, and (c) future expectations of all the parties involved in
information transfer (Duncan, 1973).
von Bertalanffy created general systems theory in 1936, and it was originally
intended for the science field; since then, the theory evolved and became relevant to other
disciplines (Kast & Rosenzweig, 1972). von Bertalanffy was both reacting against
reductionism and trying to breathe life into the unity of science (Kast & Rosenzweig,
1972). He emphasized that real systems are open to, and network with, their
environments and that real systems can attain qualitatively novel properties through
materialization, resulting in continual evolution (von Bertalanffy, 1950).
Systems theory was applicable to this study of managerial communication
techniques and employee engagement because organizational success depends on (a)
synergy, (b) interrelations, and (c) codependence between different subsystems (von
Bertalanffy, 1950). One of the most important elements of an organization, employees
compose a vital subsystem that drives organizational success (Ingram, 2013). In this
study, the two relevant subsystems were managers and the workforce. The ideas of
systems theory that were relevant to the study were (a) leadership communication is
integral to employee engagement and (b) employee/manager relations are a vital
component of an organizational entity (Ingram, 2013).
Communications theory embraces the thought that the environmental context
within which a message is sent and received can significantly influence the fidelity of
communication (Duncan, 1973). In any human communication system, forces emerge
that inhibit effective meaning transfer (Duncan, 1973). Within a communication system,
mutual understanding is key (Duncan, 1973). Duncan carefully observed that mutual
understanding means that an individual responds to communication in a manner relative
to his ends. Therefore, when employees and managers understand each other they
respond to one another in a more productive, collaborative manner (Duncan, 1973).
Operational Definitions
The definitions provided below ensure the reader has a precise understanding of
the context of the terms within the study, avoiding any confusion with any term
definitions in other scholarly works.
Communication. Garcia (2012) defined communication as an act of will directed
toward an existing entity that reacts. Effective communication is intended, goal-oriented,
and coherent (Garcia, 2012).
Communication competence. Keyton et al. (2013) defined communication
competence as communication effectiveness within an organizational setting.
Engagement. Mone, Eisinger, Guggenheim, Price, and Stine (2011) defined
engagement as an employee’s sense of reason and focused energy which is evident to
others through the efforts of personal initiative, flexibility, and diligence directed toward
the organization’s goals.
Employee. Rodell et al. (2016) defined employee based on the Internal Revenue
Service’s terms and definitions. Rodell et al. classified employees in two ways;
commonlaw and statutory employee. A common-law employee is any individual who
performs services for an employer and controls the completion date of the activity
(Rodell et al., 2016). A statutory employee is any officer of an organization or any person
who, under the usual common law rules used to determine the employer-employee
relationship, has the status of an employee (Rodell et al., 2016). For the purposes of this
study, the statutory employee definition was appropriate.
Manager. Boykins, Campbell, Moore, and Nayyar (2013) defined manager as an
individual who implements the management process. Boykins et al. (2013) noted that a
manager is one who builds a rapport with employees, promotes teamwork, and has the
desire to further organizational goals.
Assumptions, Limitations, and Delimitations
Assumptions
An assumption is a fact considered true but not verified (Martin & Parmar, 2012).
There were three assumptions with this study:
34. All interview participants will be open and honest in their responses to the
questions asked (Anyan, 2013).
35. The interview questions are relevant for this study and participant responses
should provide the necessary information needed to answer the research
question posed.
36. The sample population selected for this study will provide information via the
interview relevant to the study topic and contribute to the overall business
knowledge of this topic.
Limitations
Potential weaknesses in the study are limitations (Yeatman, Trinitapoli, &
Hayford, 2013). There were two limitations in this study:
23. The sample population interviewed will be limited to those who respond to the
interview request.
24. The validity of the findings relies upon the responses received during the
interview process.
Delimitations
Delimitations are the bounds or scope of the study (Thomas, Silverman, &
Nelson, 2015). There were two delimitations within this study.
23. The scope of the study is limited to the Tidewater, Virginia, area. Tidewater
includes the cities of Chesapeake, Hampton, Newport News, Norfolk, Suffolk,
Portsmouth, and Virginia Beach, Virginia.
24. The boundaries of the study include interviewing those in managerial and
subordinate nonmanagerial capacities.
Significance of the Study
Contribution to Business Practice
My intent was to produce insight on how effective communication behaviors of
managers within an organization can affect employee engagement, in addition to
positively affecting overall organizational climate and organizational productivity. The
results of the study may contribute to improved communication practices within
organizations, particularly between subordinates and the managers to whom they report.
The results of the study revealed how communication affects the manager-employee
relationship, which in turn may influence overall organizational performance. If the
participant responses demonstrate a connection between managerial communication and
employee engagement, organizations may make the decision to focus more attention and
training on the topic of managerial communication.
Business leaders may gain insight regarding the influence of communication
behaviors, both effective and ineffective, on overall employee engagement. The
application of beneficial business lessons may occur when business leaders gain an
understanding of how managerial communication affects employee engagement. This
understanding, in turn, could lead to improved employee engagement and a more
productive organization as a whole.
Implications for Social Change
The findings of the doctoral study have the potential to influence social change. A
productive organization may contribute further to society in a positive manner. If
employees engage in their work, turnover within an organization may decrease (Siddiqi,
2013). Lower turnover in organizations may lower the national unemployment rate; as
employees perform better, a reduction in turnover (voluntary or involuntary) may occur.
A lower unemployment rate may lessen the overall burden on government and society.
A Review of the Professional and Academic Literature The
research question for this study was: How do effective managerial communication
techniques contribute to employee engagement within an organization? Employee
engagement remains a critical concern for organizations, and thus organizational
leaders are under increasing pressure to ensure their workforce remains engaged
(Kapoor & Meachem, 2012). Managers face the challenge of keeping their employees
engaged using effective communication techniques.
The purpose of this literature review was to provide an overview of relevant
studies addressing (a) managerial communication, (b) communication theories, and (c)
employee engagement. I used journal articles, books, and other scholarly sources within
this study, with 85% of the 175 total sources published between 2012 and 2016. In
addition, 91% of the 175 total sources are peer-reviewed. Of the total 175 total sources, I
used 77 sources within the literature review, of which 71 (92.2%) were peer-reviewed
articles and 69 (89.6%) were published between 2012 and 2016. In addition, the
literature review included four seminal sources (5%) and two non-peer-reviewed articles
(2.5%). I accessed source information through the Walden University library (using
databases such as ProQuest and EBSCOhost), as well as from Google Scholar and other
university library sources. While conducting the search for peer-reviewed sources, I used
the terms communication, employee engagement, communication theories,
communication techniques, managerial communication, and organizational
communication.
I focused the literature review on two main themes: (a) managerial
communication, and (b) employee engagement. The first section includes an overview of
managerial communication. This section covers the (a) importance of managerial
communication within organizations, (b) various managerial communication techniques,
and (c) managerial communication with employees. A review of employee engagement
(to include factors of engagement) occurs in the second section. This section includes
studies that delve into (a) employee engagement within organizations, (b) what causes
employees to disengage, and (c) how communication plays a role in overall engagement.
Theories
The two theories that I used as a foundation for this study relating to managerial
communication were systems theory and communications theory. von Bertalanffy (1950)
was the creator of systems theory and stressed that real systems work in conjunction with
their surroundings. In addition, von Bertalanffy noted systems could attain qualitatively
original properties through materialization, resulting in continual evolution. Rather than
reducing an entity to the properties of its parts or essentials, systems theory focuses on the
collection of and relations between the parts that attach them into a whole (Kast &
Rosenzweig, 1972). Mulej et al. (2004) suggested that there are seven principles of
systems theory thinking relevant to organizations. The seven principles include (a)
interdependence; (b) relations; (c) openness; (d) interconnectedness; (e) complexity; (f)
attractors; and (g) synergy, system, and synthesis.
Buble (2012) noted that interdependence related to the various systems within an
organization that can work autonomously to complete a task. Buble stated that the ability
for departments to work together toward a common goal was the foremost aspect of the
principle of relations. When an organization allows employees to express suggestions
and viewpoints, openness and interconnectedness occur (Mulej et al., 2004). Mulej et al.
mentioned that the complicated decisions organizations make at times referred to the
complexity of the organization. Attractors are any influential force within the
organization (Mulej et al., 2004). When relations between groups within an organization
lead to new ideas and momentum, there is evidence of synergy, systems, and synthesis
(Mulej et al., 2004). Mulej et al. explained that the seven principles allows for a holistic
view of systems thinking, which previous authors had not noted.
Duncan (1973) asserted that communications theory embraces the notion that the
environmental context within which a message is delivered and received can have
significant influences on the fidelity of communication. Ludwig et al. (2014) furthered
research on communication theory with the discussion of communication
accommodation. Ludwig et al. explained that that during communication, individuals
will try to accommodate or change their style of speaking to others. Change of
communication style is accomplished in two ways: divergence and convergence. Groups
who identify strongly with their race or ethnicity frequently use divergence to highlight
group identity. Convergence occurs when there is a strong need for social acceptance,
frequently from powerless individuals. Within organizations, individuals will often
practice convergence rather than divergence (Ludwig et al., 2014).
In contrast to the concepts of divergence or convergence with regard to
communication, Ng and Feldman (2013) discussed symbolic interaction in regards to
communication theory. Ng and Feldman suggested that individuals are motivated to act
based on the meanings they assign to (a) others, (b) things, and (c) occurrences. Further,
meaning includes the language that people use both with (a) friends and family, (b)
colleagues, and (c) in private thought (Ng & Feldman, 2013). Ng and Feldman
concluded that language and communication allow people to develop a sense of self and
to interact with others in the community.
Managerial Communication
Communication is woven into the fabric of most organizational structures.
Within an organization, communication is a primary component of organizational success
(Emanoil, Ramona, & Lucia, 2013). Members of an organization spend the bulk of their
time communicating with one another; this is particularly true of manager and
subordinate communication (Emanoil et al., 2013). Further, communication within an
organization is a network activity. Hossain, Murshed, and Uddin (2013) contended that
an organizational communication system is a professional set of relationships between
individuals within an organization. The flow of organizational information creates
various types of communicative relationships among the participating entities (Hossain et
al., 2013). The communication relationships eventually create an overall pattern within
the organization (Hossain et al., 2013).
Understanding the effect that managerial communication has on employee
engagement is paramount to organizational success, as a breakdown in communication
can lead to reduced productivity throughout the organization (Bisel et al., 2012).
However, Emanoil et al. (2013) indicated that not all companies have fully understood the
role of communication, being that managers tend to focus on obtaining immediate profit
rather than on other aspects of a successful organization, such as the influence of
communication on employee performance and engagement.
Voinea, Busu, Opran, and Vladutescu (2015) stated that managerial
communication is not only the art of conveying and understanding information but also
the art of allowing employees to understand management decisions that propel employees
to meet organizational objectives. Mahajan, Bishop, and Scott (2012) agreed with Voinea
et al. (2015), and defined top management communication as the extent of lucidity and
wholeness in the messages sent by organizational leadership to employees. Employee
involvement is the level to which employees supply significant inputs into company
choices (Mahajan et al., 2012). Mahajan et al. theorized that organizational leadership
communication and employee contribution are useful in synchronizing employee efforts
and in encouraging employees to achieve organizational objectives.
Whereas Mahajan et al. (2012) viewed communication as a managerial
responsibility, Uusi-Rauva and Nurkka (2010) discussed communication with employees
as a corporate responsibility. Uusi-Rauva and Nurkka outlined the types of internal
messages pertaining to a company’s environment-related corporate social responsibility
(CSR) that would be most effectual in engaging employees. Uusi-Rauva and Nurkka
studied how environmentally active employees are internal communicators, used to
spread environmental activity within the organization. Uusi-Rauva and Nurkka noted the
importance of assisting managers with understanding how they can communicate
effectively to encourage all employees to consider the environment in their jobs.
Adleman (2012) completed a study pertaining to communication in an attempt to
understand specific chief executive officer (CEO) communication behaviors and actions
in relation to promoting upward employee communication. Although CEOs differ from
frontline managers, they often set the tone for managerial communication within an
organization (Adleman, 2012). Adleman described the act of encouraging
communication within the work environment as beneficial to organizational culture.
Business leaders identified improving employee engagement within organizations
as a central priority in leadership (Christian et al., 2011). Well-organized
communications systems contribute to employee satisfaction and engagement within
organizations (Aburge, 2011). Managers should communicate effectively with their
subordinates; however, many workers do not believe their direct supervisors are effective
communicators (Neves & Eisenberger, 2012). A lack of productive communication in the
manager-employee relationship can lead to low employee engagement and thus affect
organizational success and sustainability (Neves & Eisenberger, 2012). The ability to
lead and inspire employees to accomplish organizational objectives is a facet of
managerial communication (Neves & Eisenberger, 2012). For this reason, organizational
leaders should pay close attention to managerial communication behaviors, styles, and
delivery and their effects on worker engagement.
Problem Statement
The inability among managerial staff to establish a connection with their
workforce through effective communication can lead to organizational chaos, low
productivity, and decreased profitability (Bisel, Messersmith, & Kelley, 2012).
Organizational leaders who focus on soft skills, including communication, enjoy 85%
higher profits compared with those in firms who are least effective at communicating
with their employees (Robles, 2012). The general business problem was that a lack of
effective managerial communication deterred organizational profit and created an
environment of mistrust between the workforce and management (Timmins, 2011). The
specific business problem was that managers often lack skills or strategies for effective
communication behaviors with employees, which may ultimately improve employee
engagement and organizational productivity.
Purpose Statement
The purpose of this qualitative descriptive study was to explore the effective
communication behaviors that managers use to improve employee engagement and
organizational productivity. Data collection included 23 semistructured interviews with
open-ended questions among 11 managers and 12 nonmanagerial employees from local
government public entities in the Tidewater, Virginia, area. The 11 managerial interviews
consisted of those in a midlevel managerial capacity; entry level managers and senior
management personnel were not included. This population was appropriate for research
pertaining to managerial communication and employee engagement due to their
experience with managerial communication and their ability to discuss their experiences
surrounding the effect of communication on their organizations.
The results from this study may influence social change by giving business leaders
insight into how effective communication practices between managers and their
subordinates may improve overall employee engagement and thus increase organizational
productivity. The findings from this study may also provide business leaders with
examples of strategies that may prevent an adverse shift in organizational climate due to
poor communication behaviors.
Nature of the Study
I used a qualitative, descriptive approach when conducting this study. The
descriptive ideal involved detailing the human experience pertaining to a phenomenon
from the view of the participant (Bickman & Rog, 1998). In quantitative methodology,
measurements of variables occur so that the quantitative data can be analyzed using
statistical procedures and means (Yin, 2014). Quantitative methodology was not
appropriate for this study because I did not test an experimental hypothesis.
Mixedmethods research methodology was not appropriate for this study because it
combined both qualitative and quantitative forms (Golicic & Davis, 2012). I was seeking
to understand the phenomenon of employee engagement and leadership communication.
Because I did not use the quantitative method in any form in this research, a mixed
methods was not the appropriate method for my research question.
As indicated by Bickman and Rog (1998), the central benefit of the descriptive
research design is that it allows researchers to interview a subject about experiences in
their natural environment. A descriptive research design was appropriate because the
focus of this study was on the experiences and perceptions of participants regarding
communications occurring in an organizational setting. I considered using a
phenomenological design for this study because phenomenology allows researchers to
explore how individuals construct meaning concerning events, in a time-bound manner in
a particular social context (Yin, 2014). I chose not to use a phenomenological design
because the focus of the study was not on a particular phenomenon but rather on the
ongoing phenomenon of communication behavior. I considered a case study design for
this study but opted not to use this design. A case is an object studied for a specific
reason that is peculiar or particular (Hyett, Kenny, & Dickson-Swift, 2014). Although a
case study design could have worked for this study, I chose not to use a case study design
due to documented concerns regarding credibility within qualitative research (Hyett et al.,
2014). Grounded theory design is among the most frequently used designs within
qualitative research (Timmermans & Tavory, 2012). My decision not to use grounded
theory design in the study centered on the fact that generating a theory was not the
principal aim of my research. Narrative design focuses on studying an individual and
collecting data through stories, which creates a story about the individual’s experience
and the meaning he or she attributes to them (Timmermans & Tavory, 2012). I did not
use narrative design in the study because I did not want to focus on a sole individual’s
experience.
Research Question
Alvesson and Sandberg (2011) stated that the point of the central research
question is to narrow the purpose to a number of questions within the study. The goal of
this research was to determine how the use of effective communication behaviors by
organizational leadership affects employee engagement. Hence, the central research
question for this study was: What communication behaviors do managers use with their
employees to improve employee engagement and productivity?
Interview Questions
The data collection technique for the study was an interview. I used the interview
questions to collect the data needed to answer the research question. I used two sets of
questions: one for employees and one for managers. The interview questions are below,
as well as in Appendix A:
Employee Questions
61. Based on your personal experiences, how do you think employees within
your organization communicate effectively?
62. Based on your personal experiences, how would you describe effective
communication between an employee and their immediate supervisor
within your organization?
63. How has positive communication between you and your immediate
supervisor affected your engagement at work? Please provide an example.
64. Does increased communication and/or interaction with your immediate
supervisor influence your engagement at work? How?
65. What other ways has communication with your supervisor affected your
engagement at work?
Manager Questions
61. Based on your personal experiences, how do you think employees within
your organization communicate effectively?
62. Based on your personal experiences, how would you describe effective
communication between a manager and their employee(s) within your
organization?
63. How has positive communication between you and your employee(s)
affected your engagement at work? Please provide an example.
64. Does increased communication and/or interaction with your employee(s)
influence your engagement at work? How?
65. What other ways has communication with your employee(s) affected your
engagement at work?
Conceptual Framework
The theories relevant to this study were systems theory and communications
theory. Systems theory is an alternative approach to (a) understanding, (b) planning, and
(c) managing organizations (Ingram, 2013). Systems theory can provide a new
perspective for approaching employee engagement through effective communication,
offering managers the opportunity to understand the significance of communication on
overall employee engagement. Communications theory follows the idea that human
behavior connects to heredity and the environment, which includes (a) past experiences,
(b) present circumstances, and (c) future expectations of all the parties involved in
information transfer (Duncan, 1973).
von Bertalanffy created general systems theory in 1936, and it was originally
intended for the science field; since then, the theory evolved and became relevant to other
disciplines (Kast & Rosenzweig, 1972). von Bertalanffy was both reacting against
reductionism and trying to breathe life into the unity of science (Kast & Rosenzweig,
1972). He emphasized that real systems are open to, and network with, their
environments and that real systems can attain qualitatively novel properties through
materialization, resulting in continual evolution (von Bertalanffy, 1950).
Systems theory was applicable to this study of managerial communication
techniques and employee engagement because organizational success depends on (a)
synergy, (b) interrelations, and (c) codependence between different subsystems (von
Bertalanffy, 1950). One of the most important elements of an organization, employees
compose a vital subsystem that drives organizational success (Ingram, 2013). In this
study, the two relevant subsystems were managers and the workforce. The ideas of
systems theory that were relevant to the study were (a) leadership communication is
integral to employee engagement and (b) employee/manager relations are a vital
component of an organizational entity (Ingram, 2013).
Communications theory embraces the thought that the environmental context
within which a message is sent and received can significantly influence the fidelity of
communication (Duncan, 1973). In any human communication system, forces emerge
that inhibit effective meaning transfer (Duncan, 1973). Within a communication system,
mutual understanding is key (Duncan, 1973). Duncan carefully observed that mutual
understanding means that an individual responds to communication in a manner relative
to his ends. Therefore, when employees and managers understand each other they
respond to one another in a more productive, collaborative manner (Duncan, 1973).
Operational Definitions
The definitions provided below ensure the reader has a precise understanding of
the context of the terms within the study, avoiding any confusion with any term
definitions in other scholarly works.
Communication. Garcia (2012) defined communication as an act of will directed
toward an existing entity that reacts. Effective communication is intended, goal-oriented,
and coherent (Garcia, 2012).
Communication competence. Keyton et al. (2013) defined communication
competence as communication effectiveness within an organizational setting.
Engagement. Mone, Eisinger, Guggenheim, Price, and Stine (2011) defined
engagement as an employee’s sense of reason and focused energy which is evident to
others through the efforts of personal initiative, flexibility, and diligence directed toward
the organization’s goals.
Employee. Rodell et al. (2016) defined employee based on the Internal Revenue
Service’s terms and definitions. Rodell et al. classified employees in two ways;
commonlaw and statutory employee. A common-law employee is any individual who
performs services for an employer and controls the completion date of the activity
(Rodell et al., 2016). A statutory employee is any officer of an organization or any person
who, under the usual common law rules used to determine the employer-employee
relationship, has the status of an employee (Rodell et al., 2016). For the purposes of this
study, the statutory employee definition was appropriate.
Manager. Boykins, Campbell, Moore, and Nayyar (2013) defined manager as an
individual who implements the management process. Boykins et al. (2013) noted that a
manager is one who builds a rapport with employees, promotes teamwork, and has the
desire to further organizational goals.
Assumptions, Limitations, and Delimitations
Assumptions
An assumption is a fact considered true but not verified (Martin & Parmar, 2012).
There were three assumptions with this study:
37. All interview participants will be open and honest in their responses to the
questions asked (Anyan, 2013).
38. The interview questions are relevant for this study and participant responses
should provide the necessary information needed to answer the research
question posed.
39. The sample population selected for this study will provide information via the
interview relevant to the study topic and contribute to the overall business
knowledge of this topic.
Limitations
Potential weaknesses in the study are limitations (Yeatman, Trinitapoli, &
Hayford, 2013). There were two limitations in this study:
25. The sample population interviewed will be limited to those who respond to the
interview request.
26. The validity of the findings relies upon the responses received during the
interview process.
Delimitations
Delimitations are the bounds or scope of the study (Thomas, Silverman, &
Nelson, 2015). There were two delimitations within this study.
25. The scope of the study is limited to the Tidewater, Virginia, area. Tidewater
includes the cities of Chesapeake, Hampton, Newport News, Norfolk, Suffolk,
Portsmouth, and Virginia Beach, Virginia.
26. The boundaries of the study include interviewing those in managerial and
subordinate nonmanagerial capacities.
Significance of the Study
Contribution to Business Practice
My intent was to produce insight on how effective communication behaviors of
managers within an organization can affect employee engagement, in addition to
positively affecting overall organizational climate and organizational productivity. The
results of the study may contribute to improved communication practices within
organizations, particularly between subordinates and the managers to whom they report.
The results of the study revealed how communication affects the manager-employee
relationship, which in turn may influence overall organizational performance. If the
participant responses demonstrate a connection between managerial communication and
employee engagement, organizations may make the decision to focus more attention and
training on the topic of managerial communication.
Business leaders may gain insight regarding the influence of communication
behaviors, both effective and ineffective, on overall employee engagement. The
application of beneficial business lessons may occur when business leaders gain an
understanding of how managerial communication affects employee engagement. This
understanding, in turn, could lead to improved employee engagement and a more
productive organization as a whole.
Implications for Social Change
The findings of the doctoral study have the potential to influence social change. A
productive organization may contribute further to society in a positive manner. If
employees engage in their work, turnover within an organization may decrease (Siddiqi,
2013). Lower turnover in organizations may lower the national unemployment rate; as
employees perform better, a reduction in turnover (voluntary or involuntary) may occur.
A lower unemployment rate may lessen the overall burden on government and society.
A Review of the Professional and Academic Literature The
research question for this study was: How do effective managerial communication
techniques contribute to employee engagement within an organization? Employee
engagement remains a critical concern for organizations, and thus organizational
leaders are under increasing pressure to ensure their workforce remains engaged
(Kapoor & Meachem, 2012). Managers face the challenge of keeping their employees
engaged using effective communication techniques.
The purpose of this literature review was to provide an overview of relevant
studies addressing (a) managerial communication, (b) communication theories, and (c)
employee engagement. I used journal articles, books, and other scholarly sources within
this study, with 85% of the 175 total sources published between 2012 and 2016. In
addition, 91% of the 175 total sources are peer-reviewed. Of the total 175 total sources, I
used 77 sources within the literature review, of which 71 (92.2%) were peer-reviewed
articles and 69 (89.6%) were published between 2012 and 2016. In addition, the
literature review included four seminal sources (5%) and two non-peer-reviewed articles
(2.5%). I accessed source information through the Walden University library (using
databases such as ProQuest and EBSCOhost), as well as from Google Scholar and other
university library sources. While conducting the search for peer-reviewed sources, I used
the terms communication, employee engagement, communication theories,
communication techniques, managerial communication, and organizational
communication.
I focused the literature review on two main themes: (a) managerial
communication, and (b) employee engagement. The first section includes an overview of
managerial communication. This section covers the (a) importance of managerial
communication within organizations, (b) various managerial communication techniques,
and (c) managerial communication with employees. A review of employee engagement
(to include factors of engagement) occurs in the second section. This section includes
studies that delve into (a) employee engagement within organizations, (b) what causes
employees to disengage, and (c) how communication plays a role in overall engagement.
Theories
The two theories that I used as a foundation for this study relating to managerial
communication were systems theory and communications theory. von Bertalanffy (1950)
was the creator of systems theory and stressed that real systems work in conjunction with
their surroundings. In addition, von Bertalanffy noted systems could attain qualitatively
original properties through materialization, resulting in continual evolution. Rather than
reducing an entity to the properties of its parts or essentials, systems theory focuses on the
collection of and relations between the parts that attach them into a whole (Kast &
Rosenzweig, 1972). Mulej et al. (2004) suggested that there are seven principles of
systems theory thinking relevant to organizations. The seven principles include (a)
interdependence; (b) relations; (c) openness; (d) interconnectedness; (e) complexity; (f)
attractors; and (g) synergy, system, and synthesis.
Buble (2012) noted that interdependence related to the various systems within an
organization that can work autonomously to complete a task. Buble stated that the ability
for departments to work together toward a common goal was the foremost aspect of the
principle of relations. When an organization allows employees to express suggestions
and viewpoints, openness and interconnectedness occur (Mulej et al., 2004). Mulej et al.
mentioned that the complicated decisions organizations make at times referred to the
complexity of the organization. Attractors are any influential force within the
organization (Mulej et al., 2004). When relations between groups within an organization
lead to new ideas and momentum, there is evidence of synergy, systems, and synthesis
(Mulej et al., 2004). Mulej et al. explained that the seven principles allows for a holistic
view of systems thinking, which previous authors had not noted.
Duncan (1973) asserted that communications theory embraces the notion that the
environmental context within which a message is delivered and received can have
significant influences on the fidelity of communication. Ludwig et al. (2014) furthered
research on communication theory with the discussion of communication
accommodation. Ludwig et al. explained that that during communication, individuals
will try to accommodate or change their style of speaking to others. Change of
communication style is accomplished in two ways: divergence and convergence. Groups
who identify strongly with their race or ethnicity frequently use divergence to highlight
group identity. Convergence occurs when there is a strong need for social acceptance,
frequently from powerless individuals. Within organizations, individuals will often
practice convergence rather than divergence (Ludwig et al., 2014).
In contrast to the concepts of divergence or convergence with regard to
communication, Ng and Feldman (2013) discussed symbolic interaction in regards to
communication theory. Ng and Feldman suggested that individuals are motivated to act
based on the meanings they assign to (a) others, (b) things, and (c) occurrences. Further,
meaning includes the language that people use both with (a) friends and family, (b)
colleagues, and (c) in private thought (Ng & Feldman, 2013). Ng and Feldman
concluded that language and communication allow people to develop a sense of self and
to interact with others in the community.
Managerial Communication
Communication is woven into the fabric of most organizational structures.
Within an organization, communication is a primary component of organizational success
(Emanoil, Ramona, & Lucia, 2013). Members of an organization spend the bulk of their
time communicating with one another; this is particularly true of manager and
subordinate communication (Emanoil et al., 2013). Further, communication within an
organization is a network activity. Hossain, Murshed, and Uddin (2013) contended that
an organizational communication system is a professional set of relationships between
individuals within an organization. The flow of organizational information creates
various types of communicative relationships among the participating entities (Hossain et
al., 2013). The communication relationships eventually create an overall pattern within
the organization (Hossain et al., 2013).
Understanding the effect that managerial communication has on employee
engagement is paramount to organizational success, as a breakdown in communication
can lead to reduced productivity throughout the organization (Bisel et al., 2012).
However, Emanoil et al. (2013) indicated that not all companies have fully understood the
role of communication, being that managers tend to focus on obtaining immediate profit
rather than on other aspects of a successful organization, such as the influence of
communication on employee performance and engagement.
Voinea, Busu, Opran, and Vladutescu (2015) stated that managerial
communication is not only the art of conveying and understanding information but also
the art of allowing employees to understand management decisions that propel employees
to meet organizational objectives. Mahajan, Bishop, and Scott (2012) agreed with Voinea
et al. (2015), and defined top management communication as the extent of lucidity and
wholeness in the messages sent by organizational leadership to employees. Employee
involvement is the level to which employees supply significant inputs into company
choices (Mahajan et al., 2012). Mahajan et al. theorized that organizational leadership
communication and employee contribution are useful in synchronizing employee efforts
and in encouraging employees to achieve organizational objectives.
Whereas Mahajan et al. (2012) viewed communication as a managerial
responsibility, Uusi-Rauva and Nurkka (2010) discussed communication with employees
as a corporate responsibility. Uusi-Rauva and Nurkka outlined the types of internal
messages pertaining to a company’s environment-related corporate social responsibility
(CSR) that would be most effectual in engaging employees. Uusi-Rauva and Nurkka
studied how environmentally active employees are internal communicators, used to
spread environmental activity within the organization. Uusi-Rauva and Nurkka noted the
importance of assisting managers with understanding how they can communicate
effectively to encourage all employees to consider the environment in their jobs.
Adleman (2012) completed a study pertaining to communication in an attempt to
understand specific chief executive officer (CEO) communication behaviors and actions
in relation to promoting upward employee communication. Although CEOs differ from
frontline managers, they often set the tone for managerial communication within an
organization (Adleman, 2012). Adleman described the act of encouraging
communication within the work environment as beneficial to organizational culture.
Business leaders identified improving employee engagement within organizations
as a central priority in leadership (Christian et al., 2011). Well-organized
communications systems contribute to employee satisfaction and engagement within
organizations (Aburge, 2011). Managers should communicate effectively with their
subordinates; however, many workers do not believe their direct supervisors are effective
communicators (Neves & Eisenberger, 2012). A lack of productive communication in the
manager-employee relationship can lead to low employee engagement and thus affect
organizational success and sustainability (Neves & Eisenberger, 2012). The ability to
lead and inspire employees to accomplish organizational objectives is a facet of
managerial communication (Neves & Eisenberger, 2012). For this reason, organizational
leaders should pay close attention to managerial communication behaviors, styles, and
delivery and their effects on worker engagement.
Problem Statement
The inability among managerial staff to establish a connection with their
workforce through effective communication can lead to organizational chaos, low
productivity, and decreased profitability (Bisel, Messersmith, & Kelley, 2012).
Organizational leaders who focus on soft skills, including communication, enjoy 85%
higher profits compared with those in firms who are least effective at communicating
with their employees (Robles, 2012). The general business problem was that a lack of
effective managerial communication deterred organizational profit and created an
environment of mistrust between the workforce and management (Timmins, 2011). The
specific business problem was that managers often lack skills or strategies for effective
communication behaviors with employees, which may ultimately improve employee
engagement and organizational productivity.
Purpose Statement
The purpose of this qualitative descriptive study was to explore the effective
communication behaviors that managers use to improve employee engagement and
organizational productivity. Data collection included 23 semistructured interviews with
open-ended questions among 11 managers and 12 nonmanagerial employees from local
government public entities in the Tidewater, Virginia, area. The 11 managerial interviews
consisted of those in a midlevel managerial capacity; entry level managers and senior
management personnel were not included. This population was appropriate for research
pertaining to managerial communication and employee engagement due to their
experience with managerial communication and their ability to discuss their experiences
surrounding the effect of communication on their organizations.
The results from this study may influence social change by giving business leaders
insight into how effective communication practices between managers and their
subordinates may improve overall employee engagement and thus increase organizational
productivity. The findings from this study may also provide business leaders with
examples of strategies that may prevent an adverse shift in organizational climate due to
poor communication behaviors.
Nature of the Study
I used a qualitative, descriptive approach when conducting this study. The
descriptive ideal involved detailing the human experience pertaining to a phenomenon
from the view of the participant (Bickman & Rog, 1998). In quantitative methodology,
measurements of variables occur so that the quantitative data can be analyzed using
statistical procedures and means (Yin, 2014). Quantitative methodology was not
appropriate for this study because I did not test an experimental hypothesis.
Mixedmethods research methodology was not appropriate for this study because it
combined both qualitative and quantitative forms (Golicic & Davis, 2012). I was seeking
to understand the phenomenon of employee engagement and leadership communication.
Because I did not use the quantitative method in any form in this research, a mixed
methods was not the appropriate method for my research question.
As indicated by Bickman and Rog (1998), the central benefit of the descriptive
research design is that it allows researchers to interview a subject about experiences in
their natural environment. A descriptive research design was appropriate because the
focus of this study was on the experiences and perceptions of participants regarding
communications occurring in an organizational setting. I considered using a
phenomenological design for this study because phenomenology allows researchers to
explore how individuals construct meaning concerning events, in a time-bound manner in
a particular social context (Yin, 2014). I chose not to use a phenomenological design
because the focus of the study was not on a particular phenomenon but rather on the
ongoing phenomenon of communication behavior. I considered a case study design for
this study but opted not to use this design. A case is an object studied for a specific
reason that is peculiar or particular (Hyett, Kenny, & Dickson-Swift, 2014). Although a
case study design could have worked for this study, I chose not to use a case study design
due to documented concerns regarding credibility within qualitative research (Hyett et al.,
2014). Grounded theory design is among the most frequently used designs within
qualitative research (Timmermans & Tavory, 2012). My decision not to use grounded
theory design in the study centered on the fact that generating a theory was not the
principal aim of my research. Narrative design focuses on studying an individual and
collecting data through stories, which creates a story about the individual’s experience
and the meaning he or she attributes to them (Timmermans & Tavory, 2012). I did not
use narrative design in the study because I did not want to focus on a sole individual’s
experience.
Research Question
Alvesson and Sandberg (2011) stated that the point of the central research
question is to narrow the purpose to a number of questions within the study. The goal of
this research was to determine how the use of effective communication behaviors by
organizational leadership affects employee engagement. Hence, the central research
question for this study was: What communication behaviors do managers use with their
employees to improve employee engagement and productivity?
Interview Questions
The data collection technique for the study was an interview. I used the interview
questions to collect the data needed to answer the research question. I used two sets of
questions: one for employees and one for managers. The interview questions are below,
as well as in Appendix A:
Employee Questions
66. Based on your personal experiences, how do you think employees within
your organization communicate effectively?
67. Based on your personal experiences, how would you describe effective
communication between an employee and their immediate supervisor
within your organization?
68. How has positive communication between you and your immediate
supervisor affected your engagement at work? Please provide an example.
69. Does increased communication and/or interaction with your immediate
supervisor influence your engagement at work? How?
70. What other ways has communication with your supervisor affected your
engagement at work?
Manager Questions
66. Based on your personal experiences, how do you think employees within
your organization communicate effectively?
67. Based on your personal experiences, how would you describe effective
communication between a manager and their employee(s) within your
organization?
68. How has positive communication between you and your employee(s)
affected your engagement at work? Please provide an example.
69. Does increased communication and/or interaction with your employee(s)
influence your engagement at work? How?
70. What other ways has communication with your employee(s) affected your
engagement at work?
Conceptual Framework
The theories relevant to this study were systems theory and communications
theory. Systems theory is an alternative approach to (a) understanding, (b) planning, and
(c) managing organizations (Ingram, 2013). Systems theory can provide a new
perspective for approaching employee engagement through effective communication,
offering managers the opportunity to understand the significance of communication on
overall employee engagement. Communications theory follows the idea that human
behavior connects to heredity and the environment, which includes (a) past experiences,
(b) present circumstances, and (c) future expectations of all the parties involved in
information transfer (Duncan, 1973).
von Bertalanffy created general systems theory in 1936, and it was originally
intended for the science field; since then, the theory evolved and became relevant to other
disciplines (Kast & Rosenzweig, 1972). von Bertalanffy was both reacting against
reductionism and trying to breathe life into the unity of science (Kast & Rosenzweig,
1972). He emphasized that real systems are open to, and network with, their
environments and that real systems can attain qualitatively novel properties through
materialization, resulting in continual evolution (von Bertalanffy, 1950).
Systems theory was applicable to this study of managerial communication
techniques and employee engagement because organizational success depends on (a)
synergy, (b) interrelations, and (c) codependence between different subsystems (von
Bertalanffy, 1950). One of the most important elements of an organization, employees
compose a vital subsystem that drives organizational success (Ingram, 2013). In this
study, the two relevant subsystems were managers and the workforce. The ideas of
systems theory that were relevant to the study were (a) leadership communication is
integral to employee engagement and (b) employee/manager relations are a vital
component of an organizational entity (Ingram, 2013).
Communications theory embraces the thought that the environmental context
within which a message is sent and received can significantly influence the fidelity of
communication (Duncan, 1973). In any human communication system, forces emerge
that inhibit effective meaning transfer (Duncan, 1973). Within a communication system,
mutual understanding is key (Duncan, 1973). Duncan carefully observed that mutual
understanding means that an individual responds to communication in a manner relative
to his ends. Therefore, when employees and managers understand each other they
respond to one another in a more productive, collaborative manner (Duncan, 1973).
Operational Definitions
The definitions provided below ensure the reader has a precise understanding of
the context of the terms within the study, avoiding any confusion with any term
definitions in other scholarly works.
Communication. Garcia (2012) defined communication as an act of will directed
toward an existing entity that reacts. Effective communication is intended, goal-oriented,
and coherent (Garcia, 2012).
Communication competence. Keyton et al. (2013) defined communication
competence as communication effectiveness within an organizational setting.
Engagement. Mone, Eisinger, Guggenheim, Price, and Stine (2011) defined
engagement as an employee’s sense of reason and focused energy which is evident to
others through the efforts of personal initiative, flexibility, and diligence directed toward
the organization’s goals.
Employee. Rodell et al. (2016) defined employee based on the Internal Revenue
Service’s terms and definitions. Rodell et al. classified employees in two ways;
commonlaw and statutory employee. A common-law employee is any individual who
performs services for an employer and controls the completion date of the activity
(Rodell et al., 2016). A statutory employee is any officer of an organization or any person
who, under the usual common law rules used to determine the employer-employee
relationship, has the status of an employee (Rodell et al., 2016). For the purposes of this
study, the statutory employee definition was appropriate.
Manager. Boykins, Campbell, Moore, and Nayyar (2013) defined manager as an
individual who implements the management process. Boykins et al. (2013) noted that a
manager is one who builds a rapport with employees, promotes teamwork, and has the
desire to further organizational goals.
Assumptions, Limitations, and Delimitations
Assumptions
An assumption is a fact considered true but not verified (Martin & Parmar, 2012).
There were three assumptions with this study:
40. All interview participants will be open and honest in their responses to the
questions asked (Anyan, 2013).
41. The interview questions are relevant for this study and participant responses
should provide the necessary information needed to answer the research
question posed.
42. The sample population selected for this study will provide information via the
interview relevant to the study topic and contribute to the overall business
knowledge of this topic.
Limitations
Potential weaknesses in the study are limitations (Yeatman, Trinitapoli, &
Hayford, 2013). There were two limitations in this study:
27. The sample population interviewed will be limited to those who respond to the
interview request.
28. The validity of the findings relies upon the responses received during the
interview process.
Delimitations
Delimitations are the bounds or scope of the study (Thomas, Silverman, &
Nelson, 2015). There were two delimitations within this study.
27. The scope of the study is limited to the Tidewater, Virginia, area. Tidewater
includes the cities of Chesapeake, Hampton, Newport News, Norfolk, Suffolk,
Portsmouth, and Virginia Beach, Virginia.
28. The boundaries of the study include interviewing those in managerial and
subordinate nonmanagerial capacities.
Significance of the Study
Contribution to Business Practice
My intent was to produce insight on how effective communication behaviors of
managers within an organization can affect employee engagement, in addition to
positively affecting overall organizational climate and organizational productivity. The
results of the study may contribute to improved communication practices within
organizations, particularly between subordinates and the managers to whom they report.
The results of the study revealed how communication affects the manager-employee
relationship, which in turn may influence overall organizational performance. If the
participant responses demonstrate a connection between managerial communication and
employee engagement, organizations may make the decision to focus more attention and
training on the topic of managerial communication.
Business leaders may gain insight regarding the influence of communication
behaviors, both effective and ineffective, on overall employee engagement. The
application of beneficial business lessons may occur when business leaders gain an
understanding of how managerial communication affects employee engagement. This
understanding, in turn, could lead to improved employee engagement and a more
productive organization as a whole.
Implications for Social Change
The findings of the doctoral study have the potential to influence social change. A
productive organization may contribute further to society in a positive manner. If
employees engage in their work, turnover within an organization may decrease (Siddiqi,
2013). Lower turnover in organizations may lower the national unemployment rate; as
employees perform better, a reduction in turnover (voluntary or involuntary) may occur.
A lower unemployment rate may lessen the overall burden on government and society.
A Review of the Professional and Academic Literature The
research question for this study was: How do effective managerial communication
techniques contribute to employee engagement within an organization? Employee
engagement remains a critical concern for organizations, and thus organizational
leaders are under increasing pressure to ensure their workforce remains engaged
(Kapoor & Meachem, 2012). Managers face the challenge of keeping their employees
engaged using effective communication techniques.
The purpose of this literature review was to provide an overview of relevant
studies addressing (a) managerial communication, (b) communication theories, and (c)
employee engagement. I used journal articles, books, and other scholarly sources within
this study, with 85% of the 175 total sources published between 2012 and 2016. In
addition, 91% of the 175 total sources are peer-reviewed. Of the total 175 total sources, I
used 77 sources within the literature review, of which 71 (92.2%) were peer-reviewed
articles and 69 (89.6%) were published between 2012 and 2016. In addition, the
literature review included four seminal sources (5%) and two non-peer-reviewed articles
(2.5%). I accessed source information through the Walden University library (using
databases such as ProQuest and EBSCOhost), as well as from Google Scholar and other
university library sources. While conducting the search for peer-reviewed sources, I used
the terms communication, employee engagement, communication theories,
communication techniques, managerial communication, and organizational
communication.
I focused the literature review on two main themes: (a) managerial
communication, and (b) employee engagement. The first section includes an overview of
managerial communication. This section covers the (a) importance of managerial
communication within organizations, (b) various managerial communication techniques,
and (c) managerial communication with employees. A review of employee engagement
(to include factors of engagement) occurs in the second section. This section includes
studies that delve into (a) employee engagement within organizations, (b) what causes
employees to disengage, and (c) how communication plays a role in overall engagement.
Theories
The two theories that I used as a foundation for this study relating to managerial
communication were systems theory and communications theory. von Bertalanffy (1950)
was the creator of systems theory and stressed that real systems work in conjunction with
their surroundings. In addition, von Bertalanffy noted systems could attain qualitatively
original properties through materialization, resulting in continual evolution. Rather than
reducing an entity to the properties of its parts or essentials, systems theory focuses on the
collection of and relations between the parts that attach them into a whole (Kast &
Rosenzweig, 1972). Mulej et al. (2004) suggested that there are seven principles of
systems theory thinking relevant to organizations. The seven principles include (a)
interdependence; (b) relations; (c) openness; (d) interconnectedness; (e) complexity; (f)
attractors; and (g) synergy, system, and synthesis.
Buble (2012) noted that interdependence related to the various systems within an
organization that can work autonomously to complete a task. Buble stated that the ability
for departments to work together toward a common goal was the foremost aspect of the
principle of relations. When an organization allows employees to express suggestions
and viewpoints, openness and interconnectedness occur (Mulej et al., 2004). Mulej et al.
mentioned that the complicated decisions organizations make at times referred to the
complexity of the organization. Attractors are any influential force within the
organization (Mulej et al., 2004). When relations between groups within an organization
lead to new ideas and momentum, there is evidence of synergy, systems, and synthesis
(Mulej et al., 2004). Mulej et al. explained that the seven principles allows for a holistic
view of systems thinking, which previous authors had not noted.
Duncan (1973) asserted that communications theory embraces the notion that the
environmental context within which a message is delivered and received can have
significant influences on the fidelity of communication. Ludwig et al. (2014) furthered
research on communication theory with the discussion of communication
accommodation. Ludwig et al. explained that that during communication, individuals
will try to accommodate or change their style of speaking to others. Change of
communication style is accomplished in two ways: divergence and convergence. Groups
who identify strongly with their race or ethnicity frequently use divergence to highlight
group identity. Convergence occurs when there is a strong need for social acceptance,
frequently from powerless individuals. Within organizations, individuals will often
practice convergence rather than divergence (Ludwig et al., 2014).
In contrast to the concepts of divergence or convergence with regard to
communication, Ng and Feldman (2013) discussed symbolic interaction in regards to
communication theory. Ng and Feldman suggested that individuals are motivated to act
based on the meanings they assign to (a) others, (b) things, and (c) occurrences. Further,
meaning includes the language that people use both with (a) friends and family, (b)
colleagues, and (c) in private thought (Ng & Feldman, 2013). Ng and Feldman
concluded that language and communication allow people to develop a sense of self and
to interact with others in the community.
Managerial Communication
Communication is woven into the fabric of most organizational structures.
Within an organization, communication is a primary component of organizational success
(Emanoil, Ramona, & Lucia, 2013). Members of an organization spend the bulk of their
time communicating with one another; this is particularly true of manager and
subordinate communication (Emanoil et al., 2013). Further, communication within an
organization is a network activity. Hossain, Murshed, and Uddin (2013) contended that
an organizational communication system is a professional set of relationships between
individuals within an organization. The flow of organizational information creates
various types of communicative relationships among the participating entities (Hossain et
al., 2013). The communication relationships eventually create an overall pattern within
the organization (Hossain et al., 2013).
Understanding the effect that managerial communication has on employee
engagement is paramount to organizational success, as a breakdown in communication
can lead to reduced productivity throughout the organization (Bisel et al., 2012).
However, Emanoil et al. (2013) indicated that not all companies have fully understood the
role of communication, being that managers tend to focus on obtaining immediate profit
rather than on other aspects of a successful organization, such as the influence of
communication on employee performance and engagement.
Voinea, Busu, Opran, and Vladutescu (2015) stated that managerial
communication is not only the art of conveying and understanding information but also
the art of allowing employees to understand management decisions that propel employees
to meet organizational objectives. Mahajan, Bishop, and Scott (2012) agreed with Voinea
et al. (2015), and defined top management communication as the extent of lucidity and
wholeness in the messages sent by organizational leadership to employees. Employee
involvement is the level to which employees supply significant inputs into company
choices (Mahajan et al., 2012). Mahajan et al. theorized that organizational leadership
communication and employee contribution are useful in synchronizing employee efforts
and in encouraging employees to achieve organizational objectives.
Whereas Mahajan et al. (2012) viewed communication as a managerial
responsibility, Uusi-Rauva and Nurkka (2010) discussed communication with employees
as a corporate responsibility. Uusi-Rauva and Nurkka outlined the types of internal
messages pertaining to a company’s environment-related corporate social responsibility
(CSR) that would be most effectual in engaging employees. Uusi-Rauva and Nurkka
studied how environmentally active employees are internal communicators, used to
spread environmental activity within the organization. Uusi-Rauva and Nurkka noted the
importance of assisting managers with understanding how they can communicate
effectively to encourage all employees to consider the environment in their jobs.
Adleman (2012) completed a study pertaining to communication in an attempt to
understand specific chief executive officer (CEO) communication behaviors and actions
in relation to promoting upward employee communication. Although CEOs differ from
frontline managers, they often set the tone for managerial communication within an
organization (Adleman, 2012). Adleman described the act of encouraging
communication within the work environment as beneficial to organizational culture.
