Exploring The Influence Of Management
Communication Behaviors On Employee Engagement
Section 1: Foundation of the Study
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.
Background of the Problem
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; common-law 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.
An aspect of encouraging effective managerial communication is to
ensure that communication flows correctly throughout the organization
(Deepa & Karthikeyan, 2012). A central component of directing employees
is communication methodology and strategy used within an organization
(Deepa & Karthikeyan, 2012). Deepa and Karthikeyan (2012) researched
best practices needed to achieve long-term success within an organization.
The primary responsibility of managerial communication is to (a) improve,
(b) connect, and (c) direct the capacity and energy of their employees toward
worthy and valuable ends (Deepa & Karthikeyan, 2012). Daniela (2013)
defined internal communication as the communication stream between
individuals within the boundaries of an organization. Daniela stated that
effective managerial communication in conjunction with efficient
management practices provided a level of safety in any domain of activity
within an organization. Organizational communication is not visible outside
of the ranks of management yet represents a fundamental component of
organizational success (Daniela, 2013). The lack of communication can lead
to changes in organizational management on one hand and, on the other, the
lack of skills and organizational culture regarding these components
invalidates the communication process (Daniela, 2013).
In agreement with Daniela’s (2013) research, Polito (2013) also
stressed the importance of effective communication during difficult
conversations. Polito mentioned that an interest and need exists to improve
the skills of conducting difficult conversations in the workplace. Theories
and strategies abound, yet none seems to have found the magic formula with
universal appeal and success. Polito stated that best practices and evidence-
based management guide organizations to the decision that quality
improvement dictates effective communication, even when difficult. Polito
noted that mastering the skills of conducting difficult conversations is
critical to keeping lines of communication open and productive. Polito
concluded that communication between managers and employees that is
successful might help to avert confrontation through employee (a)
engagement, (b) commitment, and (c) appropriate corresponding behavior.
Riddell (2013) varied slightly from Polito’s opinion regarding conducting
difficult conversations. Whereas Polito expressed the thought that best
practices contributed to success when delivering a challenging message,
Riddell suggested that despite how well crafted the message may seem, the
conversation will only be well received by an engaged workforce.
Iyer and Israel (2012) expressed that managerial communication tends
to be more noticeable during times of crisis. Iyer and Israel investigated the
role communication satisfaction has on overall employee engagement. The
frame of reference used involves communication techniques used during
crises, such as the recent global recession. Iyer and Israel examined various
components of organizational communication and how those elements
influence factors of employee engagement. Iyer and Israel concluded that
organization communication has a positive effect on overall employee
engagement. Lowe (2012) furthered the discussion of the connection
between organizational communication and employee engagement. Lowe
asserted that human resources departments increasingly use organizational
communication as a metric in measuring employee engagement, evidence
that communication is a factor of employee engagement.
Grandien and Johanson (2012) investigated the development and
growth of the communication management purpose in organizations in
relation to the concept of institutionalization. The role of communication by
executives and managers fluctuates between organizations and can change
within an organization (Grandien & Johanson, 2012). Grandien and
Johanson conceptualized institutionalization of communication management
as a process and developed a speculative framework that integrated
significant factors that influenced and standardized the process. The factors
that Grandien and Johanson studied included (a) organizational structure, (b)
social capital, and (c) perceptions of the management profession. Grandien
and Johanson concluded that the institutionalization of the communication
process within organizations influences the development of the managerial
communication process. Einwiller and Boenjik (2012) supported the
findings of Grandien and Johanson, explaining that organizations whose
leadership encourages communication management are more successful in
the communications realm than organizations that do not support
communication management.
Managerial Communication Behaviors
There are various communication behaviors that managers may use
when (a) directing, (b) counseling, and (c) encouraging employees
(Dasgupta, Suar, & Singh, 2013). Dasgupta et al. mentioned that the
behavior used by management may play a critical role in the supervisor-
employee relationship, to include possibly affecting the engagement level of
the employee. I reviewed managerial communication behaviors commonly
used in organizations in the next section.
Business leaders place value on communication behaviors used in
managerial communication (Kirzinger, Weber, & Johnson, 2012). Kirzinger
et al. found that the communication behaviors of leaders acted as a predictor
of management decisions and actions. Hassan and Hatmaker (2012)
investigated managerial communication behavior and the manager-
subordinate relationship. The manager-subordinate communication
relationship is a function of the quantity and quality of interactions examined
in terms of communication constructs (Hassan & Hatmaker, 2012). Hassan
& Hatmaker concluded that using effective managerial communication
behaviors with employees creates a harmonious working relationship.
Miller (2013) reviewed the role organizational demographics played
in managerial communication behavior. Miller discussed how evolving
demographics within an organization could change managerial
communication behavior. Changing demographics result in (a) a multi-
cultural workforce, (b) employees with the increasing responsibility of
caring for aging family members, and (c) employees with varied sexual
orientations, races, ages, and genders (Miller, 2013). All of the noted
changes force managers to find ways to communicate the organizational
message in such a way that all employees can understand and relate to the
message (Miller, 2013).
Smith (2012) discussed communication behaviors that are useful in
the organizational setting, to include those from a managerial perspective.
Smith documented information on integrated communication management
from its existing debates on definitions and models to research-based
understanding of how integration functions. Smith also investigated how
communication management works at an organization with a high level of
incorporation. Smith sought to provide insights for communication
managers on implementing thriving integrated communication programs.
Smith conducted a qualitative single case study of an ideal company case of
integrated communication, using three data sources: in-depth interviews,
participant observation, and document analysis. Smith elaborated that
communication integration, from the standpoint of managerial
communication, operates naturally through cross-functional connections and
knowledge sharing, and utilizes an open company structure in which
integration occurs organically.
Waldeck, Durante, Helmuth, and Marcia (2012) continued the
conversation of communication behaviors managers use that leads to
organizational success. Waldeck et al. (2012) identified six core
competencies for effective communication to include (a) relational and
interpersonal skills, (b) mediated communication skills, (c) intergroup
communication competence, (d) ability to communicate with enthusiasm, (e)
nonverbal communication skills, and (f) speaking and listening skills.
Kiyomiya (2012) examined aspects of the method and approach of
honest leadership communication. Kiyomiya noted that organizational
deception allowed an organization to (a) conceal, (b) manipulate, and (c)
distort information. Kiyomiya stressed the importance of managers being
forthright when communicating instead of employing deceptive techniques.
Managers should use the communication techniques of being (a) clear, (b)
concise, (c) honest, and (d) consistent in daily interactions with employees
(Kiyomiya, 2012). In addition, Men (2012) mentioned that employees
preferred face-to-face, personal communication. Employees favored the in-
person communication channel due to the belief that deceit or honesty
becomes evident during face-to-face communication (Men, 2012).
Burris (2012) investigated the connection between managerial
response to personnel who voiced concerns and the type of voice exhibited
by the employee. Burris defined voice as whether or not employees selected
to express opinions in a challenging or supportive manner. Burris stated that
managers had a tendency to categorize employees who spoke in a
challenging manner as bad performers who put their needs above the goals
of the organization. Burris also described that managers felt the opposite
regarding employees who spoke in a supportive tone while expressing ideas
to management. Burris concluded when a manager is aware of employee
voice, managers can further shape effective communication behaviors.
Burris, Detert, & Romney (2013) also expressed the importance of employee
voice within an organization. Burris, Detert, & Romney (2013) indicated
that an employer, in exchange for granting workers the opportunity to use
employee voice, can engage employees by facilitating better communication
between management and staff. Grant (2013) continued the conversation on
the connection between management communication and employee voice.
Grant asserted that intense emotions such as (a) frustration, (b) anger, and (c)
dissatisfaction often drive employees to use their voice. Yet the very
emotions that spur employees to express voice may compromise the ability
to do so constructively, preventing managers from reacting favorably (Grant,
2013).
Managerial Interpersonal Skills
A manager’s interpersonal skills also play an integral part of
communication behaviors. Khan and Ahmad (2012) analyzed managerial
interpersonal skills (ability to motivate, communicate, and build a team) and
their effectiveness at different levels of management. Khan and Ahmad
found that a manager’s ability to motivate employees via communication is a
vital interpersonal skill. Continuing the discussion of interpersonal skills,
Robles (2012) investigated the importance of soft skills in leadership, to
include communication. Robles discussed the point that soft skills are
internal qualities, better known as people skills, and personal attributes that
an individual possesses.
Organizational leaders consider soft skills an attribute in job applicants,
particularly those within the realm of management (Robles, 2012). Robles
identified these top 10 soft skills as essential to business executives. Robles
concluded that (a) integrity, (b) communication, (c) courtesy, (d)
responsibility, (e) social skills, (f) positive attitude, (g) professionalism, (h)
flexibility, (i) teamwork, and (j) work ethic were the top 10 desired soft
skills in managerial employees.
The effectiveness of managerial communication behaviors within an
organization may be a component of overall organizational well-being.
Kyriazis, Couchman, and Johnson (2012) investigated the psychosocial
antecedents of communication, trust, and relationship effectiveness.
Kyriazis et al. conducted research on the connection between how managers
communicate new product development projects to staff members and the
effect on overall organizational effectiveness. Kyriazis et al. indicated that
communicators must develop individual knowledge and skills to be efficient
in contributing to organizational effectiveness. Lee (2012) provided a
similar viewpoint regarding communication and the assessment made that
communication techniques are an aspect of organizational success. Lee
noted that with successful organizational communication, company
performance increased as employees willingly adapted to organizational
changes.
Hamdi and Rajablu (2012) focused on the function of supervisor-
worker communication and leadership style on organizational commitment
of nursing personnel in the selected hospital. A total of 134 members of
nursing staff of a major hospital in
Tehran, Iran completed a questionnaire on communication and leadership
style (Hamdi & Rajablu, 2012). Hamdi and Rajablu mentioned a
noteworthy contribution of communication exchange in effective
commitment, considering that mutual communication showed a significant
contribution in affective commitment. Hamdi and Rajablu concluded that
shaping managerial communication techniques include the consideration
given to the importance of communication with subordinates and the overall
quality of leadership within the organization.
Crisis Communication Behaviors
Managerial communication behaviors are evident in times of crisis
(Creelman, 2012). Creelman researched best methods of how to compose
and communicate negative messages within an organization. Creelman
mentioned that a debate revolves around whether or not to use a direct or
indirect approach when having to deliver bad news to employees and
stakeholders. Many managers favored an indirect approach, wanting to
streamline the information before giving a message to the masses (Creelman,
2012).
Garcia (2012), in agreement with Creelman, elaborated on how managers
can use their communication behaviors to plan for a desired reaction out of
their employees. Garcia investigated the effect of open communication with
employees, specifically in times of
crises.
When organization leadership fails to communicate properly with
employees, especially in times of crises or disaster, there are consequences
that often are irreversible. Garcia (2012) referred to communication as a
discipline organizational leadership masters to avoid the perils of poor
interaction between company leadership and subordinate employees. Garcia
concluded that effective communication behaviors include learning two
critical skills; (a) gaining current and thorough knowledge of the intended
audience (i.e., employees), and (b) understanding how to deliver the message
to achieve the desired reaction.
Mazzei and Ravanzzani (2011) examined the success of in-house
organizational communication during a calamity by reviewing how Italian
companies communicated to employees during the 2008–2009 international
financial crises. Mazzei and Ravanzzani used interviews with business
communication leaders and employees and drew data from two participant
groups and a survey involving internal communicators. Mazzei and
Ravanzzani indicated a missing connection between what organizational
leaders meant to communicate and what employees perceived. For example,
communication managers (a) designed excellent communication strategies,
(b) made extensive use of authorized instruments, and (c) depicted the crisis
as an opening to increased success. Mazzei and
Ravanzzani concluded that effective managerial communication behaviors
include sound listening skills and the delivery of a clear message that the
audience can understand. Furthering the position of Mazzei and Ravanzzani,
Veil and Husted (2012) expanded upon crises communication behaviors.
Communication with (a) compassion, (b) honesty, (c) candor, and (d)
openness are all best practices effective managers utilize when delivering
messages during a crisis.
Employee Engagement
Sharma and Kaur (2014) described employee engagement as an
approach to organizational success. Sharma and Kaur explained how
employee engagement (a) contributed to organizational performance, (b)
improved profitability, (c) led to customer satisfaction, (d) allowed
employees to make a noteworthy contribution to the organization, and (e)
improved long-term financial performance of an organization. Church
(2013) asserted that employee engagement is the Holy Grail of
organizational success and for this reason should be a priority for managers.
Human capital is an asset, as employee effort and performance determine
business success (Handa & Gulati, 2014). Situational and personal
antecedents influence an individual’s performance in the workplace; as a
result, managers need to understand the forces behind employee engagement
(Handa & Gulati, 2014).
Ho, Wong, and Lee (2011) explained that an employee has to possess
two types of passions for full work engagement; harmonious passion and
obsessive passion. Ho et al. further detailed that passion is a strong
inclination towards an activity that employees find significant. Berens
(2013) noted three elements of employee engagement; (a) management
understood what mattered most to employees, (b) an awareness of what
created positive employee engagement, and (c) the ability for an
organization to see the big picture in regards to keeping employees engaged.
Sahoo and Mishra (2012) described employee engagement as the primary
concept for understanding and improving individual and organizational
performance. Employee engagement is vital because organizations are
demanding more from their workers than ever before (Sahoo & Mishra,
2012). Sahoo and Mishra stated that the ability to keep workers engaged is a
facet of organizational success. Sahoo and Mishra discussed that there is
limited academic literature on the subject, and as a result, insufficient
knowledge about how management influences employee engagement.
Carter and Baghurst (2014) contended that an attitude of servant
leadership affected employee engagement. Carter and Baghurst noted that
servant leadership is a leadership philosophy pertaining to the concerns of
(a) ethics, (b) customer experience, and (c) employee engagement while
creating a unique organizational culture where leaders and employees
collaborate to reach organizational goals without positional or authoritative
power. With employees viewed as one of the greatest assets of
organizations, maintaining loyal, productive employees while balancing
profits becomes a challenge for leaders, and drives the need to understand
employee engagement drivers (Carter & Baghurst, 2014). Transformational
leadership is another leadership philosophy that influences employee
engagement (Perko, Kinnunen, & Feldt, 2014). A high level of
transformational leadership was associated with elevated levels of employee
self-efficacy and perceived meaningfulness of the work, in turn improving
employee engagement
(Perko et al., 2014). Tuss, Shantz, Soane, Alfes, and Delbridge (2013)
argued that there are three stages of employee engagement. The three phases
discussed by Tuss et al.
(2013) were (a) vigor, (b) dedication, and (c) absorption.
Tillott, Walsh, and Moxham (2013) characterized engagement by (a)
energy, (b) involvement, and (c) positive attitude in the workplace. Men
(2014) noted that highly engaged employees (a) attempt optimal output
daily, (b) put organizational interests first,
(c) offer innovative ideas and suggestions, (d) eagerly contribute to the
organization, and (e) find joy in work. To the contrary, disengaged
employees (a) complete the minimum amount of work to stay employed, (b)
are resistant to change, (c) allow negative attitudes to infiltrate the
organization, and (d) view work as a chore (Men, 2012). Pater and Lewis
(2012) further discussed disengaged employees as those who passively
withdraw from work and display active resistance to new ideas.
Mone, Eisinger, Guggenheim, Price, and Stine (2011) investigated if
performance management improved employee engagement. There are five
major activities within performance management that promote the
engagement of employees (Mone et al., 2011). These activities included (a)
setting clear performance goals, (b) continual communication and feedback
from organizational leaders, (c) the completion of appraisals, (d) managing
employee development, and (e) the formation of trust within the
organization. Delving deeper into employee engagement, Karanges,
Beatson, Johnston, and Lings (2014) opined that employee engagement
relates to (a) higher productivity, (b) lower attrition, and (c) enhanced
organizational repute. While drivers of employee engagement consist of (a)
apparent support, (b) job characteristics, and (c) value equivalence,
managerial communication appears to influence both the process and
preservation of employee engagement efforts. Communication is an integral
part of the performance of employees (Karanges et al., 2014). Aguinis,
Gottfredson, and Joo (2012) proposed a need for fundamental change in
performance management perception. Aguinis et al. mentioned that rather
than attempting to improve the effectiveness of performance management by
changing features of the formal system (e.g., steps, tools, and processes),
increased focus should be placed on improving manager–employee
communication and aspects of the manager–employee relationship that are
foundational for effective performance management.
Aburge (2011) stated that businesses increasing depend on
communications for their success since a well-organized communication
system stimulates worker satisfaction in organizations. Aburge examined
three Ghanaian organizations in the private sector using a quantitative survey
of 90 respondents to gain information. Aburge concluded that there was a
significant relationship between efficient organizational communication and
employee satisfaction and engagement. Sinha (2012) expanded upon
Aburge’s position relating to the importance of communication within an
organization. Sinha explained that good and effective communication is
essential for managing business relations. Business communication not only
involves communicating with external entities, but also with the human
capital within the organization.
Aburge (2011) also mentioned that organizational communication has
a positive effect on employee performance. Employees preferred good
leadership communication behavior because it increased personal
productivity in the workplace (Aburge, 2011).
Aburge concluded that organizations in the business sector will achieve their
objectives if they pay proper attention to the communication processes
through efficient organizational communication in the workplace. Harrison
(2012) agreed with Aburge’s assessment and discussed the significance of
communication in persuading employees to become engaged in work.
Harrison made the connection between managerial communication and
engagement, stating that managers must keep the lines of communication
open with employees at all times. Harrison asserted that listening to and
implementing employee feedback is a facet of maintaining an engaged
workforce.
Wang and Hsieh (2013) examined the effect of genuine managerial
leadership on employee engagement via employee trust. Wang and Hsieh
collected data from employees within the top 1,000 manufacturing
companies in Taiwan. The results of the investigation displayed consistency
between manager’s words and actions. When employees felt an established
trust with management, the willingness to communicate was greater and
engagement increased (Wang & Hsieh, 2013). Organizational controls
further facilitate employee trust within an organization (Joy & Poonamallee,
2014). Well-implemented control systems within an organization encourage
employee trust whereas inconsistent, overly rigid, or untrustworthy
communication behavior can undermine employee trust in the organization
(Joy & Poonamallee, 2014).
Memon, Salleh, Baharom, and Harun (2014) discussed the role of the
organizational environment on employee engagement. Memon et al. opined
that both the employee and organizational environment could significantly
affect an individual’s behaviors and thus organizational outcomes. Memon
et al. noted that employeeorganization fit acted as a predictor of job
satisfaction and organizational commitment, mediated by employee
engagement. Cardus (2013) reviewed five levers that contributed to higher
employee engagement. Cardus explained that employee engagement does
not fall on the employee alone but is a systems solution. The five levers to
improve engagement Cardus presented are (a) competent leaders, (b) broad
goals established within context, (c) objective measures of progress and
regress, (d) necessary resources to complete the job, and (e) sufficient
autonomy to complete the best work possible.
Russ (2012) researched the relationship between communication
apprehension and learning preferences within an organizational setting.
Russ found a significant correlation between organizational personnel’s high
communication apprehension and a distinct preference for the reflective
observation-learning mode. Employees have very diverse learning styles
and assimilation of those styles within an organizational setting can be
difficult (Russ, 2012). Russ concluded that communication apprehension
negatively affects an employee’s professional development and workplace
effectiveness. Byrne, Flood, and Shanahan (2012) complimented Russ’s
research on communication apprehension. Byrne et al. discussed
communication apprehension as a significant factor that prohibits a person
from willingly being able to communicate. Communication apprehension is
a contributor to poor communication skills within an organization (Byrne
et al., 2012).
Welch (2011) investigated the evolution of employee engagement and
the role of communication in enhancing employee engagement. Welch
divided the stages of engagement evolution as (a) the pre-wave era (pre-
1990s), (b) wave 1 (1990-1999), (c) wave 2 (2000-2005), and (d) wave 3
(2006-2010). Welch indicated each stage shows progression in the research
behind communication and employee engagement. Welch detailed that there
is a connection between employee engagement and managerial
communication, and thus the communications discipline needs more
research. Furthering the research conducted by Welch, Sarangi and
Srivastava (2012) provided insight on how communication affects employee
engagement and organizational success. Sarangi and Srivastava detailed that
engaged employee’s drive company profitability and contributed to an
overall calm organizational climate. Drivers of employee engagement
include organizational culture and communication strategies (Sarangi &
Srivastava, 2012). Sarangi and Srivastava found that the role of managerial
communication is a significant predictor of employee engagement. In
agreement with Sarangi and Srivastava, He, Zhu, and Zheng (2014) also
noted that employee engagement was a predictor of organizational success.
He, Zhu, and Zheng stated that employee engagement was a significant
factor in organizational performance. Low employee engagement is a
challenge for organizations, as employee engagement has a direct effect on
organizational outcomes and performance (He, Zhu, & Zheng, 2014). He,
Zhu, and Zheng implied that changes made to management practices to
increase employee satisfaction might increase business-unit outcomes,
including profit.
Shuck and Reio (2013) discussed how poor workforce engagement
could be detrimental to organizations and overall organizational
productivity. Shuck and Reio stated that low employee engagement could
lead to a decrease in employee well-being and productivity, which in turn
can negatively influence an organization. Yong,
Nasterback, Pluto, Lang, and Oberlinner (2013) researched work related
stress among employees within organizations to discern the effect of work-
related stress in business entities. Yong et al. (2013) stated that workplace
stress can influence employee productivity through increased absenteeism
due to ill health or presenteeism, which is when an employee is present at
work but with reduced productivity. Presenteeism imposed a direct
economic cost on employers (Yong et al., 2013). Furthermore, a negative
association between job-related stress and work ability occurred in diverse
occupational groups, along with having a significant predictive value for
disability and early retirement (Yong et al., 2013).
Prottas (2013) expanded upon research of work stress and
engagement. Prottas hypothesized that employee perception of their
manager’s behavior would have an effect on overall engagement. Using
data from the 2008 National Study of the Changing Workforce, Prottas
investigated reports by workers of moral anguish and their thoughts of their
manager's behavioral integrity (BI). Prottas stated that BI positively relates
to job satisfaction, job engagement, health, and life satisfaction and
unconstructively to stress, retention likelihood, and work-to-family conflict
while moral distress inversely relates to those outcomes. Prottas concluded
the magnitudes of relationships with job satisfaction, job engagement, and
life satisfaction was more significant with BI than with moral distress.
Day (2011) examined the effect of open communication regarding
employee pay on overall pay satisfaction. Day hypothesized that the
relationships linking pay communication and pay satisfaction are present
because fairness perceptions mediate the relationship between pay and
communication. According to Day, pay communiqué is of significance to
the leadership of public division organizations, where many aspects of the
compensation scheme are in the public domain and lead to
misunderstandings without adequate communication. Day explained that
employees who work for organizations without proper communication are
less likely to remain engaged in daily work. Complementing Day’s
communication research, Fulmer and Gelfand (2012) investigated the
relationship between organizational communication and trust. In particular,
Fulmer and Gelfand examined the importance of trust across multiple
organizational levels. Organizational communication and trust served as a
linchpin for (a) negotiation, (b) leadership practices, (c) team processes, (d)
human resource management, (e) organizational change, and (f) strategic
alliances (Fulmer & Gelfand, 2012).
Sahoo and Mishra (2012) investigated the employee experience at
Pennsylvania State University and created a framework of what motivates
employee engagement. The framework included factors of employee
engagement such as (a) commitment, (b) organizational behavior, and (c)
motivation. Sahoo and Mishra found that effects of high employee
engagement included (a) increased trust within the firm, (b) a sense of
loyalty to the organization, and (c) and commitment in regards to company
goals. Michel, Wayne, and Liao (2015) discussed organization factors that
affect employee engagement, the main purpose being to establish the
condition of employee engagement and the factors that act as a hindrance to
better employee engagement. Michel et al. substantiated that there are
several obstacles to improved employee engagement. Some of the
hindrances include organizational infrastructure, multidimensional
discussions, managerial communication and personal relations with
corporate office employees, review of appropriate support, orientation
through induction programs, and inadequate interaction with peers from
other locations/offices (Michel et al., 2015).
Kassing, Piemonte, Goman, and Mitchell (2012) examined how
dissent expression linked to employees’ self-reports of work engagement
and plan to resign. Kassing et al. discovered that employees who expressed
opposition or displeasure at the job were more likely to leave than
employees who did not express dissent at the workplace. Kassing et al.
voiced that resistance expression related to both workers job engagement
and their overall intention to quit from their current position. Kassing et al.
also stated that there was an inherent difference between dissent expressed to
supervisors and coworkers associated with work engagement versus dissent
shown to nonmanagement groups associated with intention to leave.
Additional analysis revealed that for managers, work engagement was
primarily a function of refraining from expressing disagreement (Kassing,
Piemonte, Goman, & Mitchell, 2012).
A question raised by the business world is how to measure employee
engagement. Gerst (2013) mentioned that the United States currently spends
more than $720 million annually to improve employee engagement. Gerst
stated that a number of organizations will view, and at times purchase,
research regarding the means of measuring employee engagement. Gerst
discussed that some of the research obtained by the organizations is not
scientifically valid research. Gerst indicated that organizations should
ensure that the research collected is valid and is not a marketing tool used to
promote a new training product or service. Gerst mentioned that an
organization must understand the measurement tool used to gauge employee
engagement to make sound decisions pertaining to engagement.
The literature review covered relevant current and past studies on the
topics of managerial communication and employee engagement. Topics
discussed included (a) managerial communication, (b) managerial
communication behaviors, (c) managerial interpersonal skills, (d) crises
communication behaviors, and (e) employee engagement. In addition,
included in the literature review were systems theory and communications
theory. The literature review provided the basis for emphasis on managerial
communication behaviors within an organization to increase employee
engagement. Managerial communication (a) style, (b) delivery, and (c)
behaviors that are effective may have an effect on the productivity of
employees, and thus an effect on an organization as a whole.
Transition
In Section 1, I introduced the subject of managerial communication
and the possible effect on employee engagement. Section 1 included a
discussion of the general and specific business problems of the study.
Provided in Section 1 was (a) the nature of the study, (b) definitions of key
terms, and (c) potential business and social implications. Section 1
concluded with a review of the literature.
In Section 2, I lay out the procedures for conducting the study. Within
Section 2, I review the purpose statement and discussed (a) the role of the
researcher, (b) participants, (c) research methodology and design, (d)
population and sampling, (e) ethical research, (f) data collection ,and (g)
reliability and validity. In Section 3, I discuss (a) findings of the study, (b)
application to professional practice, (c) implications for social change, (d)
recommendations for action, (e) recommendations for further study, and (f)
reflections.
Section 2: The Project
I employed a qualitative methodology, using an interview as the
research instrument, to investigate the stated research question. The
selection of the qualitative methodology was due to my desire to understand
the learned experiences of the participants.
Purpose Statement
The purpose of this qualitative descriptive study was to explore
effective communication behaviors managers use to improve employee
engagement and organizational productivity. Data collection included 23
semistructured interviews using open-ended questions conducted with
managers and nonmanagerial employees from local government public
entities in the Tidewater, Virginia, area. This population was appropriate for
research pertaining to managerial communication behaviors and employee
engagement due to their personal experiences with managerial
communication and their ability to discuss their experiences surrounding the
effect of communication on their organization. In addition, the diverse
sample provided various perspectives.
The results from this study may influence social change by giving
business leaders insight into how effective communication behaviors
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.
Role of the Researcher
As the researcher, my responsibility included creating the questions
used for the participant interviews. I requested participation from those in
subordinate positions and managerial capacities in public industry to
complete an interview for the study. I also conducted the interviews, in
person, with all participants; analyzing the data obtained from the interviews
and interpreting the results. Interviews provided the data needed to answer
the research question because the interview question structure gauged the
participant’s experience. Marshall and Rossman (2015) stated that a
researcher must identify any bias, including background and values, which
have the potential to shape interpretations during research collection.
Analyzing the results included (a) compiling and transcribing all interviews,
(b) deducing the similarities and differences between the interviews, and (c)
using the interview data to identify themes regarding managerial
communication techniques and employee engagement within an
organization. The final responsibility as the researcher was ensuring that I
met ethical considerations when completing the research (Belmont Report,
1979). Respect for human participants incorporates two ethical convictions;
treat individuals as autonomous agents and those with diminished autonomy
are entitled to protection (Belmont Report, 1979). I conducted my research
in accordance with the guidelines of the Belmont Report.
As the researcher, I completed a thorough exploration to create a
meaningful contribution to business literature, particularly in the area of
managerial communication.
As someone who has worked in both employee and managerial capacities,
my connection to the topic is my career within the public sector. My home
is near the location of the study, which was another connection to the
geographic location of the participants.
Participants
Participants from the Tidewater area of Virginia completed interviews
for the doctoral study. Tidewater consists of seven major cities:
Chesapeake, Hampton, Newport News, Norfolk, Portsmouth, Suffolk, and
Virginia Beach. The most important distinction among sampling schemes
may be if a researcher intentionally selects a design-based sample prior to
data collection (selective) or leaves sample selection to be shaped primarily
by the data collection process (purposive) (Roy et al., 2015). I used a
nonrandom, purposive participant selection technique to choose participants
who met the study criteria and embodied the core population intended for the
research. Participant selection should have clear reasoning and achieve a
specific purpose related to the research question, leading some to describe
qualitative methods as purposive (Cleary et al., 2014).
I recruited participants using social media (i.e., Facebook, LinkedIn,
and Instagram). Two of the selected sites, Facebook and LinkedIn, had
pages geared towards organizations and businesses which made it easier to
find participants within the study parameters. I made a total of three posts,
one for each social media site. The social media posts indicated the (a)
study topic and instructional review board approval number, (b) participant
requirements, and (c) my contact information. Marshall and Rossman
(2015) indicated that a decisively selected sample allows the researcher to
support the research problem and question. The total population for the
research was approximately 250 individuals who were managers and
nonmanagerial employees, working for a local city government organization.
Each participant had to have at least 1 year working experience within
a public, local government organization in the Tidewater area. In addition to
the general participant requirements, all managerial participants had to
directly supervise a minimum of five employees and have a minimum of 3
years’ experience in a managerial capacity. O’Reilly and Parker (2012)
recommended minimizing sample size in qualitative research based on
expected reasonable coverage of the phenomenon given the purpose of the
study and stakeholder interest. The principle of data saturation entails
bringing new participants continually into the study until the data set is
absolute, as indicated by data duplication or redundancy (Marshall et al.,
2013). Saturation occurs when the researcher collects data to the point of
diminishing returns (Walker, 2012). Estimating adequate sample size
directly relates to the concept of saturation (Marshall et al., 2013). For
descriptive research studies, ranges for the number of participants include
approximately six to 10 participants (Smith, 2012). I interviewed 23
participants.
As discussed by Rowley (2012), a researcher should refrain from
using information that could identify a participant. All interviewee personal
and identifying information was confidential and inaccessible to the public
to protect the participant and encouraged transparency and honesty during
the interviews. All interview responses were confidential to the public to
promote openness during the interview and to reassure the participant that
participation in the study would not have a negative effect on their
professional lives (Rowley, 2012). I recorded via digital recorder and stored
all data on my personal computer for a minimum of 5 years. Destruction of
data occurs after 5 years
(Cridland et al., 2015). The computer is password protected and kept in my
possession. Use of participant identifying information on interview
transcripts may jeopardize confidentiality (Morse & Coulehan, 2015). To
protect the confidentiality of participants, I did not include the use of
participant names on the interview transcripts or use in any part of the study.
Prior to the interview, participants received, reviewed, and signed a consent
form to participate. Tracking of consent occurred in an Excel spreadsheet.
At the conclusion of the study, participants received a one-page summary of
the study
results.
Research Method and Design
The methods and designs selected for research were critical to
research results. The selected research method and design ultimately
influenced research findings and created a relationship between studies
(Mercieca & Mercieca, 2013). Researchers who use quantitative research
methods can measure data objectively to examine a predetermined
hypothesis (Hartas, 2015). Qualitative analysis involves collecting data in
the natural verbal or written form, gaining a high level of insight into how
individuals make sense of events and experiences (Hartas, 2015).
Research Method
Of the three research methodologies accepted by most researchers
(quantitative, qualitative, and mixed methods), I selected the qualitative
methodology for this study. Van Maanen (1979) encouraged researchers to
use qualitative methodology as a source of insight into organizational
phenomena. Qualitative methodology applies to the social sciences, such as
business (Bluhm, Harman, Lee, & Mitchell, 2011). Researchers use the
qualitative methodology to investigate topics that are more expressive in
nature. Bluhm et al. surmised that qualitative research focuses on words and
observations to express reality and attempts to describe people in innate
situations. Sallee and Flood (2013) stated that one of the primary strengths
of qualitative research is the focus on context; researchers have the ability to
develop an understanding of context and how individuals behave in natural
settings when obtaining data. I focused on business content, centered on
managerial/employee communication. Managerial/employee interaction,
particularly communication, occurs in a natural, everyday setting and thus
researched using the qualitative method. Based on the topic of the study, the
qualitative method was the selected approach for this research.
Quantitative is the oldest and the most identifiable methodology
within the research field, used to explain relationships (Wisdom, Cavaleri,
Onwuegbuzie, & Green, 2012). Researchers who employ quantitative
methodology use specific theories as a point of reference to observe specific
phenomena (Wisdom et al., 2012). The use of empirical observation
falsifies the constructed hypotheses (Wisdom et al., 2012). Being that the
research I conducted focused on understanding a phenomenon and the
personal lived experiences of the participants; I did not believe quantitative
research was the best approach to use for the study topic. The third
methodology, mixed methods, is a combination of both the quantitative and
qualitative methods in a single study (Venkatesh et al., 2013). The central
premise of relying on mixed methods is the combination of quantitative and
qualitative approaches may provide a better understanding of phenomena
and relationships than either approach alone (Molina-Azorin et al., 2014).
Mixed methods was not the preferred approach for my research because of
the quantitative element used within this methodology.
I applied the qualitative method to the topic of effective managerial
communication behaviors and employee engagement primarily because I
believed quantifying the effect of managerial communication on employee
engagement may be difficult. When individuals speak of the unique value of
qualitative research methodology, they often name the capability to develop
awareness into how people understand and make sense of their worlds
(Tracy, 2013). Khan (2014) explained that the qualitative research method is
flexible and allows the researcher to work with a more open structure. I
noted that there were four distinct advantages to using the qualitative method
for the doctoral study. Bluhm et al. (2011) discussed benefits of the
qualitative research method. One advantage is the data obtained from
participant’s centers on that individual’s personal experiences (Bluhm et al.,
2011). Another advantage of using a qualitative method is that a researcher
can study a limited number of cases in depth concurrently, which is essential
to those who are completing the research (Bluhm et al., 2011). The ability to
describe complex phenomena is also an advantage to using the qualitative
research method (Bluhm et al., 2011). A final advantage is collecting data in
naturalistic settings, such as personal interviews and discussions (Bluhm et
al., 2011). For the research, I focused on the participant’s personal
experiences and wanted to describe complex phenomena; thus, the
advantages mentioned applied to my study.
The qualitative method is not without disadvantages. Data analysis
can be timeconsuming when using the qualitative method, and there is a
chance that personal biases of the researcher can negatively affect the
research (Bluhm et al., 2011). I understood the disadvantages of the
qualitative method and was conscious of the disadvantages while completing
the research.
Research Design
Qualitative designs include (a) ethnography, (b) narrative, (c)
grounded theory, (d) phenomenological studies, and (e) descriptive
research/case study (Marshall & Rossman, 2015). Yin (2014) explained that
the research design determines the direction of the research. Research
designs vary, and each has advantages and disadvantages; the choice of
research design depends on the purpose of the study and the nature of the
research (Fletcher & Conley, 2013). I used a descriptive research design in
the study.
Ethnography has increased in popularity within the research realm and
within organizational studies (Cayla & Arnould, 2013). Ethnographic
design involves extensive fieldwork and applies in a variety of public
settings that allow for direct observations of the activities of the group being
studied (Moustakas, 1994). I did not plan to complete direct observations of
the study participants; direct observation is difficult and requires repeated
access to an organization over time (Moustakas, 1994). Thus, ethnographic
design is not a fitting design for the research.
Grounded theory design is a frequently used qualitative method in the
social sciences (Johnson, 2015). A researcher using grounded theory design
focuses on unraveling elements of a particular experience (Moustakas,
1994). While I was interested in the aspects of managerial communication
and employee engagement, the primary focus of the study was not to
discover the components of a particular experience but rather to understand
the experience. For this reason, I did not employ grounded theory design.
Case study design occurs in various disciplines and may consist of
quantitative or qualitative data; case study design is the examination of
phenomena in a natural setting (Taylor, Dossick, & Garvin, 2011).
Sangster-Gormley (2013) described case study research as the assemblage
and presentation of thorough unstructured data gathered from various
sources to better understand specific groups, people, societies, or
organizations. Case study observations equate to qualitative research;
however, researchers from social science disciplines have shown that case
studies are often mixed methods projects with both qualitative and
quantitative aspects (Taylor et al., 2011). Taylor, Dossick, and Garvin
(2011) said data for a case study might come from (a) fieldwork, (b)
archived records, (c) verbal reports, or (d) direct observation. Herreid,
Schiller, Herreid, and Wright (2012) furthered the observation of Taylor et
al. (2011) by stating true-to-form case study design includes (a) adherence to
experimental design, (b) executing tests, (c) honoring evidence, (d)
examination of assumptions, and (e) questioning of conclusions. I did not
view the participants in a natural setting (i.e., office environment), and thus
did not believe the case study design was suitable for the research.
Employing a narrative research design indicates the desire to
understand the human experience through interpreting accounts of
qualitative research data (Hays &
Wood, 2011). Narrative design is reminiscent of storytelling, whereas the
goal is sharing and organizing knowledge and experience (Schmidt, 2014).
Culturally, individuals use narratives to (a) learn, (b) understand, and (c)
communicate (Schmidt, 2014). With the narrative design, the meaning of
the research comes from the story (Hays & Wood, 2011). Charmaz and
McMullen (2011) described narrative design as a mode of qualitative inquiry
informed by narrative theory as opposed to other qualitative designs
researchers may use to explore narrative data but not from a narrative
perspective. Thus, narrative design is an attempt to extrapolate meaning
from a story and to comprehend the human experience (Charmaz &
McMullen, 2011). The goal of the study was to understand the participants’
lived experiences, not to extract the meaning of the research from the stories
told. Thus, I did not employ the narrative research design.
The phenomenological design involves explaining the human
experience regarding a phenomenon from the view of the participant
(Zivkovic, 2012). Researchers who use the phenomenological design are
interested in the individual experiences of people (Khan, Kolts, Thase,
Krishnan, & Brown, 2015). The focal point of a phenomenological study
are people who work in like environments or share similar experiences to
discover commonalities among the group (Zivkovic, 2012). Researchers
using phenomenological design seek the essence of the phenomenon or
experience being investigated (Moustakas, 1994). I did not plan to research
a specific phenomenon and thus did not use the phenomenological design in
this study.
The descriptive research design involves collecting information
without manipulating the environment (Bickman & Rog, 1998). Descriptive
research is an approach to research that is not quantitatively experimental
(Hall & Jurow, 2015).
Descriptive research can provide information about the naturally occurring
behavior, attitudes, or other characteristics of a particular subject or group
(Giorgi, 2012). Descriptive research design may involve one-time
interaction with groups of participants or may follow participants over time;
research instruments can include surveys or interviews (Bickman & Rog,
1998). By selecting the descriptive research design, I explored the ongoing
relationship between communication behaviors and employee engagement
within an organization.
Population and Sampling
The basis of population selection for this research was participant
work experience, participant access, and geographic convenience to the
researcher and consisted of those living in the Tidewater area of Virginia.
All individuals participating in this study met the following criteria: (a) adult
full-time employee, (b) had been with their current employer for at least 1
year, (c) employed by a public, government organization in the Tidewater
area, and (d) work full-time. Managers participating in this study met the
following criteria: must have directly supervised a minimum of five
employees and have a minimum of 3 years’ experience in a managerial
capacity. The subsystem of managers and nonmanagement employees
within an organization aligned with systems theory by offering an individual
work product or service to their respective employer, which in turn supports
the community where the employer is located. The subsystem of managers
and nonmanagement employees within an organization aligned with
communications theory due to a need for mutual understanding in
communication among both groups to effectively complete their jobs.
I employed a nonrandom, purposive participant sampling method to
choose participants who met the study criteria and represented the
population intended for the research. As noted by Cleary, Horsfall, and
Hayter (2014), participant selection should have clear reasoning and realize a
specific purpose related to the research question.
Purposeful participant selection assisted me in addressing the research
question (Marshall & Rossman, 2015). For descriptive research studies,
sample size range includes approximately 6 to 10 participants (Smith, 2012).
To help ensure depth of information, I used a sample size of a minimum of
20 participants.
While there seemed to be no concrete way to justify sample size
within qualitative research (Marshall et al., 2013), I believed that a minimum
of 20 semistructured interviews with open-ended questions would provide
the needed information for a sound study. Saturation determined how many
participants I interviewed. Reaching saturation occurs after review of
questions and no new concepts or themes emerge in subsequent interviews
(Trotter, 2012). I anticipated reaching saturation by the time I interviewed
the 20th participant, but did not reach saturation until interviewing 23
participants. Expected return or reward for participation affects the response
rate of potential participants (Evangelista, Poon, & Albaum, 2012). People
participate in research based on (a) the perceived cost associated with
participation, (b) the award or reward for participation, and (c) the belief that
completion of participation leads to the receipt of any associated rewards
(Evangelista et al., 2012). Due in part to participation parameters, only 35
individuals responded to the interview request.
There are seven cities located in the Tidewater, Virginia, area. For
the purpose of this study, I focused on local government entities within the
Tidewater area. The population consisted of managerial employees and
subordinates that worked for two local government bodies in the Tidewater
area. The two local government entities have a total population of
approximately 250 potential participants. I based my estimate of this
population on information that is publicly available on these government
websites. Each individual received a cover letter explaining the purpose and
background of the study and the consent form. Once a participant provided
consent, scheduling of the interview occurred. The number of participants
considered necessary for a qualitative study does not have to be as large as
the sample needed for a quantitative study, as there tends to be a deeper level
of understanding required for a qualitative investigation (Polkinghorne,
2005).
All participant information remained confidential; however, I knew
the identities of the participants because I arranged and conducted the
interviews. Researchers use codes that identify individual participants as a
confidentiality measure (Morse & Coulehan, 2015). The participants
received a number at the beginning of the process and only used the number
to identify himself or herself on the audio recording; this process allowed me
to maintain confidentiality of the research participants. I asked each
participant five open-ended interview questions (Appendix A); 11
participants responded to the questions designated for managers and 12
participants responded to the questions designated for nonmanagement
employees. Each participant responded to all interview questions asked. At
the conclusion of each interview, I played back the audio recording and
reviewed each response with the participant for validation and accuracy of
intended meaning. I closed each interview by thanking the participant for
their time and willingness to participate in the research study. Destruction of
raw data occurs after 5 years.
Ethical Research
Researchers note the importance of consideration of ethics within an
exploratory study. Ethics is the continual development of a system of values
and high principles that inform and guide an individual’s activity and the
activity of an institution as a corporate soul (Gabriele, 2012). Gabriele
(2012) noted that ethics is as much about who a person is, as it is about what
an individual does. In this sense, ethics in research is critical especially
when one considers appreciably the power of research to touch the lives of
individuals and the world in which we live. Ethical guidelines and codes of
conduct adopted by professional researchers include (a) rules, (b) duties, and
(c) responsibilities (Resnick, 2012). I kept all ethical considerations in mind
while completing this study. Protecting all research participants was
essential to the integrity of ethical research and was the protocol when
obtaining data (Resnick, 2012). Keeping all research participant information
confidential from the public was the primary ethical consideration (Siedman,
1977).
As the researcher, I used safeguards to protect the confidentiality of
participants. I used an alphanumerical system when identifying participants
to eliminate the use of names while tracking the data for the study with each
participant receiving a unique alphanumeric identifier. The alphanumeric
code assigned to each participant was a safeguard. Codes that identify each
participant have meaning for the researcher only during analysis (Morse &
Coulehan, 2015). Upon completion of data analysis, removal of participant
codes from all subsequent writings may lessen the chance of a reader linking
participant data through a participant code (Morse & Coulehan, 2014).
Another example of a safeguard was the alphanumerical assignment key
securely stored on a password-protected computer owned by the researcher.
A password-protected computer will house data for 5 years.
Participants want reassurance of confidentiality in the research process
(Siedman, 1977). I did not request the names of the organization,
supervisors, or employees related to particular experiences when completing
the interviews with participants. This practice reinforced confidentiality
(Siedman, 1977). I collected participant signatures on the informed consent
agreement prior to holding the interview. Participants read the informed
consent agreement; participant signature indicated approval. I tracked
consent via an Excel spreadsheet, displaying the participant number and date
of consent. Participant honesty increases when the researcher is the sole
person who knows their identity (Gloe et al., 2013). Participants would be
more willing to be forthright, open, and honest with their interview
responses if they knew that I was the only one who knew their identity.
Privacy relates to confidentiality, mainly with regard to possible
harming of research participants (Heffetz & Ligett, 2014). While I did not
foresee the need to gather personal data, if the need to obtain personal details
arose, collection of the information would occur with (a) high sensitivity, (b)
offering enough rationalization for the use of the information, and (c)
addressing the right to informed consent. Participants could withdraw from
the study at any time for any reason; the procedures for withdrawal were in
the Informed Consent document. None of the participants withdrew from
the study.
There were no incentives given for participation in the study.
Data Collection Instruments
The use of data collection instruments give the researcher a tool to
gather useful information to understand and process observed results
(Goodman, Cryder, & Cheema, 2013). I chose an interview as the
instrument to collect data for the study because my focus was on obtaining
data on the personal experiences of each participant. Researchers commonly
use interviews to collect data within qualitative research (Copeland &
Agosto, 2012). The interview technique is one of the universal ways to
collect data in the qualitative research process because the interview
provides an opportunity for the researcher to collect meaningful data (Dubé,
Schinke, Strasser, & Lightfoot, 2014). The interview included five open-
ended questions that varied slightly based on the position held by the
participant (manager or employee).
An interview is an in-person attempt to acquire reliable and valid data
in the form of verbal responses from one or more participants (Englander,
2012). The roles of the interviewer and participant are structured or change
continually in the interview process (Doody & Noonan, 2013). I used the
interview as a tool to measure concepts of (a) effective managerial
communication, (b) factors of engagement, (c) ways to improve
communication, and (d) individual importance placed on communication
within the workplace. Raw data from the interview will be available upon
request from the researcher. The interview length allowed the collection of
data in the allotted 45-minute period. Interview length can have an effect on
the quality of responses, and thus interviewers who are cognizant of keeping
interviews shorter tend to receive more sound data (McGonagle, Brown, &
Schoeni, 2015). I used alphanumerical codes to identify participant
responses to maintain confidentiality of the participants. Located in the top
right hand corner of the interview form was the alphanumerical code. All
participants received and signed a copy of the informed consent form and a
copy of the interview questions at the beginning of the interview.
Using an interview as the data collection instrument is appropriate due
to the qualitative, descriptive nature of the research (Wright & Ogbuehi,
2014). I was aware that participating in interviews could be stressful for the
participant. In the cases where participants know all study details, the actual
interview may give rise to unanticipated negative emotions that even the
most sensitive questioning on the part of the interviewer cannot adequately
prevent (Englander, 2012). As the interviewer, my responsibility lay in
creating or maintaining a calm atmosphere that placed the interview
participants at ease; genuine recognition and appreciation expressed to the
participant for participating in the interview often sets the tone for positive
interaction (Ratley, 2013). I explained the entire interview process,
including the steps taken to protect participant identity.
Appendix A contains the interview questions.
Data Collection Technique
The data collection instrument I used was an interview. As the
researcher, I had the ability to observe the verbal and non-verbal behavior of
the participants. The ability to observe both nonverbal and verbal behavior
of participants is an advantage to using an interview for data collection
(Doody & Noonan, 2013). The interview consisted of five open-ended
questions designed to elicit in-depth responses as part of the descriptive
research design (Moustakas, 1994). Rubin and Rubin (2012) discussed that
since the researcher pursues a constant line of inquiry, the stream of
questions in an interview should follow a fluid design rather than rigid
design. Rubin and Rubin also mentioned that the researcher should evaluate
collected data and repeatedly question events and facts discussed during the
interview. I used the recommendation of Rubin and Rubin in the study.
I obtained a list of possible participants from the recruitment efforts
noted earlier within the study. I scheduled interviews with individuals who
responded to my requests for participants and who meet the criteria for the
study, which included (a) adult full-time employee, (b) had been with their
current employer for at least 1 year, and (c) the type of organization the
participant worked for. For managerial participants, the criteria included
minimum of 3 years supervisory experience and currently supervised at least
five employees. I selected 23 participants with a purposive, nonrandom
sampling technique and completed the interviews.
Participant responses provided perspective into managerial/employee
communication as it related to employee engagement. The interviews
occurred face-toface and entailed using open-ended interview questions.
The researcher should demonstrate gratitude to each participant (Yin, 2014).
The interview ended with a statement of gratitude, thanking the participant
for their time. Providing participants with options regarding meeting date
and time may increase the likelihood of participation
(Doody & Noonan, 2013). The interviewee had the option to complete the
interview on a Wednesday, Saturday, or Sunday of a selected week; this
allowed the participant to plan the interview around their work schedule.
Researchers may have to employ creative strategies to protect participant
identity (Mneimneh et al., 2013). The interview occurred in a private room
within a library located centrally within the Tidewater, Virginia, area. The
location of the private room (a) provided privacy, as it was away from the
main entrance, (b) had blinds that can be closed, and (c) had a door that can
be locked to prevent unauthorized access during the interview process.
The interview process did not exceed 45 minutes, which I verified by
completing a pilot test of the interview questions with colleagues as
suggested in Wahyuni’s (2012) research. Pilot testing is a small-scale trial
where a select number of participants vet interview questions and comment
on the mechanics of the interview (Wahyuni, 2012). The participants point
out any problems with the interview questions or instances where questions
are not clear (Wahyuni, 2012). The length of the interview in qualitative
research should not extend beyond an hour, where possible to ensure that the
interviewee remains engaged (Dubé et al., 2014). I planned to extend the
interview in the case that I did not receive answers to all interview questions
within the allotted time frame. A researcher can review interview responses
as needed if responses are audio-recorded (Stavros & Westberg, 2009). I
recorded all responses gathered during the interview. If a participant
objected to audio recording of the interview session, I would have notated
the interview responses by hand and had the participant sign the notation.
Listed in Appendix A are the interview questions. Journal writing is a
heuristic tool for a researcher (Hoover & Morrow, 2015). A researcher may
discover or learn new concepts when reviewing the notes within the journal
(Hoover & Morrow, 2015). I kept a journal when conducting the interviews
as a way to note elements of non-verbal communication and for personal
reflection. Epoche was used in the data collection process.
I completed member checking during the coding process to verify the
accuracy of the information obtained during the interview process. Member
checking is a quality control process in qualitative research during the course
of conducting the study because participants have the chance to review their
statements for accuracy (Harper & Cole, 2012). Member checking involves
inviting interview participants to review their responses for accuracy and
intended meaning (Morse & Coulehan, 2015). At the conclusion of the
interview, I replayed the audio recording and had the participant verify
accuracy of the responses. The participants either agreed or disagreed that
the summaries reflected their views, feelings, and experiences, and if
accuracy and completeness were affirmed, then the study is said to have
credibility (Lincoln & Guba, 1985). The use of member checking assists
with the reliability and dependability of a study (Lincoln & Guba, 1985).
Lincoln and Guba (1985) stated that member checking is a technique that
consists of repeatedly verifying with participant’s (a) the researcher's data,
(b) analytic categories, (c) understanding, and (d) conclusions.
The concept of epoche, also known as bracketing, is when the
researcher refrains from personal opinion to view the phenomenon without
prejudice and predetermined ideas (Moustakas, 1994). Overgaard (2015)
stated that epoche, in the purest form, is when the researcher purifies an
experience of assumptions inherent in the experience. Epoche should begin
as a self-reflective process, preparing for data analysis and
phenomenological reduction (Tufford & Newman, 2012).
Phenomenological reduction does not conclude the epoche process; the
researcher has to make an effort to eliminate the thought of past experiences,
thoughts, preferences, and emotions to receive the phenomenon in an
unadulterated form (Moustakas, 1994). While this was not a
phenomenological study, many of the techniques espoused by Moustakas
worked within a qualitative descriptive study.
Data Organization Technique
I organized data in two ways. All interviews were audio recorded,
ensuring an accurate record of the interview (Stavros & Westberg, 2009).
As suggested by Stavros and Westberg (2009), I recorded all data and
information gathered during the interview. Recording the interviews
ensured that I had an accurate record of the interview.
Researchers may have to employ unique strategies to maintain participant
confidentiality (Mneimneh et al., 2013). Saving the transcribed answers to
the interview questions on a password-protected USB flash drive protected
confidentiality of the participant, as I was the only person with access to the
USB flash drive. I will delete the transcribed interviews by destroying the
flash drive after 5 years. Next, I transcribed the interviews by code and date
of the interview. Interview transcription of verbal interviews includes (a)
reduction, (b) interpretation, and (c) representation to make the text
meaningful (Elo et al., 2014). For confidentiality purposes, each participant
received a unique code; this code consisted of the letter M for managers and
E for employees, followed by a two-digit number.
I took notes during each interview as a means of keeping my thoughts
organized and notating any item that required further clarification from the
participant. Note taking during the interview process can help facilitate
analysis (Muswazi & Nhamo, 2013). In note taking, the researcher makes
note of phrases or words participants use that add detail to the interview
(Leech, Collins, & Onwuegbuzie, 2014). Detailed, handwritten notes
covered words or phrases that piqued my interest during the interview or
areas where details were missing. Note taking during the interview process
also served as a way to determine if bias existed on the part of the
researcher. Draper and Swift (2011) recommended for the researcher to
keep notes of personal feelings and ideas during the interview process; after
the interviews are completed, the researcher can review the notes to see if
their thoughts created bias in the interview process. I kept all handwritten
interview notes and journal notes in a locked file cabinet within my home.
Data Analysis
Data analysis occurs as an explicit step in conceptually interpreting
the data set as a whole, using specific analytic strategies to transform raw
data into an original and coherent depiction of the research subject (Gale,
Heath, Cameron, Rashid, & Redwood, 2013). The data analysis process
consisted of detailed and consistent procedures involving organized steps to
ensure the validity and reliability of results. The first step entailed the
organization and preparation of the data for research analysis (Marshall &
Rossman, 2015). The second step was a complete review of all collected
data; this process allowed for the explanation of findings and provided
opportunities to filter out data that did not pertain to the research question or
overall purpose of the study (Marshall & Rossman, 2015). The third step
was the commencement of the coding process, which allowed segmentation
of the data to begin (Yin, 2014). 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?
A code in qualitative inquiry is a word or short phrase that
symbolically assigns a summative for a portion of language-based or visual
data (Smith & Firth, 2011). The data can consist of (a) interview transcripts,
(b) participant observation field notes, (c) journals, and (d) documents
(Smith & Firth, 2011). Yin (2014) noted researchers have three choices
regarding coding generation: develop codes before the data collection
process and fit data to the codes; formulate codes based only on the
emerging data generated; use a combination of predetermined and emerging
codes. Once I completed the collection of the interview data, I employed the
modified van Kaam method of phenomenological data analysis (Moustakas,
1994). Using a descriptive research design for this study, it was appropriate
to use the van Kaam method for data analysis. Moustakas (1994) explained
that the primary source of knowledge is an individual’s perceptions.
Moustakas presented a phenomenological analysis model that focused on
four elements to include epoche, phenomenological reduction, imaginative
variation, and synthesis of meanings and essences. This technique can add
value within a qualitative descriptive study.
The concept of epoche, also known as bracketing, is when the
researcher refrains from personal judgment to view the phenomenon without
bias and preconceived notions (Moustakas, 1994). Overgaard (2015) stated
that epoche occurs when the researcher purifies assumptions inherent in the
experience. Researchers should begin the concept of epoche as a self-
reflective process, preparing for data analysis and phenomenological
reduction (Tufford & Newman, 2012). Phenomenological reduction is not
the end of the epoche process; the researcher has to make a conscious effort
to remove the thought of previous experiences, perceptions, preferences, and
feelings to receive the phenomenon in a pure form (Moustakas, 1994).
Phenomenological reduction includes the concept of bracketing, which is the
process of placing factors at the heart of the study into brackets while setting
other elements aside (Moustakas, 1994). Moustakas (1994) explained that
bracketing enables the research process to remain embedded in the research
questions, exclusively reflecting the topic under investigation. When
completing data analysis, I used the epoche process. I bracketed terms and
factors from the completed interviews while setting other items from the
interviews aside.
The second process in phenomenological reduction is horizontalizing,
where the researcher handles collected data with identical value, lists the
data, and segments data into germane groups (Moustakas, 1994). In the
horizontalizing process, the researcher reviews and examines all participant
responses as potentially relevant (Bernauer, 2015). Moustakas explained
that removing data deemed immaterial to the research topic allows for only
the textual meanings and static elements of the phenomenon remain.
Moustakas mentioned that phenomenological reduction is a practice where
the researcher consciously views the phenomena as phenomena all while
intentionally listening to understand the fundamental worth of events. The
process of imaginative variation follows phenomenological reduction; the
use of imaginative variation provides a means of expanding on the themes
revealed to build detail of the experience for the reader (Koch, Niesz, &
McCarthy, 2013). Discovery of fundamental concepts occurs by using the
process of imaginative variation; thus, the researcher can attempt to answer
how the phenomenon came to be (Moustakas, 1994). Intuitive integration is
the final step in phenomenological analysis (Moustakas, 1994). The process
of intuitive integration allows the researcher to combine individual textual
and structural descriptions into a sole description, capturing the experiences
of the participants in regards to the phenomenon (Moustakas, 1994). I used
horizontalizing within the data analysis process. I viewed all participant
answers given as potentially relevant to the research question asked.
I anticipated the collection of thick, rich responses from participant
interviews. The NVivo10™ qualitative analysis software program helped me
manage data coding, storage, and analysis of data for this study. One of the
main advantages of the program was the ability to assist with the coding of
data. The NVivo 10™ software allowed me to perform content analysis and
discover themes and patterns within the interviews. I used the NVivo10™
qualitative analysis software program to (a) organize data, (b) manage ideas,
(c) query data, and (d) report data in a concise and controlled manner
(Guangming, Wenjuan, & Jinjin, 2014). Interview responses from the 23
participants, which were representative of managers and employees within
local public government entities, served as the data for the study.
A form of qualitative data analysis is the modified van Kaam process
(Moustakas, 1994). The modified van Kaam process is a seven-step
methodology used in data analysis (Wertz, 2015). I incorporated the seven-
step modified van Kaam process in data analysis. The first step in the
modified van Kaam process was to list every expression relevant to the
experience and develop preliminary groupings (Wertz, 2015). In the second
step, I reduced and eliminated groupings by testing each expression for three
requirements; (a) did the expression hold a moment of the experience that is
required, (b) was there a possibility to abstract and label the moment, and (c)
removal of any expressions that failed to meet the two noted requirements
(Moustakas, 1994).
Step three in the process was to cluster and thematize invariant
constituents by thematic label (Polkinghorne, 2005). In the fourth step, final
identification of the invariant constituents and themes by application
occurred. Included in step four was a validation process in which (a)
invariant constituents were confirmed, (b) themes were expressed clearly in
the transcription, (c) themes were verified as compatible, and (d) themes that
were not explicit or compatible were deleted (Moustakas, 1994). The fifth
step involved the construction of an individual textural description of the
experience for every participant (Moustakas, 1994). In the sixth step,
construction of an individual structural description of the experience for each
participant occurred (Moustakas, 1994). The final step of the process
entailed the construction of a textural-structural description of the meanings
of the experience that included the invariant constituents and themes
(Moustakas, 1994). By using the modified van Kaam seven-step process, I
hoped to explain the essences and lived experiences of the participants in the
study.
Reliability and Validity
Using reliability and validity strategies within the research study
ensured the results were trustworthy (Wahyuni, 2012). When completing
qualitative research, quality and trustworthiness were instrumental in
demonstrating the reliability and validity of the study (Tracy, 2013).
Reliability measures the consistency of the researcher's approach across
varied research studies (Marshall & Rossman, 2015). Documentation and
following research protocol was essential when substantiating the reliability
and validity of a study (Marshall & Rossman, 2015). In qualitative research,
the concepts of (a) credibility, (b) transferability, and (c) dependability all
play a part in establishing the reliability and validity of the study (Lincoln &
Guba, 1985). Establishing credibility occurs when the results of the research
are believable by the study participants (Lincoln & Guba, 1985). The degree
of generalization or transfers with study results to other contexts is
transferability (Lincoln & Guba, 1985). Researchers should account for the
ever-changing context of research, which describes dependability (Lincoln &
Guba,
1985).
Reliability
Accurately documenting the procedures used in the study was
fundamental to establish reliability (Marshall & Rossman, 2015).
Developing and refining research protocol was significant in strengthening
research reliability (Marshall & Rossman,
2015). Yin (2014) stipulated researchers should attempt to eliminate
mistakes in the data transcription process and should repeatedly check for
code drift during the research process to ensure code consistency. I
compared the audio recordings to the transcribed interview notes to ensure
the accuracy of data. Al-Yateem (2012) noted the question development
process could lack consistency between the research questions and the
response to such questions.
Limitations of language, scales, associations, and subject knowledge
by the participant, could lead to erroneous findings (Al-Yateem, 2012).
Clear and concise interview questions helped to improve the reliability of
responses (Rubin & Rubin, 2012). Employing the use of probing and
follow-up questions ensured the full understanding of participant responses
(Rubin & Rubin, 2012). In addition, the use of member checking
strengthened reliability (Lincoln & Guba, 1985).
Confirmability within a research study involves a degree of neutrality
regarding the extent to which the findings of a study are shaped by the
respondents and not researcher bias (Whittemore, Chase, & Mandle, 2001).
I completed the Institutional Review Board (IRB) application, which
entailed a description of the research steps taken from the beginning of the
research project to the development and reporting of findings. Completing
and submitting the application for review was fundamental in establishing
confirmability as the application assisted in creating an audit trail. The
Institutional Review Board (IRB) provided an external audit of the data
collection procedures. An external audit is an integral step in confirming the
dependability of the study (Elo et al., 2014). Through using these strategies,
the reliability of findings in this study should improve.
Validity
In qualitative research, credibility corresponds to internal validity, and
transferability corresponds to external validity (Tracy, 2013). Establishing
mechanisms to ensure the validity of research was essential to producing
research findings and conclusions that are both legitimate and actionable
(Stavros & Westberg, 2009). By incorporating validity strengthening
strategies in the research process, the validity should improve (Marshall &
Rossman, 2015). Yin (2014) noted qualitative validity entails checking for
accuracy of results throughout the research process. Using several strategies
can strengthen the validity of the results, as each strategy is effectual
regarding different aspects of research (Yin, 2014). The use of clear and
concise language in interviewing increases validity (Yin, 2014). To increase
validity, I used clear and concise words while presenting interview
questions. Ensuring that the researcher has eliminated any potential bias is
another step that can strengthen internal validity. Internal validity is the
equivalent of credibility when conducting research (Yin, 2014). Marshall
and Rossman (2015) stipulated researchers should clarify their backgrounds
to elucidate to readers possible bias concerning interpretations of the data,
which I did by indicating I was an executive manager for a local government
entity and that I lived in the Tidewater area.
Qualitative research involves exploring how participants attach
meaning to actions, events, or processes in a natural setting, therefore,
interview questions should be clear to the participants (Hermanowicz, 2013).
As a validation step, I completed member checking during the coding
process to verify the accuracy of the information obtained during the
interview process. Member checking strengthens the credibility of a study.
Yin (2014) noted qualitative generalization entails the researcher
generalizing data into a broader theory. Accomplishing transferability
occurs due to the precise layout of research procedures and identification of
research participants (Elo et al., 2014). Using a precise layout of the
research procedures and identifying the research participants enables a
reader to make an independent determination about the transferability of the
findings; it is up to the reader to determine the generalizability of the study
(Elo et al., 2014). Validity and reliability are accomplished when a
researcher completes steps to ensure credibility and trustworthiness is
apparent in study results (Tracy, 2013). By completing all of the items noted
in this section, I ensured that the validity and reliability of the research lent
credibility and a sense of trustworthiness to the research.
Transition and Summary
Within Section 2, a detailed review of the research methodology
occurred, to include the choice to use a descriptive research design for the
study. Section 2 also included the process for participant selection,
instrumentation and data collection, and the data analysis process. Section 3
included a report and description of the results of the study. I concluded
Section 3 by presenting a summary of the findings resulting from my
analysis. Areas for future research are within Section 3.
Section 3: Application to Professional Practice and Implications for
Change
Introduction
The purpose of this qualitative descriptive study was to explore
effective communication behaviors managers use to improve employee
engagement and organizational productivity. The inability of managerial
staff to establish a connection with their workforce through use of effective
communication can lead to organizational chaos, low productivity, and
decreased profitability (Bisel et al., 2012). Organizations that focus on soft
skills, including communication, enjoy 85% higher profits compared with
firms that are least effective at communicating with their employees (Robles,
2012).
I conducted semistructured interviews with 23 participants who
worked for local government entities in the Tidewater, Virginia, area. I
asked the participants open-ended interview questions and allowed for an
exchange of their perceptions and relevant experiences (Bjerregaard, 2011).
After achieving saturation, I entered the data into the NVivo10™ qualitative
analysis software program used for data analysis. Using the modified van
Kaam method of data analysis, the following emergent themes were: (a)
openness, respect, and transparency when communicating a message; (b)
positive communication promoted an engaged workforce; (c) favorable
communication increases engagement for both the manager and employee;
and (d) unproductive communication decreases engagement for both the
manager and employee.
Presentation of the Findings
I used participant interviews to obtain the data needed for this study.
The data collected answered the following overarching research question:
What communication behaviors do managers use with their employees to
improve employee engagement and productivity?
The data obtained for this study was via participant interviews. The
data reached saturation when the interview responses became repetitive and
no additional pertinent information came from participant interviews
(Walker, 2012). I reached saturation after the 23rd participant interview.
The first theme that emerged was openness, transparency, and respect when
communicating a message from a manager to an employee. The second
emergent was positive communication affects workforce engagement. The
third emergent was favorable communication increases engagement for both
the manager and employee. The fourth emergent theme was that
unproductive communication decreases engagement for both the manager
and employee. The noted themes were in alignment with the conceptual
framework used for this study, which included systems theory and
communications theory.
Due to the open-ended nature of the interview questions, participants
were able to respond with varied levels of detail. When responding to the
first question, each participant alluded to the organization type that classified
his or her employer (i.e., public school system or local city government). Of
the 11 managers who participated, six worked for a public school system in
the Tidewater area and five worked for a local city government in the
Tidewater area (see Table 1). Of the 12 nonmanagers that participated, five
worked for a public school system in the Tidewater area and seven worked
for a local city government in the Tidewater area (see Table 1).
Table 1
Professional Affiliations of Participants
Participant type Organization type Number % of total
All Local government entity 23 100
Manager Public school system 6 26
Manager City government 5 22
Employee Public school system 5 22
Employee City government 7 30
Emergent Theme 1: Open, Respectful, and Transparent
Communication
Participant responses to the first and second interview questions were
similar in spite of working for different government entities. Responses to
Interview Questions 1 and 2 contributed to this theme. Employee Participant
2 stated, “Transparency in communication is essential to trusting not only
the message but also in trusting my manager.” Employee Participant 9
expressed, “I appreciate managers who are open when communicating with
employees. I define open as not withholding information from employees.”
Manager Participant 4 stated, “I hate it when communication is
condescending. I truly embrace respectful communication.” He noted that
respect in communication should flow both ways but should start with the
manager, as the manager should lead by example. The data aligned with
Kiyomiya’s (2012) findings that stressed the importance of managers being
forthright when communicating instead of employing deceptive techniques.
Kiyomiya noted that managers should use the communication techniques of
being (a) clear, (b) concise, (c) honest, and (d) consistent in daily
interactions with employees.
When responding to the first and second interview questions, 22
participants used the terms open, transparent, and respectful in their
answers. Based on the context of the interview responses, each term had an
implied definition. The participants who responded with the terminology
open, transparent, and respectful specified their thoughts on each term in the
responses. When participants used the term open communication, the
implied meaning was communication where all parties were able to express
thoughts and ideas. Transparent communication implied giving the
information others need to know what is occurring and to avoid surprises.
Both transparent and open communication reduces uncertainty for
employees (Homburg, Klarmann, & Staritz, 2012). Respectful
communication implied providing undivided attention when another is
speaking and confirming assumptions to avoid misunderstandings. When
communication is respectful, there becomes an increased ability to manage
conflict and stress (Moreland & Apker, 2015). Table 2 represents participant
responses on effective organizational communication.
Table 2
Effective Organizational Communication
Participant type Participant answers Number Total
Manager Open communication 5 45%
Manager Transparent communication 3 27%
Manager Respectful communication
2 18%
Manager Fair communication 1 9%
Employee Open communication 7 58%
Employee Transparent communication 4 33%
Employee Respectful communication 1 8%
Emergent Theme 2: Positive Communication Promotes an Engaged
Workforce
Participant answers to the third and fourth interview questions were
similar. The theme of positive communication increasing work engagement
(from both the employee and manager perspective) emerged from this set of
questions. Welch (2011) detailed how employees felt more engaged with
daily work assignments when communication efforts from direct managers
were positive. Some of the participants were able to provide specifics as to
how favorable communication promoted happiness and increased their
engagement within the workplace. Employee Participant 9 stated, “Talking
to my supervisor in a productive way lessened stress and made me want to
do a better job overall.” Manager Participant 7 noted, “Positive
communication with my employees brings a certain synergy to the
workplace and boosts my confidence as a team leader.”
Other participants were unable to provide specifics but simply noted
they believed more involved with organizational goals when communication
was fruitful. The data aligned with the findings of Karanges, Beatson,
Johnston, and Lings (2014). Karanges et al. noted that while drivers of
employee engagement consist of (a) apparent support, (b) job characteristics,
and (c) value equivalence, managerial communication appears to influence
both the process and preservation of employee engagement efforts. Overall,
the authors concluded that communication is an integral part of the
performance of employees (Karanges et al., 2014). Managers who are good
communicators hold a powerful position within an organization (Welch,
2011). Managers with sound communication skills can influence the
employee output as well as engage direct reports in an enlightened way
(Welch, 2011). Table 3 represents participant responses on the effect
positive communication had on work engagement.
Table 3
Positive Communication Effect on Work Engagement
Participant type Participant answers Number Total
Manager Engagement increased 9 82%
Manager Engagement decreased 0 0%
Manager Engagement unchanged 2 18%
Employee Engagement increased 10 83%
Employee Engagement decreased 0 0%
Employee Engagement unchanged 2 17%
Emergent Theme 3: Favorable Communication Increases Engagement
Participant responses to the fifth question were similar across
participant type. From the employee participant perspective, nine
participants noted that positive communication with their supervisor
increased overall desire to serve the respective agency. Employee
Participant 11 said, “I enjoy my workplace so much more when I have a
good relationship with my supervisor, part of that relationship being a great
communication dynamic.” Employee Participant 5 specifically stated, “I
experienced an increased desire to engage at work due to a great
communication rapport with my immediate supervisor.”
From the managerial participant perspective, productive
communication with employees positively affected engagement. Eight of
the managerial participants felt better connected to their employees and
workplace when communication was constructive, which increased their
overall work engagement. Manager Participant 2 stated, “I am truly
encouraged when I have a good, productive conversation with an employee
that I supervise.” Manager Participant 7 noted, “I tend to believe that I
connect more with my employees through productive communication.”
The response from nine of employee participants aligns with the data
of Ho, Wong, and Lee (2011). Ho, Wong, and Lee explained that an
employee has to possess two types of passions for full work engagement;
harmonious passion and obsessive passion. Ho et al. further detailed that
passion is a strong inclination towards an activity that employees find
significant; once an employee identifies a passion or attainable goal within
their work program, engagement increases. Perrewé, Hochwarter, Ferris,
McAllister, and Harris (2014) described a passionate employee as one
emotionally committed to their work and their organization. The participant
responses also aligned with the description noted by Perrewé et al. (2014).
Nine employee participants demonstrated passion for work engagement
when responses implied that they felt an increased desire to serve their
respective agency. Table 4 represents participant responses on how positive
communication affects work engagement.
Table 4
Ways Positive Communication Affects Work Engagement
Participant type Participant answers Number Total
Manager Better connected to employees/workplace
8
73%
Manager
No additional effect
3 27%
Employee Increased desire to serve agency 9 75%
Employee No additional effect 3 25%
Emergent Theme 4: Negative Communication Decreases Engagement
The fifth question also revealed the fourth emergent theme.
Counterproductive or strained communication with his or her supervisor
made most employee participants disconnected from their work program and
influenced performance negatively. Employee Participant 6 described an
experience with a manager who used condescending language and tone
when speaking with employees. The participant continued to note, “I
strongly disliked working with this supervisor and overtime became
withdrawn from my work assignments.” Employee Participant 10 stated, “I
had numerous arguments with my immediate manager due to
communication differences that made me purposely compromise project
deadlines.” The employee responses to this question aligned with the
research of Men (2014). Men stated that disengaged employees (a) complete
the minimum amount of work to stay employed, (b) are resistant to change,
(c) allow negative attitudes to infiltrate the organization, and (d) view work
as a chore. Employee participant responses indicated a resistance to change
and only wanting to complete the minimum amount of work. In addition,
there was an indication that employees became withdrawn from the work
program when disengaged. Pater and Lewis (2012) further elaborated that
disengaged employees as those who passively withdraw from work and
display active resistance to new ideas.
Managerial participants questioned their managerial efficacy when
communication with employees was combative or ill received, which had a
damaging effect on work engagement. Seven manager participants alluded
to feeling a sense of defeat when unable to connect with employees when
communicating. Manager Participant 10 specifically recalled an instance
where an employee, frustrated by what they considered a lack of direction on
her part, had cursed her out. Manager Participant 10 stated, “The employee
in question said I didn’t give her clear direction on a task. When I asked her
to explain what she meant, she hurled curse words at me. Needless to say,
our communication stopped immediately.”
Seven of the managerial participant responses mimicked the data of
Khan and Ahmad (2012). Khan and Ahmad analyzed managerial
interpersonal skills (ability to motivate, communicate, and build a team) and
their effectiveness at different levels of management. Khan and Ahmad
found that a manager’s capability to motivate employees via communication
is a vital interpersonal skill. Additionally, Howard (2015) elaborated on
interpersonal skills within the workplace. Howard noted that interpersonal
skills are the tools individuals use to relate and communicate with colleagues
in an organizational environment. Robles (2012) discussed soft skills as
being an internal quality that an individual possesses. When managers were
unable to communicate with employees effectively, they began to question
their interpersonal skills. Table 5 represents participant responses on how
negative or unproductive communication affects work engagement.
Table 5
Effects of Negative Communication on Work Engagement
Participant type Participant answers Number Total
Manager Question managerial efficacy/interpersonal skills 7
63%
Manager No additional effect 4 36%
Employee Negatively affects work performance 11 92%
Employee No additional effect 1 8%
The emergent themes from the data analysis aligned with systems
theory and communications theory as detailed in the conceptual framework.
Systems theory in relation to organizational success is dependent upon (a)
synergy, (b) interrelations, and (c) co-dependence between different
subsystems (von Bertalanffy, 1950). Instead of 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). Employees encompass a vital subsystem within an
organization that promotes organizational success (Ingram, 2013). In this
study, the two relevant subsystems were managers and the employee
workforce. The results of the study are in concert with systems theory in
that (a) leadership communication is integral to employee engagement and
(b) employee/manager relations are an important component of an
organizational entity (Ingram, 2013).
The results of the study also aligned with communications theory.
The focal point of communications theory is the transmission of information
between people (Bannerman & Haggart, 2015). With communications
theory, the environmental context message delivery can have an effect on the
fidelity of communication (Duncan, 1973). Within a communication
system, shared understanding is fundamental to success (Duncan, 1973).
Duncan (1973) detailed that communal understanding means that an
individual reacts 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). Further, Ng and Feldman (2013) concluded that language and
communication allow people to develop a sense of self and to interact with
others in the community.
Applications to Professional Practice
A number of variables play a part in establishing and maintaining
effective communication between manager and employee, which in turn
influences employee engagement. Understanding the mutual expectation of
positive and productive communication exchange between manager and
employee may improve overall engagement as well as employee retention.
Twenty-two of the participants stated that (a) openness, respect, and
transparency are needed when communicating a message; (b) positive
communication promoted an engaged workforce; and (c) favorable
communication increases engagement for both the manager and employee,
significantly improving worker engagement. Eighteen participants also
noted that unproductive communication decreases engagement for both the
manager and employee. This study will add to the existing body of
knowledge on employee engagement factors and provides organizations with
resources to use to develop and train managers on effective communication
strategies.
I identified common variables that contribute to effective
communication and employee engagement. The first common variable was
communication that was open, respectful, and transparent. The second
common variable was the connection between effective communication and
an engaged workforce. The third common variable was increased
engagement was due in part to favorable communication. Organizational
leaders may use the findings (a) in meetings, (b) presentations, or (c) other
training efforts to encourage management communication practices that
positively affect employee engagement. Based on the findings of the study,
management communication practices that increase employee engagement
were (a) honest communication, (b) open communication, (c) transparent
communication, and (d) positive communication.
Managers can use the findings from this study to develop and
reinforce communication strategies that improve the dynamic between
managers and employees. For example, executives might gear management
training toward communication styles and how each style influences
employee engagement. Conversely, executives may also choose to develop
training on least effective communication styles and how those styles
decrease employee engagement. Developing communication strategies that
positively affect employee engagement could lead to better organizational
productivity and less employee turnover.
Organizational leaders might use the findings from this study to create
management training and strategies that improve employee engagement, in
turn minimizing employee turnover. Embedding positive communication
strategies in the organizational employee retention plan may keep productive
employees from leaving the company. When an organization’s employees
are productive, organizational success may improve.
Implications for Social Change
The results of the study could facilitate a constructive change within
organizations by creating awareness around communication strategies
employed by management that, in turn, could influence employee
engagement. A productive organization may contribute to society in a
positive manner; for instance, educated students are an output of a well-
managed school division which should affect society positively (Merrifield,
2013). If employees are engaged 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 may occur.
A lower unemployment rate may lessen the overall burden on
government and society as a whole. In economic cycles where there are low
rates of unemployment there is (a) greater economic activity, (b) stronger
demand for workers, and (c) a higher demand for goods and services
(Shimer, 2012). Employees tend to earn higher wages and gain more
economic power. They also have more taxable income, which means more
revenue for state and federal governments (Shimer, 2012). Understanding
the contribution of an engaged workforce on society as a whole may
influence organizations to place more emphasis on improving and
maintaining employee engagement.
Recommendations for Action
The findings within the study could assist organizations with
implementation of effective management communication strategies.
Organizations need to understand the connection between effective
communication and employee engagement. Understanding the influence
managerial communication has on employee engagement affects
organizational success, as a breakdown in communication can lead to
reduced productivity throughout the organization (Bisel et al., 2012). An
organization may run the risk of losing qualified employees if managers are
unable to communicate a message in a favorable way.
I recommend that organizations use the findings to train managers on
effective communication strategies. For instance, organizations might
mandate a communication training course for all newly hired managers
focusing solely on favorable communication strategies when supervising
employees. The communication strategies should focus on improving the
communication relationship between managers and employees. Improving
the communication dynamic between managers and employees can improve
work processes, strengthen manager-employee relationships, and reinforce
the idea that management cares about promoting a positive dynamic between
supervisors and employees (Welch, 2011).
I recommend distributing and sharing study findings at business
management, academic, and professional conferences. I also recommend
sharing research findings within academic research journals, organizations,
and publications such as Academy of Management Journal and Journal of
Business Ethics. Executives and managers attend professional seminars and
read academic journals and publications. By sharing the study findings in
the manners suggested, the likelihood of reaching an intended management
audience might be increased.
The findings of this study may apply to various types of organizations;
organizations may use this study improve managerial communication
strategies and employee engagement. Specifically, organizations could use
study findings to train management staff on favorable communication
strategies and techniques. By focusing on communication training,
organizations may in turn increase overall employee engagement.
Recommendations for Further Research
There was a limited amount of research on managerial communication
strategies that organizations could employee to positively affect employee
engagement. There is a need to conduct studies in the United States on
managerial communication strategies and the overall effect on employee
engagement. More specifically, I suggest additional investigation on how
positive communication between a manager and employee increases
managerial work engagement. The research results indicated that the
managerial participants felt more engaged in their work when message
delivery was successful. Increasing awareness on this subject may provide
organizations with the resources needed to improve management
communication strategies along with improving employee engagement.
I recommend additional research within organizations or industries
that report low employee engagement among staff members. Although I
conducted research on public, government agencies, I suggest conducting
research on both public and private organizations to see if communication
strategies differ between industry types. I suggest using the descriptive
research design with an interview as the data collection instrument.
Interviewing individuals on their personal, lived experiences adds a unique
perspective to the data.
I also encourage further study on communication vocal tone and
employee receptivity to managerial directives. I believe these topics are
natural counterparts to managerial communication. Conducting a
descriptive research study on these topics may provide organizations with
additional resources to improve employee engagement. These types of
studies may significantly contribute to the literature on employee
engagement factors and organizational processes.
Reflections
Completing the Doctorate of Business Administration Doctoral Study
process was a great learning experience for me. I have gained more insight
into the manageremployee dynamic, specifically pertaining to the
importance of communication between managers and the workforce.
Throughout the process, I diligently attempted to minimize error and bias.
Following the interview protocol and mitigating bias were of utmost
importance in this process. I facilitated a state of epoche during the
interviews and made sure that I did not personally know any of the
participants. The intent of the research was to explore the lived experiences
of managers and non-management employees who work for a local,
government entity in the Tidewater, Virginia, area to gauge perceptions of
effective communication and the effect on employee engagement. The
research process was a backdrop and foundation of the issue from multiple
perspectives. When collecting the data, the participants and I conversed by
means of open-ended interview questions. The participants answered all
questions without hesitation and with an eagerness to share their personal
experiences on the subject.
During the course of the interviews, I realized the importance of the
manageremployee communication dynamic and how that dynamic
influences employee engagement from both ends of the spectrum. Employee
participants were concerned about the transparency of messages that come
from management and the disrespectful manner in which management
communicated certain messages. Management participants were concerned
that failed communication was an indication that they possessed poor soft
skills. Overall, the common need for respect and openness when
communicating reverberated through the majority of interviews completed.
As someone who has been both an employee and manager, I can relate
to the concerns noted on both ends of the participant spectrum. As an
employee, I was sensitive to the communication style of my immediate
supervisor. As a manager, I am cognizant of the way that I deliver messages
to my employees. The major change in my thinking after completing the
study is the fact that organizations should focus more on training managers
on effective communication strategies while stressing to employees the
importance of receptiveness when management is delivering a message.
Summary and Study Conclusions
The purpose for this qualitative descriptive study was to explore
effective communication behaviors managers use to improve employee
engagement and organizational productivity. I collected data using
semistructured interviews as the collection tool. I interviewed 23
participants to obtain data for the study. Saturation occurs when the
researcher collects data to the point of diminishing returns (Walker, 2012). I
reached saturation when the data became repetitive and without the addition
of new information.
Upon completion of coding and analysis of the data, four main themes
became evident. I connected each emergent theme back to the literature,
existing body of knowledge, general systems theory, and communications
theory. My findings of the study clearly suggested that the themes of (a)
openness, respect and transparency when a message is being communicated;
(b) positive communication promoted an engaged workforce; (c) favorable
communication increases engagement for both the manager and employee;
and (d) unproductive communication decreases engagement for both the
manager and employee may assist organizations in developing
communication strategies that positively affect employee engagement
leading to better organizational productivity and less employee turnover.
