CHAPTER-1

BACKGROUND OF THE STUDY

1.1 INTRODUCTION
Hotel is service oriented entities where the full-hearted commitment and efforts of
employees are essential for its successful and safe operation. Hotel caters the
basic needs of guests like food, shelter and personalized services.
Hotels today are Home away from home. Hotels can be classified into different
categories or classes based on their operational criteria. For example the type of
accommodation they provide, location of the property, type of services provided,
facilities given and the clientele they cater to can help categories hotel today. It is
important to keep monitoring the employee s readiness to deliver the expected
results or far beyond the expected results. It is paramount important to keep the
employees engaged so that they will deliver their discretionary effort. On basis of
this understanding employee engagement surveys are regularly conducted at the
hotel. There was a sudden fall in the level of employee engagement just after the
hotel went into live operation on completion of the project implementation phase.
The decision was taken to improve the level of engagement through focusing the
exact driver of engagement and synthesizing this driver into sub drivers and
finding out the correlation of these with employee engagement factors before
implementing any action plans. To find out an effective turnaround several
brainstorming sessions and discussions among senior management team and
hotel operation experts were carried out. The main focus of these meetings was
to find out the way forward to improve the level of employee engagement. The
outcome of this endeavour was the identification of the drivers of employee
engagement and also the to single out the driver which is to be addressed
immediately to improve the level of employee engagement by considering the
low financial burden and the worst affected driver due to transition of the hotel
from project to operation phase. The result of all meetings have indicated that the
managerial communication is the driver to be addressed for getting the best
result. It was important to find the correlation of the internal communication with
employee engagement before advancing in this direction.
Present situation in the business world organizations are facing the instability in
terms of survival and profitability, in this regard organizations are realized and

started to look into employees as an asset so that they can utilize their skills,
knowledge and abilities to sustain the competitiveness in the industry.According
to Gallup Management Journal research done in 2006, only 29% of the U.S.
working population is engaged(loyal and productive), 55% are not engaged(just
putting in time), and 15% are actively disengaged
(unhappy and spreading their discontent) (Gallup Study, 2006). However in
employee engagement, employee communication plays the most vital role to
ensure the good relationship among the working population and also that the
consistent and honest communication is an important management tool for
employee engagement.
Employee communication is defined as the communication transactions between
individuals and groups at various levels and in different areas of specialization
that are intended to design and redesign organizations, to implement design and
contribute from day to day activities (Frank & Brownell,1989). In the absence of
consistent and honest communication, employees become concerned about the
future of the organization and will start thinking about leaving the organization)
(Durkin 2007). In addition, Durkin (2007) suggested that organization must
establish their purpose and values, then clearly share them with all employees.
Ideally, this should go beyond just making profits. would feel more obliged to
make difference and to ensure that they are adding value to others.
The poor communication is perhaps the most common problem among
businesses large and small. Most employees, regardless of their position in the
organization, will cite communication as an area in their workplace that needs
improvement (Prime Resources, 2009). Employee Communication answers
these needs by allowing all employees keep in touch what is happening in the
organization. Employees recognize the communication as an indication of their
relative value to the organization. If they are directly and consistently informed
about key issues, they in effect are participating in what is happening throughout
the company. The payoff is that employees who feel valued are more productive,
more likely to take initiative, and are frequently more willing to play a role in
innovation. (Lloyd M. Field).

1.1.1 MANAGERIAL COMMUNICATION STYLE:As a manager you communicate in a specific manner to your employees. Your
communication style can fall within different manner to your employees. Your
communication style can fall within different managerial approaches but in this
article I will focus on the two most common styles, namely the classical and
humanistic managerial communication styles. I will first explain the more formal
classical style.
1. A manager who has a classical managerial (authoritarian) communication style:

Communicates through formal communication media such as oral and

written visual communication and very little face to face discussions.

Creates but also uses opportunities to make the long and short term goals
of the business clear using these formal communication media.

Changes 'unacceptable attitudes and opinions by shaping new ones

through manipulation

Diminishes

fear

and

suspicion

because

of

misinformation

or

misinterpretation of the right but unclear information.

Communicates numerous rules to employees.

Prevents or corrects misunderstanding from lack of information and

prepares for and adjusts to change.

Provides mostly negative comments when employees are evaluated for

performance.

Rewards and punishes employees.

Speaks to the employees from the top not allowing much feedback or

opportunity for feedback.

Is task -oriented and does not concentrate much on the individual doing the
task

2.

A manager who has a humanistic communication style: Encourages,

supports and motivates employees

 Has well developed reward and communication systems in place.

Believes in participatory decision-making.
Follows employees-centered supervision and control approach.
Has a participatory problem solving approach.
Shares a common corporate culture.
Establishes role expectations and standard operating procedures (but only
discussing it in the terms)
Speaks with the employees on all levels and not only from the top.
Does not only use formal communication media to address employees but also
speak to employees face to face.
Has an open-door policy, meaning employees are always welcome to discuss any
problems they might have.
Considers both the task and the individual doing the task and not only the task.
1.1.2 EMPLOYEE ENGAGEMENT:There are differences between attitude, behaviour and outcomes in terms of
engagement. An employee might feel pride and loyalty (attitude); be a great
advocate of their company to clients, or go the extra mile to finish a piece of work
(behaviour). Outcomes may include lower accident rates, higher productivity,
fewer conflicts, more innovation, lower numbers leaving andreduced sickness
rates. But we believe all three attitudes, behaviours and outcomes are part of
the engagement story. There is a virtuous circle when the pre-conditions of
engagement are met when these three aspects of engagement trigger and
reinforce one another.
Engaged organisations have strong and authentic values, with clear evidence of
trust and fairness based on mutual respect, where two way promises and
commitments between employers and staff are understood, and are fulfilled.
Although improved performance and productivity is at the heart of engagement, it
cannot be achieved by a mechanistic approach which tries to extract
discretionary effort by manipulating employees commitment and emotions.
Employees see through such attempts very quickly; they lead instead to cynicism
and disillusionment. By contrast, engaged employees freely and willingly give
discretionary effort, not as an add on , but as an integral part of their daily

activity at work.
But is employee engagement something new, or simply old wine (long-standing
management approaches) in new (fashionable management-speak) bottles? Is it
just the latest management fad? We believe that while it does have clear
overlaps with analytical antecedents such as commitment, organisational
citizenship behaviour, job involvement and job satisfaction, there are also
crucial differences.
In particular, engagement is two way: organisations must work to engage the
employee, who in turn has a choice about the level of engagement to offer the
employer. Each reinforces the other.
An engaged employee experiences a blend of job satisfaction, organisational
commitment, job involvement and feelings of empowerment. It is a concept that
is greater than the sum of its parts.
Despite there being some debate about the precise meaning of employee
engagement there are three things we know about it: it is measurable; it can be
correlated with performance; and it varies from poor to great. Mostimportantly
employers can do a great deal to impact on people s level of engagement. That
is what makes it so important, as a tool for business success.

1.2 RATIONALE OF THE PROBLEM

There are several ways to establish a topic for the research paper. The research
topic has sprouted up from a simple question, that is, whether communication
affects employee engagement? An engaged workforce is a productive workforce,
but getting all of your people on the same page requires effort. That s it. Really,
Employees need to know how the organization is doing. They need to know how
they fit into the big picture. They need to know how their efforts influence the
overall outcome in terms of business results.
Just having those conversations with your people will produce some amazing
results. One of the issues weve seen time and time again is that a surprising
number of managers will bend over backwards to avoid having to actually talk
with their staff. It amazes us, but its true.

There was a book published several years ago titled The Pursuit of Something
Better, and in it the author talks about the CEO of US Cellular having regular
talks where employees could hear him discussing the key issues for the
business, what his expectations were for the staff, etc. That direct line of
communication did more to engage the workforce than all the emails, slogans,
and ad campaigns anyone could ever ask for.
A culture of open and honest communication needs to start at the top. Only then
can you foster employee engagement for years to come.
The emphasis on positive managerial relationships, trust and honest
communication is nothing unexpected, but does add hard data reinforcing sound
practices for all leaders to bear in mind if they hope to motivate their work force.

1.3 PROBLEM OF THE STUDY

The primary purpose of this study is to find the impact of managerial
communication style on employee engagement. The study also purports to know
whether managerial communication is an important variable of employee
engagement. Therefore four construct are used in the study are,
1) Employee Engagement
2)

Managerial Communication

3) Employees Job Performance

4) Organizational Working Environment

1.4 OBJECTIVES OF THE STUDY

1.4.1 General objective
The general objective is to study about the Impact of Managerial communication
style on employee engagement
1.4.2 Specific objectives
1)
2)

To find out the level of the employee engagement of employees.

To identify the drivers of the employee engagement and most affected
driver.

3)

To determine in what way communication affect engagement level of

employees (Their commitment, discretional effort and meaningfulness in their
work).

1.4.3 SCOPE OF THE STUDY

The study was confined to identify the important drivers which affect the level of
employee engagement in respect of The Windsor Castle. Next focus was to
identify the cost effective and most affected driver during the project to operation
transition period. This was the driver managerial communication style. Then
it was decided to find out the impact of managerial communication style on the
employee engagement. The three factors or characteristics of employee
engagement commitment, discretional effort and meaningfulness in their
(employees) work were taken as base for studies. The study covered
employees from different areas of hotel operation and they were selected based
on random sampling.

1.4.4 EXPECTED OUTCOME OF THE STUDY

The study attempts to measure the impact of managerial communication on
employee engagement. Organizations are slowly realizing that the employees
are the most vital assets for them, they need be very focused and being attentive
to ensure that the employee communication should be increased, so that they
able to attain their goals with maximum utilization of human resources. These
above will leads to high productivity level and organizations can be survived and
can taste the profitability. Thus, this study supports and revealed that the
employee communication has significant relationship with the employee
engagement level and also its predicting the employee engagement level in the
organizations. So the organizations and top management has pay attention on
the strategies and tactics and should ensure that it should be improved in near
future which will leads to high employee engagement level in their concern
organizations.

CHAPTER - 2
LITERATURE REVIEW

2.1 LITERATURE REVIEW

Employee engagement is a key driver to increase productivity, innovation,
retention and competitive advantage. The actions of an employee's direct
supervisor have a crucial impact on employee engagement. Managers who fail to
engage their employees by creating positive relationships with them can lead to
an exodus of top talent. The cost in time and resources to replace these
employees can be inordinate. A 2008 study by Henley Business School shows
that supervisors who affect engagement positively by tailoring their management
and communication style help their organizations reach their strategic goals.
It is clear that engagement begins with the employee being informed of the
workings of the organization and the department which is evidenced in the
Chartered Institute of Personnel and Development (CIPD), (2006) survey, i.e.
The two most crucial supporters of employee engagement are the opportunity to
provide upward feedback and to be well-informed about the organizations
workings by Basbous, (2011); Holton, (2009); Kang & Hyun,
(2012); Ruck & Welch, (2012). Further, Freitag&Picherit-Duthler, (2004), stated
that the Effective employee communication helps employees to comprehend
their role in the food and beverage department, thus leading to organizational
success. Additionally, Gruman& Saks, (2011) added with the view of Stein,
(2006) when employees are well-informed and are provided with a clear set of
goals, they will be more inclined to make good use of their time, assets, and
budgets. Consequently, employees remain on track when it comes to making
decisions regarding priorities and they are sure of their actions. Parsley (2006)
revealed that the effective communication as a significant driver of employee
engagement. A part of effective communication, enhancing the communication
Skills of managers and making communication as part of performance against
organization goal are also vital. Communication becomes more critical resource
under certain and stressful circumstances. Management and along with
managers and supervisors should play a role to ensure that employees and their

jobs are associated to mission and vision of the concern organization. This will
send a message directly or indirectly to the employees to feel that they are chief
and being cherished by the organization. Study by Shaffer (2004) found that
organization has improved their productivity and safety ratings through engaging
employees by means of carefully administering communication to fabricate trust.
And also he illustrious that the low recital communication (distributing
information) and high recital communication (improving performance). As a
result, he bring into being that high performance communication engaged
employees in ways that will improve employees performance through employee
engagement.
The significant role of communication is achieving optimum engagement levels
has also been highlighted by Watson Wyatt (2008) in his study, analysis of
employee engagement and its drivers, the consulting firm underlined
communication as holding a key role in affecting the overall engagement level of
employees. Communication also makes a positive difference in engagement.
According to the report, highly engaged employees receive communication from
their supervisors and senior management far more frequently than low engaged
employees. Every employee should be kept informed with any changes that can
affect their groups and they are not confused or argued any changes happened.
Besides that, organizations also have to play role to provide a clear instruction or
information to all employees and always make employees know what happen in
their organizations.
2.1.1 Evolution of the employee engagement concept:
Communication implications, Mary Welch, Lancashire Business School,
University of Central Lancashire, Preston, UK, Employee engagement is a vital
element affecting organisational effectiveness, innovation and competitiveness.
Three psychological engagement conditions are necessary for an employee to
bring themselves into their work role performance.
These determinants are: - meaningfulness (work elements), safety (social
elements), including management style, process and organisational norms) and
availability (individual distractions).

Engaged employees drive customer loyalty and that: The right people in the
right roles with the right managers drive employee engagement. The state in
which individuals are emotionally and intellectually committed to the organization
or group, as measured by three primary behaviours: Say, stay, strive. Job
engagement is in the context of organisational behaviour and defined it as: a
positive, fulfilling, work-related state of mind that is characterized by vigour,
dedication, and absorption.
The Gallup Organizations definition of employee engagement presented as: the
ability to capture the heads, hearts, and souls of your employees to instil an
intrinsic desire and passion for excellence.
This view adds a spiritual element to Gallups established cognitive and
emotional aspects of engagement. A Handbook of Essential Theory and
Research (Bakker and Leiter, 2010), Schaufeli and Bakker (2010, p. 22) position
work engagement as a mediating variable in their job demands and resources
model of work motivation and engagement and say: work engagement is the
psychological state that accompanies the behavioural investment of personal
energy. engagement is dynamic and subject to fluctuation. This is significant for
communication scholars and practitioners because it suggests that engagement
can be affected by management interventions such as internal communication.
Khan (1990) presents engagement as a three-component construct influenced
by three psychological states. Robinson defines the concept as a positive
attitude. Conversely, Saks (2006) argues that engagement is not an attitude but
a psychological state, while others (Sparrow and Balain, 2010) believe that
engagement is an attitude. Macey and Schneider (2008a) see engagement as a
complex network encompassing trait, state, and behavioural constructs. They
reflect on contentions in the literature and integrate views on the nature of
engagement with a definition that synthesises aspects of the self (trait, state and
behaviour) with situational aspects (organisational conditions): a complex
nomological network encompassing trait, state, and behavioural constructs, as
well as the work and organizational conditions that might facilitate state and
behavioral engagement (pp. 23-4). Kahn (2010) contrasts his conception of
dynamic engagement with steady-state (trait) views of motivation. He argues that

fixed motivation theories overlook the conscious and unconscious calculations

employees make over time which influence the degree of physical, cognitive and
emotional effort they expend. Kahn describes engagement as both delicate and
fragile, and quite resilient. So, Kahn s view of engagement exhibits a mixture of
attitudinal-type states together with more fixed steady-state predisposition traits.
This complex state and trait view of engagement is useful for communicators
since it highlights a need for employee communicators since it highlights a need
for employee communication to understand and serve internal stakeholders
core (trait) communication needs, as well as surface (state and attitude)
communication needs.
Moreover, internal communication represents one of the organisational
conditions that facilitate engagement. Kahn (1990) and Saks (2006),
organisation

engagement

can

be

defined

as

dynamic,

changeable

psychological state which links employees to their organisations, manifest in

organisation member role performances expressed physically, cognitively and
emotionally, and influenced by organisation-level internal communication.
Kahn (1990) and Saks (2006), organisation engagement can be defined as a
dynamic, changeable psychological state which links employees to their
organisations, manifest in organisation member role performances expressed
physically, cognitively and emotionally, and influenced by organisation level
internal communication.
Organisational commitment:Organisational commitment is characterised as a state rather than an attitude,
defined as: a psychological state that (a) characterizes the employees
relationship with the organization, and (b) has implications for the decision to
continue or discontinue membership in the organization (Meyer and Allen, 1991,
p. 67); and, a psychological link between the employee and organization
(Meyer and Allen, 1991, p. 67); and, a psychological link between the employee
and his or her organization that makes it less likely that the employee will
voluntarily leave the organization (Allen and Meyer,
1996, p. 252). Meyer and Allen (1991) proposed a three-component measure of
organisational commitment which integrates three forms of commitment as

components rather than types of commitment: affective (attachment to the

organisation); continuance (perceived cost of leaving); and, normative (obligation
to remain). Their three-component organisational commitment scale has been
influential in commitment measurement research.
Engagement

communication

Engagement

is

influenced

by

internal

communication, it is an organisational practice with the potential to effectively

convey the values of the organization to all employees, and involve them with the
goals of the organization. Senior management communication and open,
effective communication strategies are recognised as having a crucial role in the
development

of

positive

employee

engagement.

Senior

management

communication has been conceptualised as internal corporate communication.

Internal corporate communication can be viewed as one of the four dimensions
of internal communication along with internal line manager communication,
internal team communication, and internal project peer communication.
Communication between an organisations strategic managers and its internal
stakeholders, designed to promote commitment to the organisation, a sense of
belonging to it, awareness of its changing environment and understanding of its
evolving aims. Internal corporate communication involves organisational
practices designed to promote employee understanding of the goals of the
organisation and enable them to identify with the values of the organisation.
The article recognises a definition of organisation engagement as a dynamic,
changeable psychological state which links employees to their organisations,
manifest in organisation member role performances expressed physically ,
cognitively and emotionally, and influenced by organisation-level internal
communication.
Communicating for engagement, Jake Holwerda, Graduate Research
Assistant to CAHRS, internal communication ensures that employees are
pushing the firm forward when theyre at work. It make sure that employees know
what to do on the job, recognizing and acknowledging workers for superior
performance, and facilitating a setting where discussion of performance and
progress occur frequently and help to satisfy the basic needs of employees with
the effect of freeing them to focus on their work instead of the hurdles they have

to face to perform it. Satisfaction of basic needs encourages employees to make

judgments based on a genuine concern for the collective rather than the pure
economic calculations that would otherwise dominate. A recent study conducted
by Watson Wyatt states that Communication makes a positive difference in
employee engagement. High-engagement employees receive communication
from their supervisors and senior management far more frequently than low
engagement employees.

2.1.2 Driving Engagement and Business Performance with

Communication
A satisfied employee is more willing and able to take the steps necessary to
ensure customer satisfaction, which itself drives customer loyalty and, finally,
profitability and growth (Carrig& Wright, 2006).
Manage survey design and administration: According to Christopher Bennett,
business development manager at the Vancouver-based 1-800-Got-Junk? Which
has been ranked as the number one place to work in British Columbia by Watson
Wyatt two years in a row, the questions asked on a survey and how they are
presented will have a significant impact on that surveys ultimate usefulness.
When the right questions are asked, employees gain a forum to express views
that wouldnt be expressed otherwise. Not only does this enable the firm to
tackle problem issues before they become actual problems, but when used in
conjunction with communication of survey results, it demonstrates to employees
that management is actually committed to the workforce through its actions and
functions to improve engagement.
Sherry Whitely, senior vice president of human resources for Intuit, indicates
communication about surveys and action based on their results can turn around
the operations of a business unit. In terms of engagement levels, the companys
contact canter was among the lowest rated units of its business in 2004. In
response, the company followed a plan highlighted both by its pursuit of solutions
in problem areas and communication with employees. As a result, the lagging
contact canter became one the highest rated segments of the firm in the
following years.

VSP, the largest provider of eye-care, the two-fold benefit of effective

communication is the ability to rebuild confidence as well as increase
engagement. As part of the companys efforts to create and maintain high levels
of employee satisfaction, the human resource function looked to the CEO for
support, recognizing that its efforts would not reach their fullest potential without
total support from the top of the organization. However, just getting support from
senior leadership is not enough. It must be communicated, both explicitly through
action for it to mean something. At VSP, this translated to measures such as
personal responses to employee e-mails about concerns, conducting focus
groups, and casual chats between the CEO and employees over lunch in the
company cafeteria.
Rely on straightforward language
The consultants recommend communicating values through behaviour that is,
through actions and leaving everything else to a straightforward discussion of
what the companys intentions are, how employees will be affected, and why the
current course of action is being taken. The result was not only the clear and
efficient communication of the right message to the workforce that the company
was committed to its employees but also a stronger and more pervasive
message than any buzzword or corporate slogan could create.
Utilize appropriate channels
Face-to-face communication is by far the most effective way to communicate
anything of importance to employees. While technological advances have
reduced the costs of communicating greatly and offer many benefits to those
who choose to use them, an actual talk with someone means much more and will
go much farther in demonstrating the commitment necessary on the part of the
organization to breed high engagement in the workforce.
The biggest culprit behind poor corporate communication is e-mail, due largely to
its impersonal nature and rampant possibilities for misinterpretation. By and
large, e-mails recognition as a primary cause of communication problems within
a company is widespread; these create ranging from disputes over resources to
people leaving the organization. Rather than e-mail, then, personal interaction

and, if necessary, telephone conversations should be used when possible to

communicate, especially between managers and their direct reports.
Leverage communication for inclusion
The easiest way to improve the engagement of your company's workforce
through internal communication is simply to share as much information as is
possible with them. Beyond creating a line-of-sight between their individual
actions at work and the performance of the work-, business-unit, or company as
a whole, the very act of giving transparent access to information to employees
indicates two things. First, the company trusts its workforce enough to share
privileged information and, second, that employee inputs and opinions are
valued enough that management at all levels of the organization wants to hear
what employees might like to add to the discussion.
Impact of Managerial Communication style on employees attitudes and
behaviours, Shilpee A. Dasgupta, Damodar Suar and Seema Singn Department
of

Humanities

and

Social

Sciences,

IIT,

Kharagpur,

India,

Effective

communication is the lifeblood of a successful organization. It reinforces the

organizations vision, connects employees to the business, fosters process
improvement, facilitates change, and drives business results by changing
employee behaviour.
Managerial communication drives relationships and frames attitudes and behaviours
of employees in the workplace. Attitude has three components: affective, cognitive,
and behavioural. While the cognitive component represents the evaluation of stimuli
in the mind, behaviours are actions or reactions that occur in response to those
stimuli. In measuring attitudes, only affective/feeling components are assessed in
connection with communication, organisations, managers, and situations. Positive
attitudes manifest in well-adjusted behaviours and negative attitudes lead to the
reverse

Employees interpretation of supervisory communication depends not only on

what is said but also on how it is said. Managers can create an environment
through communication where employees employees feel happier and more
passionate about their jobs and exhibit attitudes and behaviours necessary for

improved organisational performance.

Reciprocity and strong mutual care are emphasised in Indian culture. Indian
culture stresses interdependence, sharing, and harmony with the surrounding
world. While horizontal orientation and rationalism are valued by Indians,
hierarchical orientation and emotionalism are also being valued. The family
structure in India is a close knit unit. Decisions are made only after prior
consultation with the family members. Making important decisions without talking
to the family is considered offensive and implies a lack of respect. These human
aspects of Indian culture may have implications in the workplace. This study
stresses the human function of managerial communication, a concept
neglected in communication style research. The human function embedded in
communication of managers/supervisors can affect the work relationships that
can facilitate or retard employees/subordinates attitudes and behaviours.
The way one verbally, non-verbally and para-verbally interacts to signal how
literal meaning should be taken, interpreted, filtered or understood, is known as
the communication style. Norton (1983) classifies communication styles into ten
different types dominant, dramatic, contentious, animated, impression-leaving,
relaxed, attentive, open, friendly, and precise.
McCallister (1992), combining Nortons (1983) styles, classifies communication
styles into noble, reflective, and Socratic. Comstock and
Higgins (1997), merge Nortons styles to four clusters of communication styles
cooperative, apprehensive, social, and competitive. Analogous to
McCallisters threefold typology of communication styles, Heffner (1997) groups
the communication styles into aggressive, passive, and assertive Noble style is
directive and straightforward and may be equated with aggressive style.
Reflective style is non-directive and may be parallel with passive style. Socratic
style emphasises on analysis of details and debates and may be similar to
assertive style. To understand the human aspects of managerial communication
and the formation of interpersonal relations in organizations, Heffner s
classification

of

communication

styles

can

be

adopted

to

study

perceivedmanagerial communication styles. Heffner s communication styles

appear simpler and emphasise more on human relations in workplace than
McCallisters communication styles.

Managers practice various communication styles. However, often one type

dominants and becomes habitual. In passive communication style, managers
avoid to express their needs, feelings, and feel shy to protect their rights. In
aggressive communication style, managers express their feelings and opinions
and advocate for their needs in a way that violates the rights of employees. While
passive managers are usually unable to convey the full thrust of their message,
causing irritation, delays, and rework, aggressive managers tend to be less
concerned with moving things along than in preserving their own status and
power over employees, though they may be successful in completing short-term
goals. Assertiveness is a behaviour that enables managers to act in their own
best interest and to stand up for themselves without denying rights of others. It
facilitates good interpersonal interaction. Assertive managers respect the needs
of employees and go through the mental process of assessing what they need to
know.
Assertive managers also have the skills and confidence to challenge ambiguity
and misunderstanding.
Superiors styles that are perceived to be more supportive can enhance
employees scope for decision making and help developing a sense of job
autonomy (Peccei and Rosenthal, 2001). The experience of being valued by
immediate supervisor and being treated fairly increases one s feeling of selfworth in the context of work. The recognition and respect to an employee as a
person and not as a mere wage earner creates a psychologically healthy
workplace. Literature suggests that supervisors willingness to listen, showing
confidence in employees, and encouraging participation of employees enhance
employees self-esteem that translates into organisational commitment. When
employees are trusted and offered challenging work, their enhanced self-esteem
may trigger the scope of job switching and better job in another organization.

2.2 Communication Theories

2.2.1 Cognitive Dissonance Theory
Cognitive Dissonance Theory argues that the experience of dissonance (or
incompatible beliefs and actions) is aversive and people are highly motivated to
avoid it. In their efforts to avoid feelings of dissonance, people will avoid hearing

views that oppose their own, change their beliefs to match their actions, and
seek reassurance after making a difficult decision.

2.2.2 Communication Accommodation Theory

This

theoretical

perspective

examines

the

underlying

motivations

and

consequences of what happens when two speakers shift their communication

styles.

Communication

Accommodation

theorists

argue

that

during

communication, people will try to accommodate or adjust their style of speaking

to others. This is done in two ways: divergence and convergence. Groups with
strong ethnic or racial pride often use divergence to highlight group identity.
Convergence occurs when there is a strong need for social approval, frequently
from powerless individuals.

2.2.3 Coordinated Management of Meaning

Theorists in Coordinated Management of Meaning believe that in conversation,
people co-create meaning by attaining some coherence and coordination.
Coherence occurs when stories are told, and coordination exists when stories
are lived. CMM focuses on the relationship between an individual and his or her
society. Through a hierarchical structure, individuals come to organize the
meaning of literally hundreds of messages received throughout a day.

2.2.4 Cultivation Analysis

This theory argues that television (and other media) plays an extremely important
role in how people view their world. According to Cultivation Analysis, in modern
Culture most people get much of their information in a mediated fashion rather
than through direct experience. Thus, mediated sources can shape people s
sense of reality. This is especially the case with regard to violence, according to
the theory. Cultivation Analysis posits that heavy television viewing cultivates a
sense of the world that is more violent and scarier than is actually warranted.

2.2.5 Expectancy Violations Theory

Expectancy Violation Theory examines how nonverbal messages are structured.

The theory advances that when communicative norms are violated, the violation
may be perceived either favourably or unfavourably, depending on the perception
that the receiver has of the violator. Violating another s expectations may be a
strategy used over that of conforming to another s expectations.

2.2.6 Face-Negotiation Theory

Face-Negotiation Theory is concerned with how people in individualistic and
collectivistic cultures negotiate face in conflict situations. The theory is based on
face management, which describes how people from different cultures manage
conflict negotiation in order to maintain face. Self-face and other-face concerns
explain the conflict negotiation between people from various cultures.

2.2.6 Groupthink
The groupthink phenomenon occurs when highly cohesive groups fail to consider
alternatives that may effectively resolve group dilemmas. Groupthink theorists
contend that group members frequently think similarly and are reluctant to share
unpopular or dissimilar ideas with others. When this occurs, groups prematurely
make decisions, some of which can have lasting consequences.

2.2.7 Muted Group Theory

Muted Group Theory maintains that language serves men better than women.
This is the case because the variety of experiences of European American men
are named clearly in language, whereas the experiences of other groups. are
not. Due to this problem with language, women appear less articulate than men
in public settings. As women have similar experiences, this situation should
change.

2.2.8 The Narrative Paradigm

This theory argues that human are storytelling animals. The Narrative Paradigm
proposes a narrative logic to replace the traditional logic of argument. Narrative
logic, or the logic of good reasons, suggests that people judge the credibility of
speakers by whether their stories hang together clearly. The Narrative Paradigm
allows for a democratic judgment of speakers because no one has to be trained

in oratory and persuasion to make judgments based on coherence and fidelity.

2.2.9 Organizational Information Theory

The main activity of organizations is the process of making sense of equivocal
information. Organizational members accomplish this sense-making process
through enactment, selection, and retention of information. Organizations are
successful to the extent that they are able to reduce equivocality through these
means.

2.2.10 Relational Dialectics Theory

Relational Dialectics suggests that relational life is always in process. People in
relationships continually feel the pull-push of conflicting desires. Basically, people
wish to have autonomy and connection, openness and protective-ness, and
novelty and predictability. As people communicate in relationships, they attempt
to reconcile these conflicting desires, but they never eliminate their needs for
both the opposing pairs.

2.2.11 Social Exchange Theory

This theoretical position argues that major force in interpersonal relationships is
the satisfaction of both peoples self-interest. Theorists in Social Exchange posit
that self-interest is not necessarily a bad thing and that it can actually enhance
relationships. The Social Exchange approach views interpersonal exchange posit
that self-interest is not necessarily a bad thing and that it can actually enhance
relationships. The Social Exchange approach views interpersonal exchanges as
analogous to economic exchanges where people are satisfied when they receive
a fair return on their expenditures.

2.2.12 Social Penetration Theory

This theory maintains that interpersonal relationships evolve in some gradual and
predictable fashion. Penetration theorists believe that self-disclosure is the

primary way that superficial relationships progress to intimate relationships.

Although self-disclosure can lead to more intimate relationships, it can also leave
one or more persons vulnerable.

2.2.13 Spiral of Silence Theory

Theorists associated with Spiral of Silence Theory argue that due to their
enormous power the mass media have a lasting effect on public opinion. The
theory maintains that mass media work simultaneously with Majority public
opinion to silence minority beliefs on cultural issues. . A fear of isolation prompts
those with minority views to examine the beliefs of others.Individuals who fear
being socially isolated are prone to conform to what they perceive to be a
majority view.

2.2.14 Standpoint Theory

This theory posits that people are situated in specific social standpoints-they
occupy different places in the social hierarchy, Because of this, individuals view
the social situation from particular vantage points. By necessity, each vantage
point provides only a partial understanding of the social whole. Yet, those who
occupy the lower rungs of the hierarchy tend to understand the social whole. Yet,
those who occupy the lower rungs of the hierarchy tend to understand the social
situation more fully than those at the top. Sometimes, Standpoint Theory is
referred to as Feminist Standpoint Theory because of its application to how
womens and mens standpoint differ.

2.2.15 Structuration Theory

Theorists supporting the structuration perspective argue that groups and
organizations create structures, which can be interpreted as an organization s
rules and resources. Structuration theorists posit that groups and organizations
achieve a life of their own because of the way their members utilize their
structures. Power structures guide the decision making taking place in groups
and organizations.

2.2.16 Symbolic Interaction Theory

This theory suggests that people are motivated to act based on the meanings
they assign to people, things, and events. Further, meaning is created in the
language people use both with others and in private thought. Language allows
people to develop a sense of self and to interact with others in community.

2.2.17 Uncertainty Reduction Theory

Uncertainty Reduction Theory suggests that when strangers meet, their primary
focus is on reducing their levels of uncertainty in the situation. Their levels of
uncertainty are located in both behavioural and cognitive realms. That is, they
may be unsure of how to behave (or how the other person will behave), and they
may also be unsure what they think of the other and what the other person thinks
of them. Further, peoples uncertainty is both individual level and relational level.
People are highly motivated to use communication to reduce their uncertainty
according to this theory.

2.2.18 Uses and Gratifications Theory

Uses and Gratifications theorists explain why people choose and use media
forms. The theory emphasizes a limited effect position; that is, the media have a
limited effect on their audiences because audiences are able to exercise control
over their media.

2.3 Theory of Employee Engagement

According to the theory, leaders of an organization must ensure that all their
staff members are engaged, that they are fully switched on at their jobs. The
ideal is that the staffs are fully committed, in the same way entrepreneurs care
for their businesses or people in general look after their own household. Being
engaged simply means that you are fully involved and interested in the work so
that it really holds your attention and inspires you to do your best.
To expand on this definition a bit, we can say that employee engagement is also
a two-way street: a reciprocal relationship of trust and respect between employer

and employee. It requires an organization s executives and managers to

communicate their expectations, clearly and extensively, with the employees,
empower the employees at the appropriate levels of their competence, and
create a working environment and corporate culture in which engagement will
thrive.
Simple it may be, but the theory is needed to counter the habits and practices
rooted in hundreds of years of mismanagement. These bad practices have
created a situation where few employees are truly engaged in their work. If
communication is not your top priority, all of your other priorities are at risk.
To sum up, engagement is complex, multi-faceted and time consuming.
Organization that have successfully created a climate for engagement have
invested significant thought and effort into the development of holistic mutuallyreinforcing strategy that encompasses employee voice, management style,
performance management, communication, recruitment and selection and
reward.