INFLUENCE OF INTER-PERSONAL COMMUNICATION ON EMPLOYEE

MOTIVATION AND PERFORMANCE

(A STUDY OF SERVICE AND MANUFACTURING COMPANIES IN LAGOS STATE)

CHAPTER ONE

INTRODUCTION

1.0  Preamble

This study examines the importance of communication on the performance and

motivation of employees. The target samples of the study are employees from service and

manufacturing companies. This allows seeing the importance of organizational

communication in two different angles – that is the difference between the views of

service and manufacturing companies regarding the matter. Comparison of these views

may lead to the development of new hypotheses or theories that may contribute to human

resource management research. In this chapter, the nature of problem is presented and

discussed. The backgrounds of different variables related to the study are also featured.

Here, the aims, objectives, problem statements and significance of the study are also

explained.

1.1 Background of the study

Communication is important in business because a business environment is a place where

many interactions are needed, and much information should be acquired (Eckhaus, 1999).

It always involves openly competitive activity, in which working professionals debate

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issues, defend positions, and evaluate the arguments of others (Eckhaus, 1999). Most

working professionals, particularly those in middle and upper management, routinely

produce a variety of messages, many of which are in the written form of memoranda,

electronic mail, letters, reports, performance reviews, instructions, procedures, and

proposals (Eckhaus, 1999). It is also argued that a fuller understanding of organizations is

a vital ingredient at every forward step of the career process, and that communication is a

primary element for understanding how organizations function and how members of the

organization should, even must, behave in organizations if they are to advance their

careers. The practice of effective communication within the organization is also linked

with the development of a healthy corporate culture, job satisfaction of employees, and

the happiness and productivity of employees. Communication skills are also important to

organization leaders because it helps them manage the company more effectively (Harris,

1993).

Companies recognize the importance of communication that is why it is a barometer in

hiring or measuring employee performance. Waner (1995) found that companies want

their employees to maintain confidentiality, write persuasively, write routine letters, use

proper placement and format, compose at the keyboard, and write special types of letters.

Furthermore, interpersonal and oral skills were rated as very important. Also, basic

English as well as abilities dealing with ethics, morals, values, and sensitivity were rated

either important or very important (Waner, 1995).

Although there were proven studies that communication promotes positive improvement

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in organizations, specifically motivation and performance improvements of employees,

studies often fail to compare the level of importance of communication in terms of firm

industry types. Firms of today can either belong to the manufacturing or service industry.

Each industry has different traits and characteristic from the other. Service industries sell

and produce intangible services, while manufacturing companies sell tangible

manufactured products. The management of the service firm is basically different the

manufacturing firm because they have different organizational structures, services and

products being provided, and working systems.

1.1.1 Employees

Employees basically refer to people who work for another in return for wages or salary

(Gillis, 2004). Legally, an employee is referred to a person hired to provide services to a

company on a regular basis in exchange for compensation, and who does not provide

these services as part of an independent business (Gillis, 2004). However, Gillis (2004)

stated that employees are more than any of those definitions. Employees are the lifeblood

of the organization because they are the ones who provide products and services that

define corporations, organizations and government entities (Gillis, 2004). They are

referred to as the most precious assets of the organization because without them, the

organization is crippled and cannot function effectively.

Because of the important role of employees, organizations have the responsibility to

motivate them so as they can function more effectively. Theories of motivation such as

Maslow’s theory, Alfelder’s theory, McClelland’s theory, and Herzberg’s theory

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(Mullins, 1999) explain why employees should be motivated and why organizations

should take this concept into consideration. But what really constitutes effective

employee motivation? Several research and organizational reports point positive

communication as one of the most important factors that build effective employee

motivation. For instance, Riccomini (2005) cited a couple of organizational research by

General Electric and Hewlett-Packard in the eighties that concludes: “The better the

managers' communication, the more satisfied the employees were with all aspects of their

work life”. Building a positive communication with employees is important because they

are the organization’s best ambassadors or loudest critics, depending on how fast they get

relevant information and the context in which it is received (Howard, 1998). Information

consistency affects the success of the company and if it fails to communicate

information internally and externally, the reputation of the company may fall.

Communication basically uplifts the morale of an employee as it makes them feel that

they are valued by the organization. This also builds employee loyalty and satisfaction.

As Goldfarb (1990) stated:

“Employers are becoming more aware that employee loyalty,

commitment, and concern for quality depend on effective

employee communication”.

1.1.2 Communication

Communication is not just important to an organization, but is an important component in

everyday human life. Gamble and Gamble (1999) stated:

“Communication is the core of our humanness”, and

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 that “how we communicate with each other shapes our

lives and our world” (p.4).

Communicative skills help humans to reach out to one another or to confront events that

challenge our flexibility, integrity, expressiveness and critical thinking skills (Gamble

and Gamble, 1999). Communication is rather complex to define in a single sentence. In a

glimpse, however, it has many types which include: interpersonal communication;

intrapersonal; group communication; public communication; mass communication; and

online or machine-assisted communication (Gamble and Gamble, 1999). Interpersonal

communication means to interact with another person, while intrapersonal means to

interact with oneself, or to reason with or evaluate self (Gamble and Gamble, 1999).

Group communication, on the other hand, is defined as the process of interacting with a

limited number of others, work to share information, develop ideas, make decisions,

solve problems, offer support, or have fun (Gamble and Gamble, 1999). Mass

communication, is communicating to a large number of people using media (television,

newspaper, internet, radio), and finally, online or machine assisted communication deals

with communicating through the use of online software that are programmed to interact

with browsers or users (Gamble and Gamble, 1999). Communication is also categorized

into two: verbal and non-verbal. Verbal communication means the use of the spoken

word when communicating, while non-verbal communication means using other medium

such as body signals, writing etc. (Gamble and Gamble, 1999). 

Communication undergoes a process, which involves the information source, the

transmitter, noise source, receiver and destination. This is based on the communication

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theory (see fig. 1) that was developed by Shannon and Weaver (1949). The information

source is the communicator of the information, which then uses a specific type of

transmitter or medium (e.g. verbal, written, telephone, etc). The receiver receives the

information, but the information can be affected by a specific noise source, which can be

a distraction from anyone or anywhere. The receiver then interprets the message and

finally puts the communicated message in its destination.

Figure 1: Shannon and Weaver Theory of Communication

The theory of communication evolved over the years, but the model of Shannon and

Weaver (1949) is one of the firsts that explains the process of communication. Today,

communication is being regarded as an important factor in business, and that the ability

of the company to communicate can determine its success.

1.2 Statement of the problem

While many organizations believe that positive employee inter-personal communication

promotes employee motivation, this belief can still be considered as a complex issue

because of the changing nature of organizations and the differences of their structure. For

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instance, the old employee communication paradigm relied on top-down approaches to

reach their employees (Edelman, 2004). Today, this has already been replaced by new

communication paradigms where employees “ping” sources both inside and outside their

organization for information (Edelman, 2004). Employees are now basically treated as

consumers. The Workplace Communication Consultancy (2005) even reported that

statistics show “90% of those who are kept fully informed are motivated to deliver added

value; while those who are kept in the dark almost 80% are not”. However, such results

are not industry specific. Industries vary in terms of culture – for instance, service versus

manufacturing industry. Thus, this study will confirm the effects of positive inter-

personal communication on employee motivation in two specific industries – service and

manufacturing.

1.3.1 Research objectives

The following are the research objectives of the study:

1.     To examine the influence of inter-personal communication on employee motivation.

2.       To find out which of Service and Manufacturing employees enjoy more of Inter

personal communication from their employers.

3.     To find out if the relationship between inter-personal communication and employee

motivation depends on the type/nature of organization.

Needless to say, two groups of companies will be surveyed in this study –from the

service industry; and from the manufacturing industry. The results from the two groups

will be compared and evaluated to determine if the relationship between positive inter-

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personal communication and employee motivation depends on a specific type of industry.

1.4 Research questions 

The following are the research objectives of the study:

1.     To what extent does inter-personal communication influence employee motivation?

2.     Which of Service and Manufacturing employees enjoy more of Inter-personal

communication from their employers?

3.     Does the relationship between inter-personal communication and employee

motivation and performance depend on type/nature of organization?

1.5 Hypothesis

The study aims to test the hypothesis that: “Managers in manufacturing companies give

importance to motivation but their employees are less motivated compared with service

companies”.

The reason why that hypothesis is developed is because of the difference between

service and manufacturing company operations and process. For instance, since the

service companies already dominated the market and most of their employees have

higher salaries compared to manufacturing workers, there are great differences in terms

of motivational factors.

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1.6.1 Significance of the study

The study is significant to both service and manufacturing companies because it offers

insights on which industry gives higher importance to communication. Through this

study, the importance of communication in organization is will once again be

emphasized. However, the comparison between the two business industries gives new

insights and may develop new hypotheses for future studies. This study may help develop

theories for service and manufacturing companies on how communication can be used as

a tool to motivate employees to improve their performance or work.

This study is also significant to communication and business students. For

communication students, this study may benefit them because it may serve as a reference

when it comes to communication theories or the role of communication in business. On

the other hand, for business students, this study may also serve them as a useful academic

reference tool. Through this study, they will realize early the importance of

communication and how this can help them become motivated or more active at work.

1.7 Limitations

A study that compares statistically the effectiveness of communication on employee

motivation between service and manufacturing companies may provide new results that

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can be further explored in future studies. This type of study allows seeing communication

importance in two views – that is the view of service and manufacturing companies.

Comparison of these views may lead to the development of new hypotheses or theories

that may contribute to human resource management research.

However, like any other study, this research also has various limitations that may

affect the credibility of its results. One of the limitations is that data are only acquired

through survey. Surveys are limited only to abrupt responses unlike one-on-one

interviews where the respondents can further explain their answers to the researchers’

questions. Participation of companies may also be a limitation of this study as there may

be some who will not be willing to participate or who may participate half-heartedly.

Developing a good semi-structured questionnaire may also be a problem. In this matter,

sufficient literature review will be conducted. Literature reviews will be presented in the

Chapter 2 of the study. The discussion of these literatures will stand as secondary data of

the study. These literatures will help the readers understand the basic and advanced

concepts that are related with the problem of the study.

 Questionnaires will also be pre-tested so that errors can be spotted and they can be

modified immediately to suit the study better. A pre-test of the questionnaires will be

conducted to 10 samples so as to validate if its contents are okay and can actually answer

the research questions of the study. If ever the questionnaire is not suitable as the pre-

analysis show, it will be immediately modified. The suggestions of the 10 pre-test

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samples will also be considered in the modification. The pre-test samples will not be

included in the actual set of respondents

1.8 Definition of terms

1. Motivation: Motivation can be assumed as the reason or the force behind why a

person does what he or she does. Sometimes, it is also a means to make the person

perform better and more efficient.

2. Employees: Employees basically refer to people who work for another in return

for wages or salary (Gillis, 2004). Legally, an employee is referred to a person hired

to provide services to a company on a regular basis in exchange for compensation,

and who does not provide these services as part of an independent business.

 3. Communication: Is the activity of conveying information through the exchange

of thoughts, messages, or information, as by speech, visuals, signals, writing, or

behavior. Communication requires a sender, a message, and a recipient, although the

receiver need not be present or aware of the sender's intent to communicate at the

time of communication; thus communication can occur across vast distances in time

and space. Communication requires that the communicating parties share an area of

communicative commonality. The communication process is complete once the

receiver has understood the message of the sender.

4. Inter-personal communication: This means communication between two

persons. It is the process of developing a unique relationship with another individual

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 by interaction and simultaneously sharing influence. It can involve one on one

conversations or individuals interacting with many people within a society.

CHAPTER TWO

LITERTURE REVIEW

2.0 Preamble

Presented in this chapter are the literatures – theoretical and academic – that were

collated for the sake of understanding more about the study’s topic, which is the

relevance of effective communication to employee motivation and performance. This

literature review contains three categories: motivation literatures; communication

literatures; and literatures that try to explain the relationship between communication and

motivation.

 2.1 Conceptual framework

By combining the elements of the Two-Factor Theory, Goal Theory and the Circular

theory of communication, a conceptual framework has been developed for this current

study. The framework tries to interpret that the higher the level of hygiene and motivator

in terms of how the supervisor communicates with the employees during policy briefing,

training, or just informal talk, the higher the possibility that employees will develop

goals. However, the effectiveness of that process is affected by how well the two parties

communicate – that is how well the employees encode, interpret and decode the messages

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that the supervisor tries to disseminates, and vice-versa, on how well the supervisor

encode, interpret and disseminate the messages that the employees give in return.

2.1.0 Concept of motivation

Motivation can be assumed as the reason or the force behind why a person does what he

or she does. Sometimes, it is also a means to make the person perform better and more

efficient. Basically there are three assumptions in human motivation established in

research. The first one assumes that motivation is inferred from a systematic analysis of

how personal, task and environmental characteristics influence behavior and job

performance (Wiley, 1997). The next one infers that motivation is not a fixed trait; but

rather it refers to a dynamic internal state resulting from the influence of personal and

situational factors (Wiley, 1997). This means that motivation may change with changes in

personal, social or other factors (Wiley, 1997). Finally, motivation affects behavior,

rather than performance (Nicholson, 1995; Wiley, 1997). Wiley explained: “Initiatives

designed to enhance job performance by increasing employee motivation may not be

successful if there is a weak link between job performance and an employee’s efforts”

(p.263).

Definition of motivation varies. Robbins (1998) stated: Motivation – “The willingness to

exert high levels of effort toward organizational goals, conditioned by the effort’s ability

to satisfy some individual need”. On the other hand, Greenberg and Baron define the

motivation as “the set of processes that arouse, direct and maintain human behavior

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toward attaining some goal” (Greenberg and Baron, 1997). This definition contents three

key essential aspects: arousal, direction and maintaining. Arousal is to do with the

drive/energy behind people’s actions such as their interests to do the things or they do it

just want making a good impression on others or to feel successful at what they do.

Direction means the choices people make to meet the person’s goal. Maintaining

behavior could keep people persisting at attempting to meet their goal hence to satisfy the

need that stimulated behavior in the first place.

 Mitchell defines motivation as ‘the degree to which an individual wants and chooses to

engage in certain specified behaviors’ (Mullins, 1999). From this theory, Mitchell

identifies four common characteristics which underline the above definition of

motivation: Motivation is typified as an individual phenomenon. Every person is unique

and all the major theories of motivation allow for this uniqueness to be demonstrated in

one way or another.

1.      Motivation is described, usually, as intentional. Motivation is assumed to be under

the worker’s control, and behaviors that are influenced by motivation, such as effort

expended, are seen as choices of action.

2.      Motivation is multifaceted. The two factors of greatest importance are (i) what gets

people activated (arousal); and (ii) the force of an individual to engage in desired

behavior (direction or choice of behavior).

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3.      The purpose of motivational theories is to predict behavior. Motivation is not the

behavior itself, and it is not performance. Motivation concerns action, and the internal

and external forces that influence a person’s choice of action.

From the definitions mentioned, it can be analyzed that motivation is necessary for the

growth of the employee in the organization. The employee starts his career through

learning, basically the culture of the organization and his responsibilities. Motivation is a

vital element to learning because if an organization does not possess the ability to

motivate its employees, the knowledge within the organization is not practically used to

the fullest (Osteraker, 1999). Thus, in every successful learning organization, finding the

factors that will motivate its employees to partake in continuous learning and to take

advantage of this knowledge, accordingly, becomes their aim (Osteraker, 1999).

Basically there are three assumptions in human motivation established in research. The

first one assumes that motivation is inferred from a systematic analysis of how personal,

task and environmental characteristics influence behavior and job performance (Wiley,

1997). The next one infers that motivation is not a fixed trait; but rather it refers to a

dynamic internal state resulting from the influence of personal and situational factors

(Wiley, 1997). This means that motivation may change with changes in personal, social

or other factors (Wiley, 1997). Finally, motivation affects behavior, rather than

performance (Nicholson, 1995; Wiley, 1997). Wiley explained: “Initiatives designed to

enhance job performance by increasing employee motivation may not be successful if

there is a weak link between job performance and an employee’s efforts” (p.263).

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Wiley (1997) conducted a summary of the past 40 years surveys conducted in the Europe

and American countries showed that the 5 top factors that motivate employees in their

jobs, among from 20 alterative motivators, are:

1. Good wages;

2. Full appreciation for work done;

3. Job security;

4. Promotion and growth in the organization; and

5. Interesting work.

This shows that leadership basically plays an important role in employee motivation.

The supervisor should know how to recognize success and how to praise those who

deserve praises. Several studies found positive linkage between leadership styles and

job satisfaction, except for the initiating structure leadership style, which similarly

shows negative effect on job satisfaction (Holdnak etal, 1993; Pool, 1997; Lok and

Crawford, 2004). Deserving employees can be effectively praised and recognized

through awards and bonuses. Developing a program were a particular employee with

good performance would be branded as employee of the week can also be a good

idea. Of course, this should also come with small rewards to make employees feel

that their efforts pay off.

Furthermore, a feedback rater group should be established to identify those who

deserve praise, but should be anonymous. Ratings should be on employee behavior

and work performance.

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  Reforming the compensation scheme should also be considered. Wiley (1997) stated

that employees overall expressed the importance of pay as a motivator, and an

effective compensation programme is critical. A good way to change compensation is

to make sure that it affects the employees’ hierarchy of needs. For instance, a daily

meal allowance can satisfy their physiological needs, while an increase in salary or

extra bonuses can increase the employee’s esteem and safety as such actions

symbolically tell them that their efforts are being recognized and that they are secure

in the company. Promotion should also be

given to those skilled workers who deserve promotion. This action can basically

satisfy their social needs.

On the other hand, Hong and his colleagues (1995) of National Taiwan Normal

University conducted a study in order to understand the impact of employee benefit on

employees' work motivation and productivity. They contend that everyone works in

expectation of some rewards, and welfare is one of them. In order to fulfill their research

aim, the said group sent questionnaires to corporations that had undertaken employee

benefit programs. 

 Hong and his colleagues (1995) found out that employees who receive better

implemented benefit programs tend to perceive less impact of benefit programs

implementation on job performance; this is because when a certain program is adopted,

employees' demand for it decreases, as does its perceived impact on performance, and

vice versa. Other significant findings include: employee benefit programs have greater

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impact on work-motivation than on productivity; (1)monetary benefit programs are most

highly valued by both executives and workers; (2)there is a cognitive gap between

management and worker on the importance of employee benefit programs ; (3) there are

differences between employee benefit needs of females and males as a result of different

social roles; (4) single employees perceive more employee benefit impact on job

performance than married ones; (5) employees with different education levels perceive

different employee benefit impact; (6) employees with different positions perceive

different employee benefit impacts; and finally, (7) employee benefit programs have

greater influence on job performance of younger employees (Hong et al, 1995, p. 14).

           

Neff (2002), in her research entitled “What Successful Companies Know That Law Firms

Need to Know: The Importance of Employee Motivation and Job Satisfaction to

Increased Productivity and Stronger Client Relationships”, examined one law firm to

determine the quality of the relationship between lawyers and their staff members as well

as to ascertain what features of the workplace would most likely have a positive effect on

employees' motivation and loyalty. The case study found that employees valued extrinsic

rewards such as salary and retirement benefits to the same degree they valued respect and

positive recognition from the lawyers (Neff, 2002). An incentive program is suggested,

but it can be effective with three fundamental principles: rewarding incentives must be

concretely linked to firm objectives; employees must understand the objectives and how

their individual performance is linked to attaining them; and employees must be able to

realize the objectives through performance (Neff, 2002). Those three principles basically

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suggest the importance of communication in making a specific motivational strategy to

take into effect.

 2.1.1 Communication

There are different relationships in communication. People have different levels of

relationships, and each interaction uses communication differently. The different

relationships are: acquaintance; friendship; romantic relationship; family relationship;

and work relationship (Gamble and Gamble, 1999). In this study, the work relationship is

applicable. People in the organization share interdependent relationships with one

another. Each has to build a person-to-person-on-the-job relationship for personal growth

and organizational growth (Gamble and Gamble, 1999). Within the organization, team

work is important. Leaders and team members spend much of their time interacting. It is

through this interaction that makes working easier; however, it also makes it difficult

because of communication loopholes. Gamble and Gamble (1999) explained that job

satisfaction in the organization is usually high when: interactions are perceived as

supportive, open and honest; when people operate in a trusting and confirming climate;

when they feel part of participative organization; and when leaders have a high tolerance

for disagreement.

 Another issue in communication is the interaction among different cultures.

Intercultural communication means the process of interpreting and sharing meanings with

individuals from different culture (Gamble and Gamble, 1999). It comprises of different

forms namely: interracial communication (occurs when interactants are from different

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races); interethnic communication (occurs when parties are from different ethnic origins);

international communication (occurs between persons representing political structures);

and intra-cultural communication (involves all forms of communication among members

of the same racial, ethnic, or other co or subculture groups) (Gamble and Gamble, 1999).

Culture is basically a combination of shared beliefs, social norms, organizational

roles and values, emphasizing a cross-cultural socio-economic perspective in industrial

and management research (Wang, 1993). This should be taken as an important factor in

business communication because it encompasses different beliefs and opinions. One

example is that the Eastern style of management is different from that of the West. The

Chinese approach is usually based from historical leaders and philosophical figures such

as Confucius, Sun Tzu, Mencius and Han Fei (Satow and Wang, 1994), which involves

and depends on the connections, on circumstances, on the level of affinity (who you

know and what family you come from) (Kziazek, 2003). Here, there is no consistent legal

framework and, even within the regulations that do exist, the exception is the rule

rather than the rare occurrence (Kziazek, 2003). On the other hand, Kziazek (2003) stated

that the management in America is objective and driven by data and rational models.

Deployment of statistics and financial modeling is the key in decision-making and

strategic planning. These differences alone can create problems. Chinese employees may

not function well with the Western management style and vice-versa. Thus, foreign

expatriates should obviously be trained, as making themselves familiar with the new

culture can help them create the appropriate management style that will make employees

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in the country perform at their best. Furthermore, they should also know how to

communicate properly with the culture they are dealing with.

Hofstede’s (1980) introduced four value dimensions of culture, which explain differences

among work-related value patterns and affect the structuring and functioning of

organisations. The four dimensions are the following:

1.      Large versus small power distance. Large power distance is the extent to which the

members of a society accept that power in institutions and organizations is distributed

unequally; while small power distance is the extent to which members of a society or

organization accept that power is distributed fairly as employees are free to participate

(Adler, 1997).

2.     Strong versus weak uncertainty avoidance. Strong uncertainty avoidance means the

degree to which the members of a society feel uncomfortable with uncertainty and

ambiguity, which leads them to support beliefs promising certainty and to maintain

institutions protecting conformity; while weak uncertainty avoidance is the degree to

which members tend to be relatively tolerant of uncertainty and ambiguity and require

considerable autonomy and lower structure (Rodriguez, 1995).

3     Individualism versus collectivism. Individualism is the preference for a loosely knit

social framework in society; collectivism stands for a preference for a tightly knit social

framework.

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4.     Masculinity versus femininity. Masculinity is the preference for achievement,

heroism, assertiveness and material success; while femininity refers to a preference for

relationships, modesty, caring for the weak and the quality of life.

These cultural dimensions can be useful in formulating an effective communication

approach to employees. Du-Bobcock (1996) argued that individuals should go beyond

understanding observable behaviors and develop an understanding of the deep content

that is at the center of real messages to be competent in dealing with people from

different cultural backgrounds. Most importantly, it is essential to understand the hidden

cultural forces that shape the deeply rooted cultural behavior. Operating in a cross-

cultural environment, individuals may consciously act like natives of that particular target

culture at the surface level. But unconsciously, they are still inclined to exhibit their own

cultural trait (Du-Bobcock, 1996).

 Organizations should also be familiar with the different types of conflicts to be able to

deliver effective communication. In communication, there are intrapersonal, interpersonal

and intra-group conflicts.

 Intrapersonal or intra-psychic conflict means conflict occurs within an individual

(Liwicki, Saunders and Minton, 1999). Of course, this is understandable because

interpersonal communication means communicating to one’s self. Roots of conflict in

this level can be ideas, thoughts, emotions, values, predispositions or drives (Liwicki,

Saunders and Minton, 1999). The person basically reflects in those roots and creates

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conflict with how he or she will react. Conflict within self is closely related to

psychological and psychiatric field because it is linked with cognitive theories, behavior

change theories, motivation theories, etc. (Liwicki, Saunders and Minton, 1999).

One of psychological theory that has a strong link with intrapersonal communication

and conflict is the social cognitive theory, which basic tenets emphasize how people

communicate with their self (Bandura, 1989). The basic tenets of social cognitive theory

are: human behavior is a triadic, dynamic, and reciprocal interaction of personal factors,

behavior, and the environment; people have symbolizing capability, which means most

external influences affect behavior through cognitive processes; people have vicarious

capabilities, which mean we have the capability to learn not only from direct experience,

but also from the observation of others; human behavior is regulated by forethought,

which is capability to motivate and guide actions anticipatorily; and the belief that people

has self-regulatory systems that mediate external influences and provide a basis for

purposeful action, allowing people to have personal control over their own thoughts,

feelings, motivations, and actions (Bandura, 1989).

 Another example of a psychological theory related with intrapersonal conflict and

communication is the social learning theory, or the belief that people develop

expectations about their capacity to behave in certain ways and the probability

that their behavior will result in rewards. When a person meets a standard of behavior,

that person rewards himself or herself with increased personal satisfaction and enhanced

self-image (Adeniyi, 2003).

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 On the other hand, Interpersonal conflict is the second major level of conflict, which

means conflict between two or more individual people (Liwicki, Saunders and Minton,

1999). In other definition, it is the interaction between persons expressing opposing

interests, views, or opinions (Cahn, 1990).

 Interpersonal conflict is a process that has three main stages (Cahn, 1990). The first stage

of interpersonal conflict is when the person is faced with a choice between two or more

incompatible options or goals. The conflict manifests in the second stage when

interaction reveals that the two persons involved in the process want different things, but

they think that these differences can be resolved (Cahn, 1990). Then in the third stage, the

parties perceive that there is no mutually acceptable outcome and unwanted sacrifices

must be made for resolving their differences (Cahn, 1990). Personal interests come first

in the third stage. There are winners and losers and exercises of power likely dominate

the process (Cahn, 1990).

Interpersonal conflict has different levels of its own. The different levels of interpersonal

conflict include: behavioral conflicts; normative conflicts; and personal conflicts (Cahn,

1990). Cahn (1990) mentioned these levels for intimate conflicts, but basically, they can

be applied to interpersonal conflicts in general. Behavioral conflicts include conflict over

specific behaviors, such as different preferences for management style, leadership, team

building, recreational activities, and doing tasks and jobs. Normative conflicts involve

conflicts over the unique norms and rules of the relationship. Finally, personal conflicts

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concern a person’s characteristics, dispositions, and attitudes including life values,

selfishness, inconsiderateness, and human relations (Cahn, 1990).

 Then, Intra-group conflict takes place within a small group, basically on teams and

committee members within a particular organization. In this level, “conflict is analyzed as

it affects the ability of the group to resolve disputes and continue to achieve its goals

effectively” (Lewicki, Saunders and Minton, 1999, p.16).

In the organizational setting, there are two types of intra-group conflict that should be

considered - C-type conflict and A-type conflict. C-type conflict means that employees or

members of a particular team “focus on substantive, issue-related differences of opinion

that tend to improve team effectiveness” (Amason et al, 1995, p.22). In this type of

conflict, different ideas are being taken into consideration through effective

communication. Esquivel and Kleiner (1997) stated: “It allows members to contribute

openly and honestly to the team’s decision-making process while maintaining acceptance

by team members and creating greater commitment” (pp.90-91).

On the other hand, A-type conflict means trouble. A-type conflict decreases the

effectiveness of the group by allowing personal feelings or someone’s own agenda to

deter the members from the team’s objective (Esquivel and Kleiner, 1997). This type of

attitude can basically prevent creativity as ideas of change are barred with personal

feelings and agenda. Anger and hostility also prevails in this type of conflict. Esquivel

and Kleiner further stated:

25
 “Creativity is limited by the members’ reduced ability to

contribute input due to the increasing hostility, anger and the

elimination of trust” (p.91).

Effective communication in any form is assisted with the use of negotiation tactics.

Negotiation can be simply defined as the act or process of negotiating to another person.

Types of negotiation or bargaining strategies include: soft bargaining strategy; hard

bargaining strategy; tit-for-tat bargaining strategy; and principled bargaining strategy

(Johnson, 1993). Soft bargainers attempts to prevail by being agreeable. Hard bargainers

are rigid and agree only on their own argument. On the other hand, tit-for-tats uses

motivation of reward and punishment for negotiation. Finally, principled bargainers

separate people from the problem, focus on interests, generate options for mutual gains,

and use objective standards (Johnson, 1993).

Power role is also important in communication. Lewicki, Saunders and Minton (1994)

discussed the role of power in negotiation. Power means having the capability to satisfy

ones wants and goals, in his or her own terms (Lewicki, Saunders and Minton, 1994).

Power, however, is in the eye of the beholder. Its effectiveness and influence is defined

by the behavior of the other person. Also, power is corrupting (Lewicki, Saunders and

Minton, 1994). Power is useful in negotiation because it can easily use diversion tactics,

such as: persuasion; exchange; legitimacy; friendliness; praise; assertiveness;

inspirational appeal; consultation; and the use of pressure (Lewicki, Saunders and

Minton, 1994).

26
 

2.1.2 Communication and effective communication

“Communication is a basic human activity” and “enables us to connect with each other”

(Pihulyk, 2003). Communication is the method of transporting information and ideas

between two or more people (Cole, 2001). Communication is not simply just the flow on

information between people but also a process of “creating, shaping and maintaining

relationships and enacting shared values, common culture, agreed goals, and means for

their achievement” (Clegg, 2005). Communication is critical in all aspects of life, in

business and personal relations. Without communication “our whole way of life would

crumble” (Pihulyk, 2003)

“The success of communication is measured not by how

well the communicator speaks or writes but how well the

listener has heard” (Lapin, 2004).

This presents the concept of effective communication. According to Shetcliffe (2004),

effective communication occurs when “the entire message is clearly understood and

responded to completely within the timeframe requested”. Further, according to Cole

(2001) effective communication takes place when the listener understands the complete

message and the intent of the speaker. In an organization for effective communication

to take place employees need to hear and respond to the business. Not only does the

business need to provide information to employees, they need to ensure that there is an

appropriate context to the information, that it is relevant and employees can provide

feedback (Brandon, 1995).

27
 2.1.3 Organizational and individual success

According to Princeton University (2006) success is defined as “an event that

accomplishes its intended purpose”. In research conducted by Alan C Maltz from the

Stevens Institute of Technology in 2001, organizational success should not be defined by

traditional measures such as short term metrics like “last quarter’s profitability and

revenue growth” but rather by a multidimensional framework that examines the success

in five different areas of the business including “Financial, Market/Customer,

Process, People Development, and Future.” The research shows that effective

communication is vital to ensure that the business can achieve success in all areas of the

business and not just in financial aspects. Similarly, following the definition by Princeton

University, Individual success is therefore the accomplishment of an individual’s goals or

needs. In employment, an individual achieves success when they get from the business

what they need, in turn motivating them to bring value to the business. For an individual

to achieve success in an organization they need to be motivated. Motivation is situated in

the esteem and self-actualization phases of Maslow’s ‘Hierarchy of Needs’. Motivation

can be broken into either what is termed extrinsic motivation or intrinsic motivation

(Clegg, 2005). Extrinsic motivators may include money or a company car, whereas

intrinsic motivators may encompass job satisfaction, a family friendly work-place or

flexible work hours. Effective communication in an organization contributes to individual

success by satisfying the intrinsic needs of the individual.

 2.1.4 Causes of failure in effective communication

28
In order to understand why effective communication is vital for Individual and

organizational success it is important to examine the inhibitors of effective

communication and subsequent results of this. Effective communication is indeed present

if most of the following inhibitors are absent from the organization.

Lapin (2004) illustrates that mistrust is a serious problem in organizations and can

“manifest itself in different symptoms and is caused by different issues”. Lapin shows

that when mistrust exists between management and an employee there is a breakdown in

communication and that it “will be ineffective and sometimes even a negative factor”.

This is because the mistrust casts aspersions on the communicator’s motivation. When

mistrust exists, employees do not hear or hear “a message different from the intended

one” (Lapin, 2004). This means that effective communication does not take place.

Minfon, a management consulting company was hired to resolve issues of mistrust after

“a group of investors from China acquired a US-based service company and hired a CEO

without any bi-cultural background or experience working with local Chinese.” (Minfon

inc, 2005). The case illustrated that because of the language barriers of the investors, poor

communication between the Board and the staff existed. This in turn created mistrust

between employees and management. The mistrust presented further communication

problems and ultimately resulted in the company filing for bankruptcy in one year and the

threat of a key executive leaving the company as well as an imminent lawsuit from a

client. Similarly, there will not be effective communication in an organization when fear

exists. “Not only do people not speak their minds when there is fear, but they also do not

listen to others” (Lapin, 2004). Fear inhibits effective communication and in doing so

29
removes the chance of organizational success because the culture of the organization

becomes overlaid with fear. Companies cannot achieve organizational success as their

“values and visions are marginalized in the minds of employees by the ever-present

feeling of apprehension” (Lapin, 2004)

Know Inc., a Toronto-based consultancy company, performed research into the effect of

fear on organizational success. Know Inc., found that not only does fear inhibit effective

communication but it also costs the business. “Research has shown that fear-based values

can dramatically reduce the profitability of an organization and in the worst

cases, force the business into bankruptcy” (Clothier, 2006). Know Inc., surveyed 175

staff at a company experiencing problems. Know Inc., determined that there was a culture

of fear and staff found that there were issues in communication. Employees had low

morale and no motivation. The company made a loss of $0.7m in the year. Know Inc.,

calculated that the ineffective communication resulting from fear cost the business $18m.

This example emphasizes the importance of effective communication for organizational

success One-way communication is another inhibitor to effective communication.

Listening is an important aspect to effective communication and is just as crucial as

voicing the message well. Without active listening, communication is, in effect, one way

“the message is not received. Lapin rightly points out that “people find it hard to listen

with an open mind to communicators who do not listen themselves” (Lapin, 2004).

The last major inhibitor to effective communication in business today is the delegation of

communication. Lapin (2004) points out that if a manager delegates communication, their

30
message loses integrity and the receiver forms mistrust. Lapin shows that you can

“delegate the communication of facts, but not of feelings”. Without direct

communication, a manager cannot motivate employees, they cannot inspire them and the

employees do not reach their individual success. “How a company communicates, how

trusted its communications are, and its capacity to inspire people with its communications

all contribute as much to its success as do any other of its strategies.” (Lapin, 2004)

2.1.5 Information distribution

“An organization needs to regularly communicate to enable employees to feel engaged,

to feel valued, to seek their input, to keep them aware and to enable them to manage their

jobs” (Lowenthal cited by Grensing-Pophal, 2001). This statement illustrates the

importance of effective communication. Not only does the business benefit from

motivated and engaged employees but the employees can reach their individual success.

Effective inter-personal communication is the “key for organizational effectiveness and

employee satisfaction” (Lowenthal cited by Grensing-Pophal, 2001) However, it is

known that words are only 10% effective, body language 35% and verbal

communications 65% effective (Delcarson, 2005). “When people mix words and tone

with body language, they enrich communication and reduce the chance of

misunderstanding dramatically” (Delcarson, 2005). This means that the way information

is distributed within an organization is vital in order to enable effective communication

and not create misunderstanding. Furthermore, it is critical that management distribute

31
rather than withhold information from employees as “employees who understand the

company’s direction and know how to do their jobs to support that direction are more

engaged; they have higher job satisfaction and overall morale, and are more productive”

(Droppers, 2006).

Delaware North is a food service, retail, recreation and hospitality management company

that operates at sports venues, airports, state and national parks and major tourist

attractions (Grensing-Pophal, 2001). The company operates in the United States, Canada

and the Pacific and has employees in over 110 locations. The company believes that

“effective communication is the key to the organization’s success” (Grensing-Pophal,

2001). Without methods of information distribution, communication between the

different countries and the many locations would break down and the company would

simply not function. To ensure that there is effective communication in the business the

company formed a division to handle internal communications. The division made certain

that there was a standard level of communication across the company. The division

ensured that employees had easy access to technologies for communicating, the

opportunity to give ideas and suggestions, the sharing of financial information, ability

for employees to have input into how work is done and that business strategy and goals

are shared with employees. The success of the business is attributed to their ability to

distribute information to their employees. By providing their employees with the

information before mentioned they become engaged and it creates a relationship between

the employees and management. This contributes to the individual’s success as well as

the company’s. The importance of information distribution is seen in the major

32
franchising company New Horizons. The company believes that real business success can

be gained by “creating a culture of open collaboration and idea exchange” (Delcarson,

2005) which emphasizes the importance of effective communication. To ensure that the

company has effective communication across its 260 locations in 54 countries the

business runs management training and professional development courses and teams are

encouraged to focus on “improving communications and collaboration” (Delcarson,

2005). The company makes extensive use of

technology to distribute information throughout the organization. The importance of

distributing information to all employees is paramount as it improves the “interaction,

confidence and ability” of employees leading to organizational and individual success

(Delcarson, 2005). The company holds ‘interactive online executive update’ sessions

monthly” which allows “frequent communication on strategic and tactical initiatives, as

well as to stress high-priority areas.” (Delcarson, 2005). Further to this the sessions

are recorded so that any employee can view at their discretion. This method of

information distribution improves communication among the employees and

management in the company. The company finds that having effective communication

“facilitate[s] rapid results and [allows the company to] react quickly with the end client”

(Delcarson, 2005).

 2.1.6 Information context

Not only does the business need to provide information to employees, they need to ensure

that there is an appropriate context to the information, such that it is relevant to them

(Brandon, 1995). Research has shown that management often makes the mistake of

33
communicating to employees with the same level of complexity that they themselves are

comfortable with (Droppers, 2006). This causes issues in communication because the

employees see things from a different perspective than managers do. For effective

communication to take place it is important for an organization to contextualize

information for their employees.

It is essential to comprehend the Shannon and Weaver (1949) model of communication to

understand the importance of context in effective communication with employees. The

basic elements of the model include the source (the sender), encoder, message, channel,

receiver, decoder and noise. The sender is the person with the purpose for communicating

and encodes the idea into a message which travels in a medium known as a channel to a

receiver and decoded. Noise interrupts the interpretation of the message. Often

breakdowns in communication occur when “the receiver may decode the message

inaccurately, misinterpret the sender’s intent and respond inappropriately” (Kelly, 2000).

According to Quirke (1995) one of the “primary reason[s] for breakdowns in

communication is that managers and supervisors are not receiver-oriented; they need to

share the context of a message if a receiver is to successfully decode it”. Thus for

effective communication to occur it is vital that the managers ensure that the

“environment and events relating to your communication confirm what you say” and that

the receiver is aware of the “significance or importance of the message” (Anonymous,

2000) The importance of context as an aspect of effective communication was revealed in

Shaw’s supermarket when the business acquired another company. Rumors of store

closer and job loss became apparent. To satisfy the need of the employees to know

34
information of the change, the company published a newsletter. The fact that the context

of the newsletter matched the needs of the employees meant that employee’s morale was

not lost and the business benefited from this. “They told us they looked forward to

getting The Rumor Buster because it focused on the things they were worried about”

(Grensing-Pophal, 2001). This case illustrates the importance of context in

communication within an organization.

2.1.7 Feedback and motivation

Examining Maslow’s hierarchy of needs reveals that communication is an intrinsic

motivator as it meets self-actualization and belongingness. This means that effective

communication is a vital motivator in an organization as self actualization and

belongingness are primal elements of Maslow’s hierarchy of needs. Research shows that

organizations that have the capability to effectively communicate benefit from 20% lower

turnover and 4.5 times greater engagement in work indicating that as the communication

between management and employees becomes more effective, the motivation of

employees also increases (Yates, 2006).

Employee motivation increases productivity which leads to organization success but also

increases job satisfaction, which benefits the employees. Ruccio and Zorn (1998)

illustrate that motivation is “central to employee performance and ultimately

organizational performance and profits”

35
How though is motivation achieved? For motivation to occur effective communication

must be in place and crucial to this is feedback. Cole (2001) defines feedback as the

method that “turns communication into a two-way process” and when both the sender

and receiver try to “reach mutual understanding”. Croft and Cochrane (2005) illustrate

that it is essential to “establish two way communications, encouraging your audience to

interact”. This is the process of feedback and by enabling feedback employees become

motivated which in turn increases job satisfaction and through increased production –

organizational accomplishment.

In Pittsburg, the dilemma facing the motor carrier industry is driver retention (Ozment

and Keller, 1999). Statistics indicate some companies experience a 200% yearly turnover

rate. Research showed that there was a lack of feedback between dispatchers

(supervisors) and drivers. This caused an unsatisfied workforce with low morale causing

upset for drivers and large costs for the companies. When new processes were

implemented in a particular organization encouraging a new communication framework

between drivers and dispatchers, the driver turnover rate decreased dramatically. The

feedback process allowed for more effective communication to occur and the motivation

of the drivers increased. This meant that the organization could “enhance their

competitive positioning by focusing on areas that may help them maintain a loyal

satisfied workforce” retention (Ozment and Keller, 1999). This case illustrates the

importance of feedback and motivation and how establishing effective communication is

critical for leading to both individual and organization success

36
2.2 Theoretical framework

Because the aim of this study is to determine a possible motivational factor for employees

(which is specifically “Interpersonal communication”), the theoretical frameworks that

have been chosen for this study are motivational theories – a content motivation theory;

and a process motivation theory. Theories of motivation can be divided into two: the

content theories; and the process theories (Mullins, 1999). Content theories emphasize

the factors that motivate individuals.

Examples of content theories are Maslow’s theory, Alfelder’s theory, McClelland’s

theory, and Herzberg’s theory (Mullins, 1999). On the other hand, the emphasis on

process theories is on the actual process of motivation. Some examples of process

theories are Expectancy theories, equity theory, goal theory, and social learning theory

(Mullins, 1999). 

2.2.0 Herzberg’s two-factor theory or motivator-hygiene

The content motivation theory that has been chosen as one of the frameworks for

this study is Herzberg’s Two-Factor Theory or Motivator-Hygiene Theory. This theory

basically extended Maslow’s hierarchy of need theory and is more directly applicable to

the work situation (Steers, 1983; Kreitner and Kinicki, 1998).Herzberg's research

suggested that motivation is composed of two largely unrelated dimensions: job-related

factors which can prevent dissatisfaction, but do not promote employees' growth and

37
development (hygiene); and job-related factors that encourage growth (motivators)

(Steers, 1983; Kreitner and Kinicki, 1998).

Herzberg’s theory is the first of its kind to emphasize the importance of non-monetary

rewards in motivating employees (Gevity Institute, 2005). According to this theory,

satisfying experiences are most often associated with the non-monetary, or intrinsic,

content of the work. This includes variables such as achievement, recognition, personal

growth, personal responsibility and the characteristics of the work (Gevity Institute,

2005). These factors are called motivators. When people are satisfied, they attribute their

satisfaction to the work itself and not on the environment in which they work (Manisera

et al, 2005). On the other hand, dissatisfying experiences result from the extrinsic work

environment (Gevity Institute, 2005). These factors include company policies, salary, co-

worker relations, supervisor relationships, status, supervision, personal life and job

security (Herzberg, 1966; Gevity Institute, 2005).

Extrinsic factors cause a person who feels neutral about the job to feel dissatisfied and

less motivated (Herzberg, 1966; Gevity Institute, 2005). The theory explains that workers

basically attribute their dissatisfaction to the environment in which they work, or

conditions that surround the doings of the job (Herzberg, 1966; Gevity Institute, 2005).

This is also known as the “Hygiene factor” (Herzberg, 1966). This should be continually

maintained because employees never completely satisfied (Manisera et al, 2005).

Manisera et al (2005) noted that when the hygiene factors are very low, workers are

38
dissatisfied. However, when hygiene factors are met, workers are not dissatisfied but it

does not necessarily mean that they are satisfied or motivated to work. The same goes for

the motivator factors. When motivators are met, workers are satisfied leading to higher

performance. However, when motivators are not met, workers are not satisfied but it does

not necessarily mean they are dissatisfied with their work.

 For this study, the following are the motivators and hygiene that affects the employees:

MOTIVATOR  HYGIENE
1.      Supervisor’s participation level 1.      The employee receives appraisals or

compliments when a job is well done.

2.      Supervisor’s directions/expectations.   2.      The employee is being given awards

for performance and this is broadcasted or

made known throughout the company.

3.      Supervisor’s communication   3.      The responsibility of the employee

approach to employees. is well-communicated or well-explained in

terms of its contribution to the company.

4.      Supervisor’s willingness to help 4.      Improvements are well-

employees on problems concerning work communicated to employees.

information or directions.
5.      Supervisor’s preferred medium when . 5.      Employees receive briefing or

communicating with employees. information regarding changes in

management or company policies.

6.      The level of noise where 6.      Employees feel they are part of the

39
communication takes place. company.

7.       How information about salaries or 7.  Employee mistake are corrected through

company policies are communicated to strategic communication by the supervisor.

employees.       

 Table 1: Motivator-Hygiene Profile Framework

 2.2.1 Goal theory of motivation

On the other hand, the process motivation theory adopted for this study is the goal theory

of motivation. In the late 1960s, Edwin Locke proposed that intentions to work toward a

goal are a major source of work motivation (Locke and Latham, 1990). That means the

goal will tell the people what needs to be done and how much effort will need to be put in

order to fulfill the goal and target of the organization (Locke and Latham, 1990). The key

steps in applying goal setting are: (1) diagnosis for readiness; (2) preparing employees

via increased interpersonal interaction, communication, training, and action plans for goal

setting; (3) emphasizing the attributes of goals that should be understood by a manager

and subordinates; (4) conducting intermediate reviews to make necessary adjustments in

established goals; and (5) performing a final review to check the goals set, modified, and

accomplished (Matteson, 1999).

2.2.2 Osgood and schramm’s circular theory of communication

Aside from motivational theories, a communication theory should also be used for this

study so as to have a process on how effective communication can be achieved. In this

40
case, the communication theory adopted for the study is Osgood and Schramm’s circular

theory of communication (Schramm, 1954) (see figure 2):

Fig 2: Osgood and Schramm’s Circular Theory of Communication

This theory is also based on Shannon and Weaver’s communication theory. Schramm

also believes that the communication process should consist of a sender, channel and

receiver (Bryant and Heath, 2000). However, Schramm explains that while one person is

speaking, the other is listening. How this listening is done constitutes information for the

sender (Bryant and Health, 2000). If a receiver frowns, that provides different

information than if “he or she” smiles supportively (Bryant and Health, 2000). It is

explained in this theory that recognizing the dynamics of interaction countered the

tendency to communication as a linear progression of steps leading to or "causing" each

following step. He understood that people respond idiosyncratically to messages as a

function of their personality, group influences, and the situation under which the

communication occurs (Bryant and Health, 2000).

The process of the model is simple. In it, the sender and receiver function as both encoder

41
and decoder of information. Each functions as the interpreter of the message

(Underwood, 2003). This model explains that effective communication can be possible if

both the receiver and the sender are capable of interpreting meanings out of the

information being communicated. For instance, in the business context, the supervisor

may mean well and believe that he is delivering the messages properly to the employees.

However, because the employees have not been briefed earlier about a particular piece of

information that plays an important part on what the supervisor communicated, they miss

the point of what the supervisor tries to say. In return, the supervisor may interpret that

the employees are still ignorant about a specific piece of information and still need

further briefing.

2.3 Empirical review

The article by Foerenbach and Goldfarb (1990) in the early nineties has been one of the

firsts to take notice of the changing needs of employees. Goldfarb (1990) took note from

a survey of nearly 300 organizations conducted from 1987 to 1989 by the International

Association of Business Communicators (IABC) that employers in the nineties have

become increasingly aware that employee loyalty and commitment are dependent on

effective communications programs, but that many corporate communications efforts

remain ineffective. Findings show that employees are less focused on the company and

more focused on non work-related issues-families and quality of life, for example

(Foerenbach and Goldfarb, 1990). Thus, the organization has the responsibility to get the

employees involved. However, several issues must be resolved first. For instance,

42
although employees are more satisfied than ever with the information they're getting,

communication efforts are still not meeting their needs. The majority of employees want

face-to-face communication. Also, other issues include: employees remain intensely

critical of management's willingness to listen to them and to act on their ideas; first-line

supervisors, although overwhelmingly the preferred source of information, are still not

communicating at satisfactory levels; and senior management remains invisible and out

of touch.

 Howard (1998) also agrees that effective communication can lead to employee

motivation and job satisfaction. Howard (1998) believes that companies can use their

employee communications programs to achieve their business goals if these are managed

properly. One of the factors that affect the reputation of the company is the consistency

and relevance of communications, outside and in (Howard, 1998). Therefore, managing

communication and being able to implement an effective one may motivate employees to

work as they will have the perception or the view that the company treats them as

someone who really belongs with the group, and is not isolated (Howard, 1998).

ACAS, an organization in the UK the resolves employment disputes, stated that

“ensuring that everyone has a say in decisions that affect them is the basis for building

better relationships within workplaces” (ACAS, 2003). Furthermore, the company stated

that effective communication is a key to good decision making, smooth management of

change and organizational improvement (ACAS, 2003).

43
According to Riccomini (2005), a study from General Electric and Hewlett-Packard in

the 1980s revealed the importance of communication in motivating employees. The two

companies quantitatively established the correlation between managerial communication

effectiveness and employee satisfaction based on five questions in employee attitude

surveys that focused on one-to-one communication. They concluded that “the better the

managers' communication, the more satisfied the employees were with all aspects of their

work life”. Since then, both Hewlett-Packard and GE have shifted the focus of much of

their communication efforts to build on the immediate manager as the key link in the

communication chain.

In GE, employees have freedom of speech. Employees have been given the opportunities

to improve and to voice out their ideas and suggestions (Slater, 1999). Employee

empowerment has been considered as a management technique which can be applied

universally across all organizations as a means of dealing with the needs of modern

global business (Barry, 1993: Johnson, 1993; Foy, 1994).

Empowerment describes working arrangements which engage the empowered at an

emotional level (Slater, 1999). They differentiate between concepts of empowerment

which are relational and motivational. As a relational concept empowerment is

concerned with issues to do with management style and employee participation. As a

motivational construct empowerment is individual and personal, it is about discretion,

autonomy, power and control. This motivational aspect to empowerment becomes the

defining feature of the initiative. Furthermore, Johnson (1993) stated that an empowered

44
employee must feel a sense of personal worth, with the ability to effect outcomes and

having the power to make a difference. In addition, advocates of empowerment claim that

employee empowerment helps firms to enthuse and enable employees to take

responsibility for the service encounter (Barbee and Bott, 1991).

According to Gillis (2004), the attitudes and loyalty of employees are directly influenced

by their participation in communication efforts, and this has a direct influence on how

they treat customers and clients, which in turn leads to growth of the bottom line. This

shows the importance of communication in the organization’s daily operation. For

instance, in change management, Gillis (2004) explained that the more employees

participate in the communication and change strategy, the higher the level of trust

between the organization and its employees; the higher the degree of control mutuality

between an organization and its employees; the higher the level of commitment between

an organization and its employees; the higher the level of satisfaction with the

relationship between an organization and its employees; and the more positive the overall

relationship between an organization and its internal publics.

45
 CHAPTER THREE

RESEARCH METHODS

3.0 Preamble

This chapter presents the methodology used in this study. It explains the different

processes the research went through, specifically the research approach, the sampling

method, data collection and data analysis used.

3.1 Research design

The research approach in the study is positivism because the aim of the study is to

collect, analyze and present data. The emphasis in this method is on a highly structured

methodology to facilitate replication, and on quantifiable observations that lend

themselves to statistical analysis (Saunders et al, 2003). It means that the law of

generalization is applied in the study.

 The study will also be approached in the deductive way – meaning the aim is basically to

deduce or to test a hypothesis, which is “service company employees are more motivated

than manufacturing employees”.

46
 The descriptive approach, on the other hand, is the research strategy adopted for

the study. It intends to present facts concerning the nature and status of a situation, as it

exists at the time of the study. It is also concerned with the relationships and practices

that exist, beliefs and processes that are ongoing, effects that are being felt, or trends that

are developing. In addition, such approach tries to describe present conditions, events or

systems based on the impressions or reactions of the respondents of the research

(Saunders et al, 2003).

3.2 Research population

2 service companies and 2 manufacturing companies in Lagos State will be included as

participants in the study. In each company, at least 30 employees will be the target

number of samples. Overall, there should be 120 employees who will participate in the

study.

 3.3 Sampling

Convenience sampling is chosen as the sampling strategy because it is more flexible

compared with statistical sampling methods. This method will make it easy to adjust

when a considerable number of respondents back up or disagree to participate. Despite

the claim that convenience sampling is flawed because it haphazardly selects the

respondents, applying the approach in this study is considerable because of the huge

number of service and manufacturing employees within Lagos State. Since the target of

the study are service and manufacturing employees in general and not limited to specific

47
company employees only, convenience sampling is appropriate to use.

3.4 Instrument for data collection

The semi-structured questionnaires will be given to the respondents informally. The

respondents will be briefed first about the aim of the study and then told about the

instructions. A written instruction will also be available at the beginning of the

questionnaire. The respondents will also be informed that they are free to ask any

questions if they cannot understand something in the questionnaire. Questionnaire fill-up

usually should take 10 to 20 minutes.

This survey-questionnaire will have four sections. The first part intends to request the

respondents’ perception on inter-personal communication at work, while the second

section will contain a set of aptitude statements testing the respondents’ involvement in

company policy making and other vital activities. The third segment will be another set

of aptitude statements testing employee’s motivation at work. The purpose of the set of

attitude statements is to determine the level of agreement or disagreement using a five-

point Likert scale. In the Likert technique, the degree of agreement or disagreement) is

given a numerical value ranging from one to five, thus a total numerical value can be

calculated from all the responses. The equivalent weights for the answers will be:

Range                                     Interpretation 

   4.50 – 5.0   Strongly Disagree

48
 3.50 – 4.00   Disagree

  2.50 – 3.49  Uncertain

    1.50 – 2.49   Agree  

          0.00 –1.49   Strongly Agree

The forth part intends to acquire the demographic profile of the respondents.

3.5 Procedure for data collection

The filled questionnaires will be distributed and retrieved manually from the respondents.

Since a questionnaire fill-up time will not exceed 10 to 20 minutes, the researcher will

prefer to distribute the questionnaires and wait to collect the filled questionnaires on the

spot.

3.6 Method data analysis

 The percentage and weighted mean of the data will be acquired. These two statistical

methods will allow a basic comparison of data, for instance, which among the service and

manufacturing respondents has the highest rate in terms of being motivated?

The following are the statistical formulae:

1. Percentage – to determine the magnitude of the responses to the questionnaire.

            n

% = -------- x 100        ;           n – number of responses

            N                                 N – total number of respondents

2.       Weighted Mean

            f1x1 + f2x2  + f3x3 + f4x4  + f5x5

49
x = ---------------------------------------------  ;

                        xt

Where:             f – weight given to each response

                        x – Number of responses

                        xt – total number of responses

         

CHAPTER FOUR

DATA ANALYSIS AND DISCUSSION OF FINDINGS

4.0 Preamble

This chapter presents an analysis of the data gathered from the respondents in the

research study as well as a discussion of the findings. The discussion of findings is

partitioned into three different segments so as to aid a better understanding of the

research findings. Respondents in this study are made up of employees from both

manufacturing and service companies (irrespective of there level or position). 2 service

and 2 manufacturing companies were taken into consideration with 30 questionnaires

distributed to employees in each company. In total, the respondents of this study are 120

employees (made up of 60 employees each from both service and manufacturing

companies). The analysis below therefore represents a comparison of the responses

gathered from the respondents in relation to their respective companies.

50
4.1 Presentation of findings and analysis of data

A.) Rate at which employees enjoy interpersonal communication at work

Table 4.1.1:

Employees’ views on inter-personal communication as being a good tool for

employee motivation at work

AGREE

DISAGREE
STRONGLY

STRONGLY
UNDECIDED

OPTIONS

TO

TAL
AGREE

DISAGREE

SERVICE 10 44 - 06 - 60
PERCENTAGE 16.7% 73.3 - 10% - 100%
MANUFACTURING 31 28 - - 01 60
PERCENTAGE 51.7% 46.7% - - 1.6% 100%
51
Table 4.1.1 above represents diverse views of the respondents on inter-personal

communication as a good tool for employee motivation. An absolute majority of both

manufacturing and service company employees are in support of this assertion. A 90%

majority of service employees agree to this fact while 98.4% majority attested to same

fact among manufacturing employees.

Table 4.1.2:

Employees’ feelings as to whether their respective companies uphold and practice

good inter-personal communication or not

DISAGREE
AGREE
STRONGLY

STRONGLY
UNDECIDED

OPTIONS

TO

TAL
DISAGREE
AGREE

SERVICE 10 38 06 02 04 60
PERCENTAGE 16.7% 63.3% 10% 3.3% 6.7% 100%
MANUFACTURING - 06 09 33 12 60
PERCENTAGE - 10% 15% 55% 20% 100%

From table 4.1.2 above, it is discovered that manufacturing and service companies have

opposite stance when it comes to the practice of good inter-personal communication. An

52
80% majority of service employees confirmed tat their companies actually do care about

good inter-personal communication while only 10% where negative. The remaining 10%

could not make up their minds on it. As for manufacturing companies, a 75% majority

said their companies pay little or no commitment to good inter-personal communication.

Table 4.1.3:

Employees’ wish for their various companies to be concerned about their personal

well being

DISAGREE
AGREE
STRONGLY

STRONGLY
UNDECIDED

OPTIONS

TO

TAL
DISAGREE
AGREE

SERVICE 38 22 - - - 60
PERCENTAGE 63.3% 36.7 - - - 100%
MANUFACTURING 26 33 - 01 - 60
PERCENTAGE 43.3% 55% - 1.7% - 100%

53
Table 4.1.3 above confirms that all employees want their various companies to be

concerned about their personal well-being. 100% of the employees from service

companies were positive and 98.3% of employees from manufacturing companies also

agree to same fact.

Table 4.1.4:

Employees’ wish for their respective companies to seek their opinion when company

policies and goals are to be made

DISAGREE
AGREE
STRONGLY

STRONGLY
UNDECIDED

OPTIONS

TO

TAL
DISAGREE
AGREE

SERVICE 25 29 06 - - 60
PERCENTAGE 41.7% 48.3% 10% - - 100%
MANUFACTURING 24 36 - - - 60
PERCENTAGE 40% 60% - - - 100%

54
Table 4.1.4 above shows that a majority of employees want their wishes to be sought

when company’s policies and goals are to be set. 100% of employees in manufacturing

companies agree to this fact while only 10% of service company employees could not

make up their minds. All other 90% are also in tune with their counterparts from

manufacturing companies.

Table 4.1.5:

Employees’ believes that they need to be carried along and duly informed on all

company proceedings irrespective of their level

DISAGREE
AGREE
STRONGLY

STRONGLY
UNDECIDED

OPTIONS

TO

TAL
DISAGREE
AGREE

SERVICE 17 32 05 06 - 60
PERCENTAGE 28.3% 53.4% 8.3% 10% - 100%
MANUFACTURING 16 23 12 09 - 60
PERCENTAGE 26.7% 38.3% 20% 15% - 100%

55
Table 4.1.5 shows that a majority of both service and manufacturing company employees

believe that there is need for them to be carried along and duly informed on all

company’s proceedings. While only 15% and 8.3% of employees in manufacturing and

service companies respectively were undecided, all others were positive for

manufacturing companies and the same goes for service company employees except for

10% of them who disagree to this fact.

Table 4.1.6:

Employees’ wishes for their views to be sought before policies are made issues

pertaining employee incentives DISAGREE

AGREE
STRONGLY

STRONGLY
UNDECIDED

OPTIONS

TO

TAL
DISAGREE
AGREE

SERVICE 12 35 13 - - 60
PERCENTAGE 20% 58.3% 21.7% - - 100%
MANUFACTURING 07 44 - 9 - 60
PERCENTAGE 11.7% 73.3% 15% - 100%

56
Table 4.1.6 represents employees’ wishes for their views to be sought before policies are

made on issues pertaining employee incentives. It shows that an absolute majority of both

service (78.3%) and manufacturing (85%) employees agree to this fact. While the rest

21.7% among service employees were undecided, 15% of manufacturing company

employees did not agree to this fact.

B.) Factors that motivate employees to work

Table 4.1.7:

Employees’ stance on their respective companies as to whether it always show

concerns about their personal well-being

DISAGREE
AGREE
STRONGLY

STRONGLY
UNDECIDED

OPTIONS

TO

TAL
DISAGREE
AGREE

SERVICE 01 34 18 02 05 60
PERCENTAGE 1.7% 56.7% 30% 3.3% 8.3% 100%
MANUFACTURING - - 7 20 33 60
PERCENTAGE - - 11.7% 33.3 55% 100%

57
Table 4.1.7 above shows that there is an opposite practice between service and

manufacturing companies when it comes to showing concerns about employees’ personal

well-being. While only 11.6% of service company employees fault their companies on

that area, a majority of 58.4% gave kudos to their employers. The reverse is however the

case for manufacturing company employees as 88.3% of them fault their companies

while the rest 11.7% were undecided about that.

Table 4.1.8:

Companies’ practice of seeking employees’ opinions when policies and goals are to

be set DISAGREE
AGREE
STRONGLY

STRONGLY
UNDECIDED

OPTIONS

TO

TAL
DISAGREE
AGREE

SERVICE 07 31 06 15 01 60
PERCENTAGE 11.7% 51.7% 10% 25% 1.6% 100%
MANUFACTURING - 9 - 35 16 60
PERCENTAGE - 15% - 58.3% 26.7% 100%

58
Table 4.1.8 proves that while service companies put a great deal of efforts in ensuring

that employees’ opinions are always sought when company’s policies and goals are to be

set, the reverse is the case for manufacturing companies. While only 15% of employees

from manufacturing companies were able to praise their employers on this issue, a

majority of 63.4% employees were positive for service companies.

Table 4.1.9:

Companies practice of giving adequate information to employees on all company’s

proceedings

DISAGREE
AGREE
STRONGLY

STRONGLY
UNDECIDED

OPTIONS

TO

TAL
DISAGREE
AGREE

SERVICE 07 40 06 03 04 60
PERCENTAGE 11.6% 66.7% 10% 05% 6.7% 100%
MANUFACTURING - 09 - 26 26 60
PERCENTAGE - 15% - 43.3% 41.7% 100%

59
As shown in table 4.1.9, manufacturing companies are also wanting when it comes to

giving adequate information to employees on all company’s proceedings. 85% of them

fault their companies on this while the reverse is the case for service companies where

78% of their employees agree to the fact that they always put a great deal of efforts in

ensuring that adequate information is given to employees on all company’s proceedings.

Table 4.1.10:

Companies’ practice of seeking employees’ views before making policies on

employee incentives

DISAGREE
AGREE
STRONGLY

STRONGLY
UNDECIDED

OPTIONS

TO

TAL
DISAGREE
AGREE

SERVICE 06 26 21 06 01 60
PERCENTAGE 10% 43.3% 35% 10% 1.7% 100%
MANUFACTURING - - - 41 19 60
PERCENTAGE - - - 68.3% 31.7% 100%

60
Table 4.1.10 above confirms that Service and manufacturing companies move in opposite

directions when it comes to seeking employees’ views before making policies on

employee incentive schemes. 100% of employees from manufacturing companies fault

their employers on this angle while 50.3% of service company employees appreciate their

employers’ efforts on that.

Table 4.1.11:

Companies’ usual sponsor of employees for development training, studies and

seminars

DISAGREE
AGREE
STRONGLY

STRONGLY
UNDECIDED

OPTIONS

TO

TAL
DISAGREE
AGREE

SERVICE 08 39 06 01 06 60
PERCENTAGE 13.3% 65% 10% 1.7% 10% 100%
MANUFACTURING 01 09 01 29 20 60
PERCENTAGE 1.7% 15% 1.7% 48.3% 33.3% 100%

61
From table 4.1.11 above, it is evident that while service companies put a great deal of

efforts in sponsoring their employees for development training and studies, the reverse is

the case for manufacturing companies. 81.6% of employees in manufacturing companies

said their employers put little or no effort on this while 78.3% of service company

employees praise their own employers on the same issue.

C.) Relationship between interpersonal communication at work and employees’

motivation to work

Table 4.1.12:

Employee’s knowledge of company goals and objectives and their determination to

help achieve them

DISAGREE
AGREE
STRONGLY

STRONGLY
UNDECIDED

OPTIONS

TO

TAL
DISAGREE
AGREE

SERVICE 06 35 12 06 01 60
PERCENTAGE 10% 58.3% 20% 10% 1.7% 100%
MANUFACTURING 01 06 04 32 17 60
PERCENTAGE 1.7% 6210% 6.7% 53.3% 28.3% 100%
Table 4.1.12 employees’ knowledge of company’s goals and objectives and their

determination to help achieve them. While a majority of service company employees

(68.3%) are loyal to their companies on this, only 11. 7% of manufacturing company

employees are ready to be committed to achieving their own company’s goals.

Table 4.1.13:

Employees’ determination to better the situation of things at their work places

DISAGREE
AGREE
STRONGLY

STRONGLY
UNDECIDED

OPTIONS

TO

TAL
DISAGREE
AGREE

SERVICE 13 34 07 05 01 60
PERCENTAGE 21.7% 56.7% 11.7% 8.3% 1.6% 100%
MANUFACTURING - 26 16 16 02 60
PERCENTAGE - 43.3% 26.7% 26.7% 3.3% 100%

63
Table 4.1.13 shows a distribution of how employees are determined to better the situation

of things at their respective work places. It is evident from this that service company

employees are more loyal to this than their counterparts from manufacturing companies.

While service companies enjoy a majority of 78.4% employees who are loyal to this

course, only 43.3% of manufacturing company employees are ready to do something

about improving the standard of things at their work places.

Table 4.1.14:

Employees’ feeling of job security

DISAGREE
AGREE
STRONGLY

STRONGLY
UNDECIDED

OPTIONS

TO

TAL
DISAGREE
AGREE

SERVICE - 13 22 19 06 60
PERCENTAGE - 21.6% 36.7% 31.7% 10% 100%
MANUFACTURING - 06 - 24 30 60
PERCENTAGE - 10% - 40% 50% 100%

64
Table 4.1.14 shows that 90% of manufacturing company employees are always on the

lookout for greener pastures. Though the number is not as high as what is obtainable in

manufacturing companies, 40.7% of employees in service companies also want a change

of job. While a 36.7% are yet to take decisions on that, only 21.6% of service company

employees are having a feeling of job security. There seems to be no much difference

from manufacturing and service companies when it comes to their employees having a

feeling of job security.

Table 4.1.15:

Employees’ wish for their companies to increase their salaries for them to show

more commitment to work

DISAGREE
AGREE
STRONGLY

STRONGLY
UNDECIDED

OPTIONS

TO

TAL
DISAGREE
AGREE

SERVICE 07 33 20 - - 60
PERCENTAGE 11.7% 55% 33.3% - - 100%
MANUFACTURING 22 37 1 - - 60
PERCENTAGE 36.7% 61.6% 1.7% - - 100%
65
From table 4.1.15 above where the wishes of employees for their salaries to be increased

in order for them to show more commitment to work are presented, it is gathered that

98.3% of manufacturing company employees are only working for salary sake. As for

service companies, 33.3% of them are undecided while 66.7% others also want a raise in

their salaries.

Table 4.1.16:

Employees’ views of their salaries having greater importance to them than the

situation of things at their work places

DISAGREE
AGREE
STRONGLY

STRONGLY
UNDECIDED

OPTIONS

TO

TAL
DISAGREE
AGREE

SERVICE 05 11 20 23 01 60
PERCENTAGE 8.3% 18.3% 33.3% 38.4% 1.7% 100%
MANUFACTURING 31 25 04 - - 60
PERCENTAGE 51.7% 41.6% 6.7% - - 100%

66
Table 4.1.16 shows that When it comes to measuring the importance employees place on

salaries in comparison with the situation of things at their work places, 93.3% of

manufacturing company employees do not give a damn about what transpires at work as

long as their salaries keep flowing in. This however differs on individual basis for service

company employees; 26.6% of them prefer their salaries, 40.1% would rather prefer a

better situation of affairs at work while 33.3% could not make up their minds.

Table 4.1.17:

Employees’ feelings that they are motivated and do not really care about salaries

DISAGREE
AGREE
STRONGLY

STRONGLY
UNDECIDED

OPTIONS

TO

TAL
DISAGREE
AGREE

SERVICE - 22 20 16 02 60
PERCENTAGE - 36.7% 33.3% 26.7% 3.3% 100%
MANUFACTURING - - 03 21 36 60
PERCENTAGE - - 5% 35% 60% 100%

67
table 4.1.17 shows that considering motivation as a factor that spurs employees to work,

95% of manufacturing company employees would rather prefer their salaries to be

flowing in as at when due than for them to be motivated by other factors. For service

companies, 36.7% of their employees feel motivation is more important than salaries

while 30% prefer a better salary scheme. The rest 33.3% could not make up their minds.

Table 4.1.18:

Employees’ readiness to put more efforts at work if their companies show concerns

about their personal well-being

DISAGREE
AGREE
STRONGLY

STRONGLY
UNDECIDED

OPTIONS

TO

TAL
DISAGREE
AGREE

SERVICE 22 38 - - - 60
PERCENTAGE 36.7% 63.3% - - - 100%
MANUFACTURING 20 34 06 - - 60
PERCENTAGE 33.3% 56.7% 10% - - 100%

68
Table 4.1.18 represents employees’ readiness to put more efforts at work if their

respective companies show concerns about their personal well-being. The same thing is

obtainable for both service and manufacturing companies on this as a majority of 90%

(manufacturing) and 100% (service) of their employees agree to this fact. The remaining

10% of manufacturing company employees could not take any decision on this.

Table 4.1.19:

Employees’ believes that general employee welfare will improve productivity at

work
DISAGREE
AGREE
STRONGLY

STRONGLY
UNDECIDED

OPTIONS

TO

TAL
DISAGREE
AGREE

SERVICE 30 24 06 - - 60
PERCENTAGE 50% 40% 10% - - 100%
MANUFACTURING 32 28 - - - 60
PERCENTAGE 53.3% 46.7% - - - 100%

69
Presented in table 4.2.19 above are the diverse believes of the respondents as to whether

general employee welfare will improve productivity at work. 100% of manufacturing

company employees and 90% of service company employees go in line with this

assertion.

Table 4.1.20:

Position distribution of respondents on employee-level basis

AGREE
STRONGLY

UNDECIDED

POSITION

TOTAL
AGREE

TOP LEVEL 14 28 18 60
MIDDLE LEVEL 23.3% 46.7% 30% 100%
BOTTOM LEVEL 09 24 27 60
PERCENTAGE 15% 40% 45% 100%

70
Table 4.1.20 shows the position distribution of the respondents that make up the

population of this research study. An employee could be at top level, middle level or

bottom level.

4.2 Summary of findings

From the foregoing, it has been established that:

1. good inter-personal communication among employees at all levels in the working

environment is a good factor that motivates and spurs employees to put in their best in

ensuring that all organizational goals are achieved. The reverse is however the case when

inter-personal communication is not put into effective use. This is seen in the

Manufacturing employees who show a rather lackadaisical attitude to work simply

because they are not been carried along by their employees on company proceedings.

2. service employees enjoy more interpersonal inter-personal communication compared

to their counterparts in manufacturing companies.

3. the relationship between inter-personal communication and employee motivation and

performance does not depend on the type/nature of the organization. Whether Service or

Manufacturing, all employees want to be carried along on all organizational goals and

objectives and their views should be heard before they can be motivated to work

71
4.3 Discussion of findings

The data analyzed has three categories, which are: inter-personal communication at

work; motivation factors; and employees’ motivation to work. The “inter-personal

communication” category was meant to acquire the opinion of the respondents regarding

the importance of inter-personal communication within their company. On the other

hand, the “motivation” category has two subcategories which are: hygiene; and

motivators. These dimensions were adopted from Herzberg’s Two Factor theory. The aim

is here is to know the level of hygiene and motivator factors within their company. Then,

“the employees’ motivation” category was meant to determine if the employees are

motivated by the level of inter-personal communication obtainable at their work places.

4.3.1 Rate at which employees enjoy interpersonal communication at work

Most of the respondents admit that internal communication in the company is important

because it helps them achieve a sense of belonging, or not being left out. It is also

important for them because it updates what they know about the company and helps them

relieve stress.

The results show that service companies have stronger communication between managers

and employees compared to manufacturing companies. Only 10% of the manufacturing

employee respondents agreed in the statement: “My company upholds and practice good

interpersonal communication”, compared to the 80% of service employees. 

The findings also showed that service employees agree that they are well-informed on

basic company operations i.e. what the company do, what the company sell, the business

72
locations, etc. Most of the manufacturing employees disagree to this, which means that

they only receive limited information about the nature of the business they are work in.

Manufacturing employees also disagreed that they are well-informed about company

policies on compensation and salary information such as rules for salary deduction, etc.

unlike service employees who mostly agreed although the weighted mean showed that

the data was uncertain.  

This finding is in agreement with Howard (1998) that companies can use their

employee communications programs to achieve their business goals if these are managed

properly. One of the factors that affect the reputation of the company is the consistency

and relevance of communications, outside and in (Howard, 1998). Therefore, managing

communication and being able to implement an effective one may motivate employees to

work as they will have the perception or the view that the company treats them as

someone who really belongs with the group, and is not isolated (Howard, 1998).

However, the finding does not totally agree with one aspect of Howard’s conclusion

which is the fact that effective communication can lead to employee motivation and job

satisfaction. This is because, despite the fact that employees in Service companies agree

that their companies have put a great deal of effort in maintaining a good inter-personal

communication with them, majority of them still do not have a feeling of job satisfaction

and are ready to leave for greener pastures any time an opportunity presents itself.

4. 3.2 Factors that motivate employees to work

73
In the motivation category, the service employees showed a higher level of hygiene

compared with the manufacturing employees. The service employees showed high level

of agreement.

The top three motivating factors for the respondents are: salary; benefits; and being able

to voice out their opinion.

This finding corresponds with Foerenbach and Goldfarb (1990) in the early nineties

which identified the changing needs of employees. Goldfarb (1990) took note from a

survey of nearly 300 organizations conducted from 1987 to 1989 by the International

Association of Business Communicators (IABC) that employers in the nineties have

become increasingly aware that employee loyalty and commitment are dependent on

effective communications programs. Employees remain intensely critical of

management's willingness to listen to them and to act on their ideas

Furthermore, there is a correlation with the findings of Johnson (1993) which stated that

an empowered employee must feel a sense of personal worth, with the ability to effect

outcomes and having the power to make a difference.

In the statement: “Employees’ views are always sought before policies are made on

employee incentive schemes in my company”, most of the respondents service companies

agree to that fact while those in manufacturing companies disagree.

The service employees had the higher level of motivator, as they have one high level of

agreement, in the statement “My company sponsors her employees for development

training studies and seminars” compared to manufacturing company employees who had

74
none. On the other hand, in the rest of the statements, most of the results were

“uncertain”, which shows hints that both set of respondents may be experiencing low

levels of motivators, which means they are less motivated through communication.

This however questions the conclusions of Johnson (2003), ACAS (2003) and Howard

(1998) that are all certain about the effectiveness of good interpersonal communication as

a motivation tool. This finding have shown that apart from good interpersonal

communication, there are other factors that companies must combine to aid the

motivation of employees at work and get the best out of them.

Furthermore, manufacturing employees disagreed in the statement: “My company always

show great concern about my personal well-being”, while the reverse is the case for

service company employees.

4.3.3 Relationship between interpersonal communication at work and employees’

motivation to work

 Most of the manufacturing employees disagreed that they have the freedom to voice out

their opinions to the management. Therefore, they do not care about what goes on at their

work places as long as their salaries keep flowing in. This is also the case for the service

employees except for the fact that their own percentage is not as high as that of

manufacturing company employees. This shows that all of them are not motivated

because they cannot voice out their opinions. Manufacturing employees also disagree that

they are motivated by knowing every policy in the company.

75
This is in-line with the findings of ACAS (2003). ACAS, an organization in the UK the

resolves employment disputes, stated that “ensuring that everyone has a say in decisions

that affect them is the basis for building better relationships within workplaces” (ACAS,

2003). Furthermore, the company stated that effective communication is a key to good

decision making, smooth management of change and organizational improvement

(ACAS, 2003).

According to Gillis (2004), the attitudes and loyalty of employees are directly influenced

by their participation in communication efforts, and this has a direct influence on how

they treat customers and clients, which in turn leads to growth of the bottom line. This

finding has confirmed Gillis’ statement.

However, both set of respondents agree that being well-informed, being fairly

compensated and protected by safety measures motivate them and keep them free from

worry, although the service employees have higher level of agreement compared with

manufacturing employees. This also corresponds with Foerenbach and Goldfarb (1990)

that many corporate communications efforts remain ineffective. Findings show that

employees are less focused on the company and more focused on non work-related

issues- families and quality of life.

The respondents also recognize that being familiar with company rules and regulations

help them work faster and more efficient. They also agreed in the statement “General

employees’ welfare will improve productivity at work”.

76
This is in agreement with the findings of Riccomini (2005), which concluded that “the

better the managers' communication, the more satisfied the employees were with all

aspects of their work life”.

4.4 Validation of the research hypothesis

The hypothesis used for this study is “Managers in manufacturing companies give

importance to motivation but their employees are less motivated compared with service

companies”. It has however been proved wrong because findings from the study shows

that managers in Manufacturing companies pay very little attention to motivating their

employees at work. This is however in contrast with that of service company managers.

However, despite the difference in the level of attention given to employee motivation in

the both set of companies, service company employees only experience high hygiene but

are less motivated, which means that they are not fully motivated. This is evident in the

fact that a majority of service companies employees despite consenting to the fact that

their employers are putting a great deal of effort in motivating them to work, are still on

the lookout for greener pastures.

77
 CHAPTER FIVE

SUMMARY, CONCLUSION AND RECOMMENDATION

5.1 Summary

The results of the study showed that there is not enough statistical evidence to conclude

whose set of respondents’ value communication more as a motivating factor. However,

service employees slightly have a higher sense of valuing communication compared with

manufacturing employees. The results also showed that service employees are well-

informed on basic company operations, prohibitions and specific punishments, and

company policies on salary and compensations compared with manufacturing employees.

Service employees are also more at ease with managers and can easily comment or

express their opinions contrary with manufacturing employees.

78
Although the results favor mostly service employees, especially having a high level of

hygiene, service employees also suffer a low level of motivator, which means that they

are also less motivated like those from manufacturing companies. The Two Factor theory

stated that even though the company has a high level of hygiene, it cannot be said that the

employees are motivated. The motivator should be the one given priority because it is

what the employees perceive within themselves. The study basically shows that both

service and manufacturing companies do not fully use inter-personal communication as a

tool to promote motivator factors, to further motivate their employees.

 The study also showed that both set of respondents value communication as motivational

factors although most of them agree that those were not being fully utilized in their

respective companies. Manufacturing companies were mostly uncertain about realizing

the contribution of communication in setting their goals, compared with service

companies who mostly agreed with the statement. Perhaps the rationale behind it is that

service employees are fortunate because they usually belong into small working groups

unlike manufacturing employees who work with many. It means that the latter

experiences higher competition and larger number of employees compared to the former,

which basically makes reaching out to every employee a daunting task. Furthermore,

service employees are basically more trained to communicate rather than to operate

specific mechanical devices.

5.2 Conclusion

79
Regarding the theory constructed for this study, it can be assumed that low

communication level in motivator would lead to less development of goals, leaving

employees uncertain and less motivated. Communication as a motivator should be

realized by both the service and manufacturing companies because employees value

communication and see it as a means of being important or as a signal of their

belongingness in the company. The employees believe that communication, specifically

internal, is an important issue for them because “it helps them achieve a sense of

belonging”, or “not being left out”. It means that when the managers or the supervisors

communicate constantly with employees, they feel they are not isolated and the working

environment they work in is “accommodating”. Employees feel that “they are not alone”

and that people in the office are willing to help if they need any. That means, an office

environment with poor communication can dampen the working spirit of the employees

because it will make them feel isolated or alien to the culture of the company. However,

this type of reason was prevalent among service employees.  

The employees also believe that communication updates what they know about the

company. Several of the employees believe that being told quickly and clearly what has

changed in the company helps them to do their job well because it creates an

understanding on why the changes took place.  Communication can also be a stress

reliever for some. Although those who answered this did not fully explain why so, it can

be interpreted that having a break and talking with co-workers and managers can lighten

up the tension in the office and break boredom. This answer was mostly given by the

manufacturing employees. After all, most who were interviewed believed that one of the

factors that can motivate them is “an accommodating working environment”. By

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accommodating means employees are free to ask questions and are receiving answers.

They are also free to chat and are not bounded by rules such as “no talking”.  

As the overall conclusion to this study, there shows a slight difference between service

employees and manufacturing employees. Service employees are slightly more motivated

by communication compared with manufacturing employees. However, it shows that

service employees are only better in hygiene factors meaning they are not completely

motivated because of communication. The communication policy that they experience

has only little to do with their motivation and performance, since those factors were not

motivators that will push them to act. Manufacturing employees, on the other hand, have

moderate hygiene and also have low motivators. It is also not clear for manufacturing

employees if communication can help them build goals to become motivated. On the

contrary, service employees believe more that communication – that is hygiene and

motivators – help them build their goals. According to the theory, goals can develop

motivation and improve performance. But since, the motivator score of the service

employees is also low, it cannot be completely said that they are being motivated by

communication. They only experience good hygiene or the sense of being governed and

ruled by good communication policies, but are not actually experiencing or engaging in

communication. It means that messages were not disseminated effectively, ruining the

circular motion of communication. This then prevents the employees develop goals and

eventually lose motivation or failed to be motivated further. Other barriers of

communication effectiveness can be attributed to choice of location of managers when

communicating with employees. Furthermore, there are lack of efforts in bringing out

messages clear

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5.3 Recommendations 

It is recommended that both service and manufacturing companies should not only focus

on improving the overall communication policies within their companies, but also look

for ways in which those policies can be incorporated effectively. Findings from the study

show that employees on both industries value communication and think that it is an

important factor for motivation. Other important motivational factors such as salary and

benefits are also informed through the employees through communication and without

having an effective one, employees will be confused and will lose their interest or drive

in working.

Service companies should also make it a point to give compliments to where

compliments are due. The manufacturing employees in this were not also satisfied as the

overall results showed that they were uncertain about it. Both industries should find it a

way to motivate employees through compliments. An effective award system for the best

employees should also be a good idea. Although the companies implement an award

system, it seems that the employees were not satisfied with how the system goes. The

companies should ensure that the award system should be balanced and fair. This being

balanced and fair should also be communicated effectively to the employees – the system

should be explained well so as they will not get the wrong idea.

Finally, it is recommended that managers and supervisors should be trained to know the

basics of communication theories, so that they would be able to communicate better with

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their subordinates. Managers should at least know how to say a compliment properly to

employees, or how to talk to them in the proper informal or informal way. Managers

should be able to read through, and should be able to know that good communication is

an important part of productivity.

4.4 Reflections

The study has not completely proven that there is a difference between service and

manufacturing companies in terms of giving importance to communication. However, it

did found out that communication is important for both industries. Although hygiene

factors are high, specifically service employees, motivators are low which means that

communication policies are being effectively instigated and implemented by employees.

Regardless of the results, this study also has several limitations. First, the sampling used

is only convenience sampling since this would make the study process quick. It is also

used because both the service and manufacturing companies have large overall number of

employees, making it difficult to put the sampling statistically. This sampling method

made the study limited because validity measures are too low and can be criticized easily

by those who prefer statistical sampling. The respondents were gathered haphazardly and,

although there are criteria, respondents came from different companies.  

Another limitation of the study is that it did not cover the reasons why communication is

not effective within companies, or why the motivators are low. Of course, descriptively,

the data shows that both industries suffer from low motivators, but there has not been any

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mentioned reasons why so. Future studies should investigate more on the reasons why

motivators or hygiene factors are low so as to develop a means or method to improve

them. Future studies should also come up with the same study with a larger sample so

that results can be more valid.

Also, despite the fact that the service company employees claim that their employers are

doing their bests in ensuring a good personal relationship with them, a good number of

them still wish they could get better offers elsewhere. Future studies should also be

conducted to ascertain the reason why these employees do not have a feeling of job

security.

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APPENDIX 1

(QUESTIONNAIRE)

LAGOS STATE UNIVERSITY

ADEBOLA ADEGUNWA SCHOOL OF COMMUNICATION

My name is Adesina Taye Adekunle. I am a student of the above named institution. This
questionnaire is designed to elicit information for academic purposes. The topic of this
study is “Influence of inter-personal communication on Employee motivation and
performance”. Your co-operation and candid responses will be highly appreciated.

You are requested to answer the following questions. Please tick in the box that contains
your answer. Please be assured that all information supplied will be treated in strict
confidence.
INSTRUCTION: Please choose the options that best apply to your candid opinion
using the response format as follows: Strongly Agree (SA), Agree (A), Undecided
(UN), Disagree (D) Strongly Disagree (SD).

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 SECTION A:
(EMPLOYEES’ PERCEPTION ON INTER-PERSONAL COMMUNICATION AT
WORK)

SA A UD D SD

 Interpersonal communication is a very good tool to

motivate my performance at work

 My company upholds and practice good interpersonal

communication

 As an employee, I want my company to be concerned

about my personal well-being

 My company need to seek my opinion when company

policies and goals are to be set

 There is need for employees at all levels to be carried along

and duly informed on all company proceedings.

 Employees’ views ought to be sought before policies are

made on issues pertaining employee incentives.

SECTION B:
(EMPLOYEES’ INVOLVEMENT IN COMPANY’S POLICY MAKING AND
OTHER VITAL ACTIVITIES)

SA A UD D SD

 My company always show great concerns about my

personal well-being

 My company seeks my opinion when company policies

and goals are to be set

9. I am always carried along and given adequate information

on all company proceedings

10. Employees’ views are always sought before policies are

made on employee incentive schemes in my company.

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 11. My company sponsors her employees for development
training, studies and seminars.

SECTION C:
(EMPLOYEES’ MOTIVATION TO WORK)

SA A UD D SD

12. I know my company’s goals and objectives and I am

determined to do all that I can to help achieve them.

13. Every day, I think of how best I can better the situation of
things at my place of work.

14. I feel at home at work and I don’t think of changing work

anytime soon.

15. My company should increase my salary if I must show

more commitment to work.

16. My salary is of more priority to me than what goes on at

my place of work.

17. The salary does not matter, I am motivated at work and I

am determined to do my best.

18. I will increase my efforts at work if my company puts

interest in my personal well-being.

19. General employees’ welfare will improve productivity at

work.

SECTION D
(PERSONAL DATA)

 Gender:- Male [ ] Female [ ]

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 Age:- 18 – 24 [ ] 25 – 49 [ ] 50 and above [ ]

 Qualification:- Ph.D. [ ] MA/M.Sc. [ ] BSc. [ ] Diploma [ ] SSCE [ ]

 Nature of company:- Manufacturing [ ] Service [ ]

 Position at place of work:- Top level [ ] Middle Level [ ] Bottom level [ ]

91