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Communication is considered an essential tool for organizational performances and growth. Most business rely on effective communication with both customers and employees to improve sales and enhance business growth. Poor or ineffective communication normally leads to mismanagement of an organization and undesirable business results. This study sought to explore the impact of business communication on the performances of employees. Communication was conceptualized into horizontal, downward, and upward communication forms and their influence on employee performance was determined based on data from 110 participants who were employees of different banking institutions in Greece. The study confirmed that effective communication in any business entity has a great influence in employee performance. Business are encouraged to maintain a good flow of information across the organization to as to improve employee performances and business profitability in the long run.
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EJBMR, European Journal of Business and Management Research
Vol. 5, No. 6, December 2020
DOI: http://dx.doi.org/10.24018/ejbmr.2020.5.6.631
Vol 5 | Issue 6 | December 2020
1
Abstract Communication is considered an essential tool
for organizational performances and growth. Most business
rely on effective communication with both customers and
employees to improve sales and enhance business growth. Poor
or ineffective communication normally leads to
mismanagement of an organization and undesirable business
results. This study sought to explore the impact of business
communication on the performances of employees.
Communication was conceptualized into horizontal,
downward, and upward communication forms and their
influence on employee performance was determined based on
data from 110 participants who were employees of different
banking institutions in Greece. The study confirmed that
effective communication in any business entity has a great
influence in employee performance. Business are encouraged to
maintain a good flow of information across the organization to
as to improve employee performances and business
profitability in the long run.
Index Terms Business communication, Employee
performance, Horizontal communication, downward
communication and upward communication.
I. INTRODUCTION
Communication is commonly described as a process of
sending messages through different platforms and it is
normally comprised of verbal or nonverbal sentiments [1].
Effective business communication is considered very
important in enhancing the general performance of different
business entities since it influences proper co-ordination
between the employees and the employer or between the
entity and its customers. Through proper business
communication, business entities are able to enhance their
organizational management, improve employee
commitment, enhance profitability and consequently boost
the overall performance of organizations. Speaking,
listening and having the ability to effectively or efficiently
understand both verbal and nonverbal meanings are among
the most important skills that mangers must possess in order
to support or maintaining effective communication in
organizations which is a perquisite for both improved
performance and business growth. Basic business
communication skills are normally learned or developed
through observing other competent people and consequently
modelling individual behaviors based on what is observed
on other professionals. It is important note that business
information has no relevance if it is not effectively
communicated across different stakeholders in an
Published on December 10, 2020.
Stavros Kalogiannidis, Adjunct Lecturer, Department of Regional and
Cross Border Development, University of Western Macedonia, Greece.
(corresponding e-mail: stavroskalogiannidis gmail.com)
organization. Communication in business entities can
therefore be interpreted as the general process of
disseminating or transmitting business information from one
employee to another or from one business stakeholders to
another. Effective communication also helps to build
teamwork in the organization and consequently enhances
employee performance. This also helps to reduce the rate of
turnover redundancy in the organization. On the contrary
weak business communication affects the general
confidence of employees which has a negative impact on
both the productivity of employees and performance of the
business entity [2].
Organizations that are so deficient in their means of
communication rarely achieve greater performance as
compared to those that possess high level of effective
business communication. Business scholars such as Al-
Tokhais [1] indicated that the rationale of business
communication is organizations is majorly to maintain a
good relationship between the organization and its different
stakeholders that cut across employees, shareholders and
business partners among others. However, most of these
business searchers have confirmed that the relevance of
business communication on employee performance is
normally ignored which forms the basis for this current
study [2]. This study seeks to bridge the existing research
gap in the business communication research by testing the
following hypothesis:
H1: There is a significant relationship between horizontal
communication and employee performance.
H2: There is a significant relationship between downward
communication and employee performance.
H3: There is a significant relationship between upward
communication and employee performance.
II. LITERATURE REVIEW
This section resents the theoretical perspective of business
communication and the empirical review of the different
constructs of communication as well as their impact on
employee performance.
A. Theoretical Review
Most communication scholars gave continued to connect
and consequently integrate business communication across
different levels of analysis ranging from micro to the macro
levels of organization. Albert Bandura’s (1986) social
cognitive theory and Jams Prochaska et al. (1994)
transtheoretical model assert that the general behavior of an
individual is always formed based on the perspectives of the
broader community and social environment. This therefore
indicates that interventions aimed at ensuring effective
@
Impact of Effective Business Communication on
Employee Performance
Stavros Kalogiannidis
EJBMR, European Journal of Business and Management Research
Vol. 5, No. 6, December 2020
DOI: http://dx.doi.org/10.24018/ejbmr.2020.5.6.631
Vol 5 | Issue 6 | December 2020
2
communication in an organization must always include all
efforts that influence positive changes in the larger
organizational environmental.
Similarly, most persuasion studies have focused on how
the individual-level communication impacts the general
behavior of a person. Most researchers have tried to explain
the continued shifting nature of most organizations
especially as they are currently formed and consequently
transformed through different interactions among different
groups and systems. The most important interactions leading
to positive organizational change are normally conducted
among members of an organization. The external
environment or audiences and cultural meaning systems,
among others [3].
Most early studies focused on behavioral change among
employees as a result of poor communication in
organization. Most of these studies indicated that behavioral
change was normally influenced by several variables
including credibility of the source of data or information,
fear, nature of arguments, and personality differences,
among many other variables.
Since the 1960’s most business related studies have
emphasized cognitive processing of data or information that
results in persuasion. On the contrary recent studies have
revealed that business and managed communication is an
important and strategic tool for co-operations to achieve
their desired growth in terms of profitability and
performance [3].
B. Empirical Review
1. Employee Performance
Employee performance is commonly defined as the
behavior exhibited by an employee while performing a
particular task assigned by the employer. It also relates to
the outcome produced by a particular employer in an
organization. Fuertes et al. [4] indicates that employee
performance is associated with the achievements of every
employee in accordance with the different rules, regulations
or expectations of the organization or employer.
According to Jiang et al. [5], the nature of employee
performance reflects the abilities and capabilities of each
individual employee in an organization. In this case, most
competent and skirled employees tend to exhibit a high level
of expertise and commitment on the job which leads to
greater employee performance as compared to those with
less expertise and skills. However, most scholars assert that
there are additional factors that influence the level of
employee performance other than skills, competence and
expertise or professionalism, effective communication in an
organization is among the most essential factors that
influence employee performance and productivity levels.
Fuertes et al. [4] assert that excellent employee performance
is essential in the creation of high-quality services for
customers and higher profitability for the organizations.
These benefits of enhanced employee performance tend to
lead to sustainable competitive advantage in the long run.
The zeal and commitment of employees is normally
boosted when the other employees or managers on the
organization are undertaking their jobs effectively. The
nature in which the organization interacts or communicates
with the employees plays a key role in improving employee
performances since it acts as a source of motivation and new
knowledge, or skills [5].
2. Business Communication and Employee Performance
According to Otoo [6], most effective leaders or mangers
in are those that clearly understand the different aspects of
communication and its general impact on the organization’s
setting or structure. Possession of knowledge on the
relevance of business communication enables managers to
improve the nature of communication in the organization
which in the long run yields positive results most especially
concerning employees’ productivity performance. Odine [7]
indicates that effective communication is a very reliable
vehicle that helps employees to fulfill their organizational
obligations. To enhance productivity in an organization,
managers must be willing to promote free-flowing
communication across the different departmental units in the
organization.
Managers have an obligation of clearly communicating
the different organizational goals and objectives to the
employees and other stakeholders and this acts an
inspiration or motivating factor to the employees. Jiang et al.
[5] also indicate that effective communication helps to build
trust between employees and the top leadership of the
organization which encourages the former to perform
efficiently on the job. Maintaining a desirable level of
effective communication between managers and employees
helps the former to successfully control and monitor
progress of the different activities being undertaken by
employees in the organization. Otoo [6] suggests that
emphasizing a good flow of information across the entire
workforce in the organization helps in achieving the
different strategic goals and objectives.
Odine [7] revealed that communication is not necessarily
about talking, listening, and writing but rather involves
people interacting and understanding each other as well as
sharing knowledge or ideas about different issues. Various
studies have revealed that effective communication enables
managers to share goals with other stakeholders of the
organization both internally and externally.
C. Forms of Communication
1. Horizontal Communication
Horizontal communication is associated with exchange of
information or ideas across the same level or departmental
unit in an organization. Otoo [6] indicates that with
horizontal business communication, the message is
effectively transmitted along a specific or defined level in an
organization hence may not move beyond that particular
level. Horizontal communication helps employees to
directly share essential information, actively participate in
problem solving processes and collaborate to ensure
successful execution of different assigned duties and
responsibilities. Effective horizontal communication
normally results in a higher quality of information exchange
in an organization. This is based on the fact that it occurs
directly between the different employees working in the
same departmental or at the same level in the organization.
Research indicates that most organizations rely on
horizontal communication to ensure proper coordination of
the different activities in the various departments of the
organization. The other importance of horizontal
EJBMR, European Journal of Business and Management Research
Vol. 5, No. 6, December 2020
DOI: http://dx.doi.org/10.24018/ejbmr.2020.5.6.631
Vol 5 | Issue 6 | December 2020
3
communication is that it helps in the development stronger
relationships among the employees. This in the long run
improves the general productivity and performances of the
entire employee group in an organization [8]. Hence, it was
hypothesized that:
There is a significant relationship between horizontal
communication and employee performance.
2. Downward Communication
Downward communication is associated with messages
being transmitted right from superiors to the different
subordinates in the organization [9]. In this case information
flows from the top management to lower level employees.
The transmission of messages under downward
communication is done from top to bottom along the
organization’s hierarchy. Under this form of
communication, employees are able to share knowledge and
information with other different superiors at the different
levels of management. Osborne & Hammoud [8] indicate
that interacting and sharing ideas with the most experienced
and qualified managers or superiors motivate employees to
perform better in an organization. Hence it was
hypothesized that:
There is a significant relationship between downward
communication and employee performance.
3. Upward Communication
Most business researchers have described upward
communication as he mode of communication that involves
transfer of information from subordinates to their managers
or superiors in an organization [1], [10]. Studies indicate
that under upward communication, the different essential
messages and information are shared from the bottom to top
along the defined hierarchy of a particular organization [7],
[9]. Upward communication is normally utilized when
subordinates request for different opinions or information
from their superiors. Research indicates that upward
communication helps to trigger different decisions from the
top leadership or management of an organization. The
different aspects of upward communication improve the
levels of cooperation between the employees and the top
management or superiors. Studies indicate that upward
communication in any business entity allows employees to
freely express their opinions or feelings concerning the
nature of the job and other pressing issues at the workplace
[11]. This has a great impact on their ability to perform
efficiently on their different task or obligations. Hence it
was hypothesized that:
There is a significant relationship between upward
communication and employee performance.
III. METHODS
This section describes the methods and tools used in
conducting this study
A. Research Design
The study adopted a cross-sectional survey design that
involved using an online survey questionnaire to collect data
from different participants selected from the different
financial institutions in Greece. The study employed
probability sampling techniques whereby simple random
sampling technique was used in selecting the different study
participants. The reason for using the different employees of
financial institutions was based on the fact that they possess
great knowledge con darning the relationship between
business communication and employee performance.
B. Sample
Data was collected from a sample of 110 participants who
were selected from the different banking institutions in
Greece.
C. Measurement of Variables
The influence of business communication on employee
performance was measured based on a Likert scale of 5
constructs (1-5) that included; Strongly disagree (1),
disagree (2), Not sure (3), Agree (4) and Strongly agree (5).
D. Data Collection and Analysis
Data collection was conducted by availing the survey
questionnaire through an online data collection platform
(Survey monkey) that involved engaging with the targeted
sample size of participants. The questionnaire was
completed by the respondents in a period of about 10
minutes. Statistical Package for Social Sciences (SPSS)
software was used to analyze the data obtained. Regression
analysis was also undertaken in order to determine the level
to which the different forms of communication predict the
level of employee performance in an organization. In this
case a multiple regression model was of great importance in
estimating different predictive values.
𝑌 = 𝛽𝑂+ 𝛽1𝑋1+ 𝛽2𝑋2+ 𝛽3𝑋3+ 𝜀 (1)
where
Y= Employee performance.
β0= constant (coefficient of intercept).
𝑋1= Horizontal communication.
𝑋2= Downward communication.
𝑋3= Upward communication.
𝜀 = Represents the error term in the multiple regression
model.
β1…β3= Represents the regression coefficient of the
different independent variables of the study which double as
the different constricts or forms of communication that are
normally used in organizations and these helped in
determining the level of influence that the independent
variables (Horizontal communication, Downward
communication, and Upward communication) on the
dependent variable (Employee performance).
IV. RESULTS
A. Background Information
Out of the 110 participants, 73 (66.4%) were males
whereas 27 (33.6%) were female. Majority of the study
particulates were aged between 25 to 36 years and this
represented 62% of the total number of participants.
Concerning marital status, the results showed that only 46%
of the participants were married while the least portion of
participants (5%) were divorced. Concerning education
background, majority of the participants (98, 89.1%) were
bachelor’s degree holders.
EJBMR, European Journal of Business and Management Research
Vol. 5, No. 6, December 2020
DOI: http://dx.doi.org/10.24018/ejbmr.2020.5.6.631
Vol 5 | Issue 6 | December 2020
4
B. Descriptive Analysis
1. Analysis of Employee Performance
The results in Table 1 show that 5 variables had means
above 3.5 which clearly indicated the existence of the
different variables about upward communication. This
shows that participants agreed or strongly agreed to all these
statements about employee performance. However,
employees disagreed with two statements which included: I
am always recognized for quality work done (2.54) and I am
given feedback concerning the quality of my work (3.27).
Such scenarios in organizations tend to affect the level of
employee performance.
2. Analysis of Horizontal Communication and Employee
Performance
The study focused on assessing horizontal communication
based on opinions of participants as presented in Table 2
below. The means in Table 2 were all above 3.5 which
clearly indicated the existence of the different variables
about upward communication. This shows that participants
agreed or strongly agreed to all the statements about
horizontal communication. The relationship between
horizontal communication and employee performance is
presented in Table 3.
The results confirmed a significant relationship between
horizontal communication and employees’ performance
(r=0.316**, n=110, p=.000). We accept H1; that there is a
significant relationship between horizontal communication
and employees’ performance.
3. Analysis of Downward Communication and Employee
Performance
The analysis of the different opinions of participants
concerning downward communication is presented in Table
4 below.
The means in Table 4 were all above 3.5 which clearly
indicated the existence of the different variables about
upward communication. This shows that participants agreed
or strongly agreed to all the statements about downward
communication. The relationship between downward
communication and employee performance is presented in
Table 5.
The results showed that there is a positive relationship
between downward communication and employees’
performance (r= 0.531**, n=110, p=.000). This was an
indication that the different aspects of downward flow of
information tend to boost employees’ performance in an
organization. These results also led to the acceptance of the
null hypothesis H2; that there is a significant relationship
between downward communication and employee
performance.
TABLE 1: DESCRIPTIVE STATISTICS ON EMPLOYEE PERFORMANCE
Items
Mean
Std.
Deviation
1
2
3
4
5
I am always recognized for quality work done
13%
15.7%
3.9%
39.4%
19.7%
2.54
.107
I am given feedback concerning the quality of my work
9.2%
10.5%
11.8%
43.4%
25%
3.27
.588
My manager always briefs in my contribution to the
organization
2.1%
21%
6.5%
38%
13%
3.70
.506
I always base on advice from colleagues to perform
better
1.5%
6.5%
7.8%
55%
28.9%
4.01
.483
I continuously seek more knowledge and skills to
perform better on my job
3.9%
3.9%
7.8%
52.6%
31.5%
4.12
.464
I am always eager to explore new ideas about my job so
as to perform better
2.6%
2.6%
6.5%
53.9%
34.2%
4.14
.433
Easy access to information has improved my desire and
zeal to perform better
0%
5.2%
16.6%
44%
33.1%
3.62
.476
Source: Primary data (2020).
TABLE 2: DESCRIPTIVE STATISTICS ON HORIZONTAL COMMUNICATION
Items
Percentage responses (%)
Mean
Std.
Deviation
1
2
3
4
5
I maintain good language when interacting with fellow
employees
2.3%
1.3%
3.9%
61.8%
31.5%
4.03
1.604
I normally share knowledge with my colleagues on
essential issues
0%
3.9%
9.2%
61.8%
25%
4.09
1.282
I perform better by discussing with my colleagues on the
job requirements
3.9%
2.6%
6.5%
53.9%
34.2%
4.11
1.195
I always listen to the advice from my fellow employees
2.0%
5.5%
25.0%
36.5%
30%
4.01
2.316
I always seek essential information from my colleagues
in my department
5.2%
5.2%
11.8%
42%
35.5%
4.18
1.506
Sharing information keeps employees motivated to
perform better
2.6%
3.9%
7.8%
59%
26.3%
4.21
1.926
Source: Primary data (2020).
TABLE 3: CORRELATION BETWEEN HORIZONTAL COMMUNICATION AND EMPLOYEE PERFORMANCE
Horizontal
communication
Employee
performance
Horizontal
communication
Pearson
Correlation
Sig. (2-tailed)
N
1
.316**
.000
110
110
Employee
performance
Pearson
Correlation
Sig. (2-tailed)
N
.316**
1
.000
110
110
**. Correlation is significant at the 0.01 level (2-tailed).
EJBMR, European Journal of Business and Management Research
Vol. 5, No. 6, December 2020
DOI: http://dx.doi.org/10.24018/ejbmr.2020.5.6.631
Vol 5 | Issue 6 | December 2020
5
TABLE 4: DESCRIPTIVE STATISTICS ON DOWNWARD COMMUNICATION
Percentage responses (%)
Mean
Std.
Deviation
1
2
3
4
5
Easy flow of information from my superior improves
my job performance
5.2%
11.8%
5.2%
42%
35.5%
3.73
.610
My views and ideas are given attention by my manager
1.3%
1.3%
3.9%
71.8%
21.5%
4.17
.597
I derive motivation from communicating with the top
management team
0%
0%
7.8%
50%
42.2%
4.51
.640
I have knowledge on the nature of my tasks as provide
by my manager
0%
0%
2.6%
50%
47.3%
4.37
.639
My manager ensures that I have a continued access to
essential information
14.4%
9.2%
36.8%
28.9%
7.8%
4.44
.467
I access essential information from my manager
5.2%
11.8%
5.2%
42%
35.5%
3.83
.131
Source: Primary data (2020).
TABLE 5: CORRELATION BETWEEN DEMOCRATIC MANAGEMENT STYLE
AND EMPLOYEES PERFORMANCE
Downward
communication
Employee
performance
Downward
communication
Pearson
Correlation
Sig. (2-tailed)
N
1
.531**
.00
110
110
Employee
performance
Pearson
Correlation
Sig. (2-tailed)
N
.531**
1
.000
110
110
**. Correlation is significant at the 0.01 level (2-tailed).
Source: Primary Data (2020).
4. Analysis of Upward Communication
The analysis of the different opinions of participants
concerning upward communication is presented below.
The means in Table 6 were all above 3.5 which clearly
indicated the existence of the different variables about
upward communication. This shows that participants agreed
or strongly agreed to all the statements about upward
communication. The relationship between upward
communication and employee performance is presented in
Table 7.
The results obtained after cross tabulation indicate that
there is a positive correlation between upward
communication and employee performance (r= 0.612**,
n=110, p=.000). These led to the acceptance of the null
hypothesis H3; that there is a significant relationship
between upward communication and employee
performance.
5. Regression Analysis
Regression analysis was also conducted to further
establish the level to which the different independent
variables (different forms of communication) predict
employee performance in an organization.
The results presented in Table 8 clearly show that the
different study variables can predict a 42.1% change in
employee performance (Adjusted R Square = .421). The
results indicated that among the different predictors of
employee performance, downward communication (Beta =
.451, p < .01) is a better predictor as compared to horizontal
communication (Beta = .354, p < .01) and upward
communication (Beta = .158, p < .01). The results clearly
show that whereas business communication being a
determinant of employee performance, there are other
factors that may impact employee performance other than
the different components or forms of communication.
TABLE 6: DESCRIPTIVE STATISTICS ON UPWARD COMMUNICATION
Items
Percentage responses (%)
Mean
Std.
Deviation
1
2
3
4
5
I provide quick feedback to my superior
concerning any request fir particular explanations
10.5%
14.4%
30.2%
26.3%
18.4%
3.68
1.331
I request information from my manager about
different work issues
7.8%
17.1%
28.9%
27.6%
18.4%
3.33
1.141
Top management makes decisions based our
request fir particular information
10.5%
13%
31.5%
22.3%
22.3%
3.52
1.133
Attending to my needs on time improves my
performance
13%
15.7%
3.9%
39.4%
19.7%
2.54
1.107
I am always appreciated for offering certain
information
9.2%
10.5%
11.8%
43.4%
25%
3.27
.588
I raise any queries about the nature if the job
21%
21%
6.5%
38%
13%
3.70
.506
I discuss with my superiors on what to change in
the organization
6.5%
6.5%
7.8%
50%
28.9%
4.01
.483
Superiors encourage us to work better through
upward communication
3.9%
3.9%
7.8%
52.6%
31.5%
4.12
.464
Source: Primary data (2020).
TABLE 7: CORRELATION BETWEEN AUTOCRATIC UPWARD COMMUNICATION AND EMPLOYEES PERFORMANCE
Upward
communication
Employee
performance
Upward
communication
Pearson
Correlation
Sig. (2-tailed)
N
1
.612**
.000
110
110
Employee
performance
Pearson
Correlation
Sig. (2-tailed)
N
.612**
1
.000
110
110
**. Correlation is significant at the 0.01 level (2-tailed). Source: Primary Data (2020).
EJBMR, European Journal of Business and Management Research
Vol. 5, No. 6, December 2020
DOI: http://dx.doi.org/10.24018/ejbmr.2020.5.6.631
Vol 5 | Issue 6 | December 2020
6
TABLE 8: REGRESSION ANALYSIS
Model
Unstandardized
Coefficients
Standardized
Coefficients
t
Sig.
B
Std.
Error
Beta
(Constant)
2.441
.354
5.186
.000
Horizontal communication
0.263
.041
.354
4.431
.000
Downward communication
0.092
.036
.451
2.596
.000
Upward communication
0.073
.083
.158
1.1284
.317
Dependent variable: Employee performance
R
.501
R Square
.154
Adjusted R Square
.421
Std. Error of the Estimate
.713
Change Statistics
F Statistic
16.301
Sig.
.000
Source: Primary Data (2020).
V. DISCUSSION
The results clearly indicate that business communication
has a significant impact on the level of employee
performance in an organization. The findings confirm that
emphasizing effective communication in an organization
helps employees to share information, ideas or knowledge
and skills which enable them to effectively perform to the
expectations of the employer. A positive and significant
relationship between downward communication and
employee performance was confirmed. The literature also
revealed that effective downward communication enhances
the level of leadership based communication majorly
through routine updates about the operations of an
organization [1], [10]. Sharing of knowledge and
information between superiors or managers and employees
reduce uncertainties about the top management [7]. This
further helps employees to clearly understand the different
reasons for the decisions undertaken by the top
management. The study confirms that upward
communication gives employees an opportunity to discuss
their grievances or careers and other pressing issues with
other superiors which helps to motivate employees towards
being committed in the job. This agrees with findings of Al-
Tokhais [1] who indicated that interactions between
superiors and their subordinates, helps to solve the different
problems affecting the commitment of employees on their
jobs. Businesses rely on communication as the best
mechanism or channel for enhancing interactions between
the employees and customers or clients which greatly
influences employees’ performance and improves the level
of business profitability in the long run [10].
VI. CONCLUSION AND RECOMMENDATIONS
The study confirms the impact of business
communication on the general performance of employees on
an organization ore business entity. The different
components of communication most particularly, horizontal
communication, upward communication and downward
communication render a great influence on the level of
employee commitment on the job. This therefore indicates
that the different forms communication has a great impact
on employee performance and organization growth in the
long run. Appropriate business communication is a very
essential tool for attaining greater performance and
consequently maintaining desirable working relationships in
an organization. The general trust among employees can
build up in an organization if every person is committed to
engage in effective communication. It is important to note
that clear or effective business communication helps to
enhance the productivity and cooperation between
employees thereby encouraging teamwork on which
employees base to improve their performance. Business are
encouraged to maintain a good flow of information across
the organization to as to improve employee performances
and business profitability in the long run.
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Chapter
The act of passing on ideas or information from one person to another is known as communication. When we express our thoughts in a concise and understandable manner, we are engaging in effective communication. One person is the transmitter and another is the receiver in a two-way exchange of messages. The ability to communicate effectively is critical to a company's success. A company cannot function well if it is unable to communicate with its customers, employees, and/or other companies. Customers are more likely to trust a company if they know what they're getting into. It fosters a close working connection between management and employees. An organization's ability to function and flourish depends on its ability to communicate effectively. Most businesses depend on excellent communication with both consumers and staff in order to increase sales and expand the company. Unwanted business outcomes are often the consequence of a company's management team's failure to communicate effectively or efficiently.
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If we look at the digital aspect of Globalization then we can see there are numerous modifications and updates made in the digital market as new and developed technologies are made that have made communication a way lot easier than before. Before 2 decades, many people didn't knew what a Smartphone is and what are its functions. However, today, everyone is having a Smartphone and is fully aware of the power that they are holding in their hand. Similarly, people didn't think that telephone lines can be useful in providing a powerful internet connection but nowadays, there are optical cables that are providing powerful internet connections through the telephone lines. Now let's come back to the intercultural aspect of international communication. There are certain advantages of intercultural communication in the country's administrative systems. These advantages are mentioned below.
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International Business communication is a vital part of communication as it refers to all types of communication that is being done in international borders. These communications are mainly a part of global communication as it involves all the global business organizations. International communication is done by an organization when it requires expanding their productivity and wand global recognition. This communication is a need of the hour because of the increasing demand of globalization and involves government level, organization level and people level interaction on a global level. Nowadays, international communication is being taught in most of the universities as they understand the need for this kind of communication and also realizes the need for this interaction. Globalization has created its way through the market and demands that all the employees have a fluent and capable communicating power if they want to survive in this market.
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Postgraduate Student An effective International Business Communication requires smooth communication with all intercultural people. There can be different cultures present throughout the world. These cultures have their own beliefs. Moreover, they will never believe you in the first place if you are claiming that your product is better than others. Therefore, you must adapt to their culture to make your business successful in their land. Moreover, if you are setting up a business in a different county or with some intercultural people, you have to make sure that they are satisfied and their sentiments are not hurt. Moreover, certain case studies suggest that people from across the world will help you grow your business if you are ready to adapt to their culture. Case 1-Two business people researched the market to see what people want. They successfully conducted the survey and concluded that they would not look at all the matters or suggestions and modify their needs. They added cheap quality materials to make the product but sold those products by increasing the cost by around 2x. It was seen that after four years, the production stopped, and the company was sealed. Case 2-Two companies researched the market and saw that people are demanding more cheap and efficient modification of the pre-existing product. They added standard quality materials and made the product available in the market with fewer
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Research fellow Nowadays, people are looking to expand their business worldwide. They want to sell their products to people across the world. However, if you want to know the international norms, you must learn to communicate with them. Moreover, people with different cultures will have different point-of-views for a particular thing.
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Communicating with a person is required in all fields. If a person can't communicate with the other person, they will not know the advantages or the disadvantages of the actions which they are going to attempt. Moreover, if you are good at communicating, you have a high chance of upgrading your personal experience.
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An interpersonal relationship is a sub-part of internal communication. In this part, people are more focused on building relationships among fellow teammates. This practice is pretty much necessary to assess the opposite person to analyze the type of work that they can do. Moreover, developing interpersonal relationships also helps the team member's work more freely and efficiently as they knew the other members' mentality.
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This study investigates the impact of transformational leadership on employee retention in SMEs and probes the mediating role of organizational citizenship behavior and the moderating role of communication. Data were collected using convenience sampling from 505 employees of SMEs. A Smart PLS structured equation model (PLS-SEM) was used to estimate the various relationships. The findings of the study reveal a positive and significant relationship between transformational leadership and organizational citizenship behavior. Similarly, this study finds a positive and significant relationship in organizational citizenship behavior and employee retention. In addition, organizational citizenship behavior had a positive mediating effect on the relationship between transformational leadership and employee retention. Furthermore, communication positively moderates the transformational leadership-organizational citizenship behavior and organizational citizenship behavior-employee retention relationships. Leaders at SMEs should implement the traits of transformational leadership such as developing a compelling vision for employees, focus on goal achievement, problem solving techniques, a sense of purpose and training and development to enhance organizational citizenship behavior and employee retention.
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The objective of this work is to review the literature of the main concepts that lead to determining the strategic approach, creation of strategies, organizational structures, strategy formulation, and strategic evaluation as a guide for the organizational management, taking into account the effects produced by the different types of strategies on the performance of organizations. In this article, the systemic literature review method was used to synthesize the result of multiple investigations and scientific literature. The process of reading and analysis of the literature was carried out through digital search engines with keywords in areas related to the strategic management. This research reveals the lack of scientific literature containing important theoretical concepts that serve the strategists as a guide in the creation, formulation, and evaluation of strategies. This review contributes to the existing literature by examining the impact of the strategic management on the organizational performance.
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We live in a rapidly changing business environment where change has become the norm for organizations to maintain competitiveness. Although both scholars and practitioners agree that organizational change communication is important to help employees adjust to change, little is known about how negative informal information before the change affects employees’ reaction to the change and occurrence of possible within-person dynamics of resistance intention over time. Based on the construal-level theory, we used SPSS 22, AMOS 20, and HLM 6.0 as tools to explore how negative informal information affects individual performance. We used a multilevel approach to probe within-person processes among 215 MBA students in China. The results show that (1) negative informal information provided before the organizational change is positively related to the resistance intention, (2) resistance intention decreases significantly over time, and (3) negative informal information is negatively related to individual performance during the organizational change. The results from this study extend the literature on informal communication before the change and provide a dynamic perspective on the occurrence of possible within-person dynamics of resistance intention over time.
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Disengaged employees typically cost U.S. corporations $350 billion annually. The purpose of this case study was to explore strategies that some communication business leaders use to engage their employees. The target population consisted of four communication business leaders in Jackson, Mississippi, who possessed at least 1 year of successful employee engagement experience. The self-determination theory served as the study’s conceptual framework. Semistructured interviews were conducted, and the participating company’s archived documents were gathered. Patterns were identified through a rigorous process of data familiarization, data coding, and theme development and revision. Interpretations from the data were subjected to member-checking to ensure trustworthiness of the findings. Based on the methodological triangulation of the data collected, prominent themes emerged from thematically analyzing the data: rewards and recognition, empowering employees, and building a bond between leaders and employees.
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Observation is key to management scholarship and practice. Yet a holistic view of its role in management has been elusive, in part due to shifting terminology. The current popularity of the term “transparency” provides the occasion for a thorough review, which finds (a) a shift in the object of observation from organizational outcomes to the detailed individual activities within them; (b) a shift from people observing the technology to technology observing people; and (c) a split in the field, with managers viewing observation almost entirely from the observer’s perspective, leaving the perspective of the observed to the realm of scholarly methodology courses and philosophical debates on privacy. I suggest how the literature on transparency and related literatures might be improved with research designed in light of these trends.
The relationship between communication effectiveness and multicultural employees' job outcomes (Doctoral dissertation
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Al-Tokhais, A. (2016). The relationship between communication effectiveness and multicultural employees' job outcomes (Doctoral dissertation, Kent State University).
Investigating the effect of organizational communications on the performance of managers in government agencies of astara
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Ebrahimi, R., Chamanzamin, M. R., & Sourati, P. (2014). Investigating the effect of organizational communications on the performance of managers in government agencies of astara. International Review of Management and Business Research, 3(4), 2095.
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Otoo, F. (2016). Effect of communication on employee performance at Ghana Revenue Authority, Kumasi (Doctoral dissertation).
Communication problems in management
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Odine, M. (2015). Communication problems in management. Journal of emerging issues in economics, finance and banking (JEIEFB), 4(2), 1615-1630.