Communication Is A Vital Asset In Promoting

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The Role of Communication in Enhancing Work Effectiveness of an Organization

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Communication is one of the most important levers of management that a company can implement for the formation of teams and achieving valuable performance. Communication and management are complementary disciplines and strong business elements for success. Management skills are essential in a business, but all equally important are those relating to the rules for the communication and the way in which a manager knows how to interact with his staff. Being manager not only means to rein in business, but mostly means knowing to coordinate a team, leadership skills and most of all, communicate.

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Land Forces Academy Review

Vol. XXII, No 1(85), 2017

THE ROLE OF COMMUNICATION

IN ENHANCING WORK EFFECTIVENESS

OF AN ORGANIZATION

George BUCĂŢA

"Lucian Blaga" University, Sibiu, Romania

george.bucata@yahoo.ro

Alexandru Marius RIZESCU

"Nicolae Bălcescu" Land Forces Academy, Sibiu, Romania

mariusrizescu@yahoo.com

ABSTRACT

Communication is one of the most important levers of

management that a company can implement for the formation of teams

and achieving valuable performance. Communication and

management are complementary disciplines and strong business

elements for success. Management skills are essential in a business,

but all equally important are those relating to the rules for the

communication and the way in which a manager knows how to

interact with his staff. Being manager not only means to rein in

business, but mostly means knowing to coordinate a team, leadership

skills and most of all, communicate.

KEYWORDS: business communication, organizational communication,

work productivity

1. Introduction

It is essential that any type of

organization, which wishes to pursue an

activity in full accordance with the society

in which it exists, to begin the work based

on a pre-set plan, a management strategy

carefully designed as management

represents a vital aspect of the functioning

of the organizational and the social systems,

especially in the conditions of modern era,

marked by the increasing complexity of

technological and informational products,

radical transformation at the level of social

structure, trends of globalization of the

economy and, especially, changes to the

product at the organizational level. In this

context we consider necessary the

intervention of managerial structures that

will adapt to all organization changes.

2. Internal Corporate Communication

Process

Management should consider first

people. The main aim of their involvement

in the tasks they have undertaken, the

efficiency with which they are carried out

as it is a very important parameter, bearing

especially in mind that it requires

management to work together in teams.

Management deals with the coordination of

their activities, planning, organization and

coordination of pre-established objectives,

DOI: 10.1515/raft-2017-000 8

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levels, budget management and control and

assessments, as a result of the work carried

out. These management functions which

support work within the organization are

bringing a touch of its dynamism.

The individuals of the organization, namely

the work force, will be the first to benefit

from the results of the strategy or not,

because they are the ones who execute the

tasks assigned to attain the objectives

(Bodie and Crick, 2014).

Therefore, a manager who is in charge

of carrying out the functions of management

will always use the processes of

communication in order to make it

understandable to coordinate its business

activities, to make decisions and implement

them, in order to conclude partnership and

cooperation agreements etc. Communication,

from a management point of view, is the

process by which people are informed and

guided to achieve the best results.

To communicate effectively means not only

putting your thoughts in order and

presenting them in an accessible way, but

also expressing them in a way that would

capture the attention of the receiver (Beattie

and Ellis, 2014).

Communication makes possible the

interaction between members of the working

team. A manager should be the first to

establish bridges between the members of the

organization, through a careful and effective

communication. Through communication,

organization activities scroll correctly.

A good manager will use communication in

order to make it understandable to convey

its message receptor exactly as we think in

order to obtain the expected feedback at the

time of the initiation of the communicative

process. All these elements form the basis

of communication processes, whereby

individuals of an organization will be able

to establish interpersonal connections,

which are be the basis of good management

activities, both internally and externally.

Figure no. 1 The internal corporate communications process

(Source: Miller, 2012)

As a management tool, communication

intends to establish good interpersonal

relationships, non-confrontational and based

on the achievement of common goals: to

increase the level of skills, the need to

mobilize employees on the path of changing

goals, in order to exploit to the fullest of their

work force the evolution of forms of

production. It resembles some of the factors

that could explain the objective of increasing

the role of communication.

Managerial communication must take

into account a number of conditions:

‒ a concise and precise formulation

of the message to be understood

easily and in full;

‒ rapid transmission of the message;

‒ fluency and assurance of

reversibility of communication;

‒ use of a common language of the

transmitter and receiver;

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‒ simplifying the communication

channels;

‒ ensuring flexibility and

adaptability of the system of

communication to be used in any

situation (Burnside-Lawry, 2011).

Only effective communication can

enable the successful completion of these

requirements, which are necessary for

conducting tool organization. According to

some authors, communication management is

a form of interpersonal leadership, a tool with

which the manager may exercise specific

powers: forecasting, training, organization,

coordination, control, evaluation. According

to these boundaries of communication

management, the manager can arrange tasks

in a more efficient manner, he can

communicate more easily with employees,

have a starting point in making decisions, a

well developed plan.

Furthermore, the managerial

communication has a triple role:

‒ Interpersonal role: managers act as

leaders of the organization,

interacting with peers, subordinates,

customers from the organization and

from outside. Specialized studies

mention that managers use about

45 % of the time for communication,

in discussions with colleagues at the

same hierarchical level, 45 %

communicating with employees in

their organization and only 10 % of

the time, to communicate with

superiors.

‒ Informational role, whereby

managers collected information

from colleagues, from subordinates

and through other contacts, trying to

keep themselves informed about

anything that might affect their work

and responsibility. Also, they in

turn, disseminate, and provide

important information.

‒ The role of decision-making:

managers implement new projects,

allocate resources on individuals

and work compartments within the

organization. Some of the decisions

are taken in private, but they are

based on information that has been

disclosed before.

Analyzing the three roles, a common

result is obtained, namely the importance of

communication in the organization without

which things might not work. Lack of

communication may cause certain problems

to achieving the objectives of the company.

Employees are the most important

resource of the organization, and the way in

which they are actively involved in

attaining the strategic objectives of the

company for which they work is crucial to

get the expected performance of top

management (Kandlousi et al. 2010).

Figure no. 2 Communication Process Management

(Source: Beattie, & Ellis, 2014 )

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3. Communication Process

Management

The motivated and dedicated

employees are the dream of any employer

because they are the ones that increase the

productivity of the company, maintain a

positive working environment and based on

collaboration and teamwork, are loyal to the

company. In short, they are the ones who

ensure the long-term success of the

organization (Frandsen, Johansen and Pang,

2013).

Motivating employees, however, is

not an easy thing to get. Motivation, from

the psychological point of view, is the basis

of each individual's behavior, both in the

sphere of personal and professional. When

we talk about an employee's behavior at

work, motivation has strict concerning the

manner in which it perceives its role within

the organization, with the way in which his

work is appreciated, both in terms of value

(the fact that he receives a salary for his

work), and the social aspect (the way in

which his work is regarded by others) but

also with human relations established in the

professional area.

In addition to human resource

policies that are implemented in any

organization in terms of financial packages,

career plans, training programs and

professional development, internal

communication programs have a very

important role in enhancing the motivation

of employees. The explanation is simple:

numerous studies have shown that, at the

international level, great importance is

given to the non-financial factors, such as:

the relationship between professional life

and private life and quality relationships

with coworkers. Internal communication

programs contain increasingly more often

such factors of non-financial motivation.

Internal professional communication has

been challenged over the last decade,

gradually passing from the internal

communication programs intended

exclusively for the dissemination of

information within the organization,

whether uni-or bi-directional, to programs

of involvement and motivation of

employees (Miller, 2012).

In general terms, communication

inside a company:

– creates job satisfaction: organizations

that encourage a distribution of information

between seniors and subordinates, as well as

between employees of the same departments;

a good feedback brings only benefits,

motivates employees to work better and

makes them feel valuable to the company;

open communication prevents the occurrence

of conflicts and helps solving them faster.

When a conflict is resolved through

discussion, employees develop mutual

respect, which leads to an their development,

both professionally and personally;

– grows productivity; effective

communication in the workplace is an

important issue for the success or failure of

the organization; managers need to define,

to explain thoroughly the objectives to be

accomplished, communicate to employees

the responsibilities and duties that have to

be met; if the line ahead is clear, the

employees will know exactly what they

have to do and how to focus on that,

leading to increased productivity;

– uses resources more effectively:

when problems, crises and conflicts arise in

an organization, due to the lack of

communication between employees,

unnecessary dela ys in the daily routine

occur; it comes down to a resource leak and

end up in decreasing the overall

productivity.

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Figure no. 3 The positive engagement model (communication perspective)

(Source: Ruck & Welch, 2012)

As leader or manager in an

organization, the person in charge needs to

make him/her understood, and to send the

information to arrive at the receiver in time,

in order to be processed; if it is lost then the

fault will occur at the organizational level.

Effective communication involves

expressing the content and intention of the

transmitter to the receiver provided that the

receiver may have understood the message

and that between receiver and transmitter

there are certain differences. It is pointless

using the mind to dominate the heart.

We act more on the basis of what we feel

instead of based on what we think.

If employees do not maintain harmonious

feelings among them, emotional barriers

will appear. Communication is primarily a

matter of confidence and acceptance of

ideas and feelings of others. If we manage

to leave aside the spirit of adversity, social

norms, exaggerated attention to building

their own images, we save a lot of energy

and time. A large part of the decision-

making process in the organization requires

working in teams. Driving groups allows

the purchase of information, information

that is required for efficient management.

In this context, if the working party

must act to be effective, it requires ensuring

open communication between participants

and the responsibility rests with the

information flow in the largest part of the

head of the group: the concern to inform the

collaborators in the work and to inform

them correctly, the ability to create

conditions for all to be able to express

themselves freely. In this sense, permissive

position communication is expressed

through the fact that it does not interfere

with the stifling premature criticism of an

opposite view, but also gives the possibility

of discussion (Ledbetter, 2014).

This open attitude towards the

dynamics of group discussion is not an

instinctive human ability, but, on the

contrary, it requires adequate training for

those who have status and leadership

responsibilities. Most problems encountered

in the process of communication lies in the

issues of credibility. Each sees the world

through their own systems of reference-

influenced by feelings, beliefs and behavior.

Many problems of credibility can be solved if

at least one of the parties concerned, realizes

that at the basis there is only a problem of

perception, the latter must investigate the

matter so as to understand (King, 2015).

Verbal communication is used in

everyday life, but also in human

relationships within an organization. Verbal

communication is to be treated as an

integral part of every person's

responsibility towards the people around it.

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Figure no. 4 The relationship between types of managerial problems

and managerial decisions (communication perspective)

(Source: Slatten, Göran & Sander , 2011)

Language represents natural language

but there are other artificial languages, such

as sign-used by deaf and dumb or computer

language.

The spoken language is the one that

helps us communicate with our fellow

human beings in different circumstances: in

the family, at school, among friends, at

work, etc. The way we use language

to make it efficient is what makes us

good communicators. In relationships,

communication plays an especially

important role. It depends on how we

communicate the organization's mission, as

part of which they can be achieved, and we

have a successful career that we choose.

Regardless of the place of work, no matter

who is our basic professional band, which

helps us take decisions, express thoughts,

ideas, feelings, attitudes and so we are

understood and appreciated.

To communicate ideas or feelings, we

use sounds and symbols, with a generally

accepted sense, which are called words.

Effective communication requires skills,

and their development requires practice.

Wanting to express both content and

intention, we are learning the language of

logic and emotion-the latter being by far the

most powerful and most motivating effect.

We listen with our eyes first, and with our

heart and only then with the ears. We seek

to understand the intent of communication

without prejudice. Allowing extra time and

patience, trying to understand and

expressing our heartfelt feelings, we present

the standpoint of starting to demonstrate a

clear understanding of other points of view.

Communication is more a matter of trust

and acceptance of others, their feelings and

ideas that are different and that, from their

point of view, have the same intellect (Ruck

& Welch, 2012).

From a theoretical point of view,

motivation and performance are two separate

concepts. Managers are interested first in their

employees to attain the company's important

professional objectives. It focuses on concrete

results, quality and low costs. Successful

completion of these targets is the result of a

series of factors, which may include: effort,

time and the effective engagement of people.

The effectiveness of the decisions

depends on the quality and dedication of the

people, and is achieved by dedication and

involvement. The change process provides

the opportunity to use two-thirds of our

energy on reducing restrictive forces and a

third on the driving forces of growth.

Because each situation is different, we have

to study the restrictive nature of the forces

and try turning as more of these into driving

forces. Involving him and others, some of

the driving forces that already exist in

normal people can be found here. When the

proposed driving forces synchronize with

the internal motivations and impulses of

team members, we have a team that solves

the problems together.

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4. Organizational Culture and

Communication

The culture in which confidence is

created by high upright people (who make

promises to them and to others, and keep

them), mature (balances the courage and

self- respect, are able to express their ideas

and feelings with courage, balanced by

respect for the ideas and feelings of others)

and with the mentality of abundance (we

assume that there are enough resources for

everyone, have a deep appreciation for

other people and consider solutions that

represent a third alternative have an

unlimited potential). People of character are

free to interact with genuine synergy and

creativity, and therefore they can

comfortably penetrate in the cultures where

there is low confidence. In order for the

members of the team to function, they must

have fundamental skills in communication

(the ability to understand thoroughly the

others and being understood by them) and

organization (ability to plan, act and do)

and in resolving problems synergically (the

ability to arrive at solutions that represent a

third alternative). A manager can provide

strategic direction and vision, can motivate

and build a team based on mutual respect,

which are complementary for each other,

whether we are talking more about

efficiency than performance, about

direction and results than the methods,

systems and procedures.

Figure no. 5 Organizational culture and communication

(Source: Kandlousi, et al, 2010)

Communication is an asset available to

each organization and must be harnessed for

the purpose of attaining the aims set out

which are of major importance. This asset is

seen, on the one hand, as a series of products,

services, brands, and performance, part of

respecting the objectives of the organization

and on the other hand even as personality.

Permanent contact with the developing

organization creates connections: whether

you are with your customers, suppliers,

competitors, employees, or other audiences,

all of which cannot exist without a

communicative potential (Slatten, Göran and

Sander, 2011).

Organizational communication can be

divided in two directions: inside

communication and outside communication.

Inside communication proposes that

information transmission triggers the

fulfilment, by the staff of those activities,

while ensuring a stimulation of the employees

towards their adhesion to the objectives of the

organization. Outside communication implies

contacts which have the object of business

through connections with suppliers,

distributors, consumers, public opinion,

together with the promotion of these ties.

Communication is a relational

process, in which two or more parties shall

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exchange information, understand and

influence each other; it is an indispensable

element for the optimal operation of any

human collectivities. This consists of the

transmission, receipt, storage, processing and

use of information. Communication is also a

functional way of psycho -social interaction of

people, achieved by means of symbols and

meanings of the generalised social- reality, in

order to obtain stability in times of changes of

individual and group behavior. Effective

communication requires specialized

personnel in the field of communication,

which deals with communication of

information both internally and externally.

Internal communication aims to send,

by audiences, suitable messages on which

the organization wishes to serve in society.

Effective internal communication will

certainly result in the welding of the team

working in a harmonious relationship

between the employee and the employer,

whereas it offers everyone the chance to get

to know each other, get to know the

organization's objectives in working

effectively, to work, to actively participate

in all activities within the Organization, to

be more motivated, etc. As an instrument of

internal communication, through which the

Organization informs, reminds, announces

projects, policies, actions, activities etc., a

periodic newsletter can be used, sent via

e-mail or on paper.

External communication refers to

communication management strategy,

which any organisation applies for the

purpose of communicating messages to the

general public. Any kind of information,

consultation, advertisement, brochure,

letter, and any form of contact between

persons or things in your organization and

those outside it is or should be part of the

communication strategy. External

communication takes into account: the

identity of the organization, the

organization's image, brand identity/brand,

integrated campaigns. Through them, the

organization/institution is known and

informs all those interested in information

about the activities and actions undertaken

(Vidales Gonzáles, 2011).

Communication between employers

and employees will be more efficient if, after

a period of three months of employment,

employees were asked to complete a

questionnaire regarding satisfaction at work.

Then, these questionnaires should be applied

to all employees each year, the answers being

interpreted by specialists. Another effective

method of communication and, at the same

time, a way to improve the performance of

your employees and your organization's

development would be the existence of a

program with employees so that when they

have something to say they can confidently

go to the employer and discuss openly about

any concern.

In order to achieve the desired

objectives, employers need to be aware that

people are less predictable and less

manipulated, and managers need to work

with people requesting more wisdom, energy

and experience than to work with lifeless

things. Therefore, the relationship between

employee and employer acts as a factor of

utmost motivation for the employee.

Employers must not omit employee

acknowledgements when required. Everyone

wants to be appreciated, wants to see that his

progress does not remain unnoticed, so that

recognition, preferably in public, of his merits

matter enormously. Being appreciated, the

employee will be more motivated, more

effective, more efficient, and this only

requires resources of time, not necessarily

money.

5. Conclusions

The communication process in a

company is therefore an essential

management tool, a particular complexity

of the management system. The role of

communication as a management tool is to

facilitate relationships between people, to

establish an environment beneficial to the

internal development of the organization.

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Managers must be aware that perseverance

in learning how to communicate should be

a top priority for them, being the main skill

which they must acquire or refine to obtain

the expected results set in the company's

objectives.

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... Apart from the human resource department in every organization, there should be a specific communication process which is isolated in the organization, and managers should well manage communication process within the companies in order to deal with conflicts or motivate employees (Bucăţa & Rizescu, 2017). In general, a successful communication process can enhance job satisfaction, efficiency, and productivity. ...

... In general, a successful communication process can enhance job satisfaction, efficiency, and productivity. Moreover, Bucăţa & Rizescu also listed two models which are: organization relationship between types of managerial problems and managerial decisions in communicating perspective, and organizational culture and communication (Bucăţa & Rizescu, 2017). These two models emphasized the significance of effective communication and managerial decision with the organizations. ...

... Effective communication is seen to be one of the significant contributing factors to organization idea development and performance [3]- [5]. Effective communication also helps improve individual's work quality [6]. Akinnubi et al. (2012) research found that there is a significant effect on effective communication with organization data transfer, new policies acceptance and resources management [7]. ...

As the COVID-19 pandemic hit globally and changed the way how organizations work, communication is one of the key factor that plays a major role in organization sustainability. As of 2018, 488,948 people were registered as Persons with Disabilities (PWDs) with the Department of Social Welfare which reflects to 1.53% of Malaysia's population. Malaysian government has allocated a 1% policy for hiring PWDs in the public sector giving employment opportunities to 3,782 PWDs in 2015-2017. The percentage is of PWDs employed is lower at 0.7% compare to others country like India that managed to obtain 1.43% employment rate of government jobs. The main objective of this paper is to evaluate the effectiveness of communication in the companies and to evaluate factors that can improve better disability employment communication support. This ethnographic qualitative research approach uses inductive data reasoning with quota sampling from 535 respondents from both public and private sector in Pahang, Malaysia. In descending order, the themes found from this study were appropriate communication device, communication flow, communication barriers and communication behaviour. The findings from this research is then implicated to managers of companies to be used when it comes to planning and practicing inclusivity in the workplace.

... Communication effectiveness captures the fundamental interaction of language and medium (verbal and nonverbal), and is the "lifeblood" of organizations (Bucata & Rizescu, 2017;Lovlyn, 2017). Teachers and their instructional quality played a critical role in students' learning, academic success, and their lifetime outcomes (Chetty et al., 2014;Sidelinger et al., 2016). ...

Navdeep Dhillon
Gurvinder Kaur

The excellence of educational institutions can be developed and improved by the teachers' consistent and effective communication in classrooms. This study embarks to investigate the effect of teachers' communication style (CS) on their communication effectiveness (CE), based on self-assessment, during classroom teaching. The results indicate that CS has significant influence on CE, with "Expressiveness" and "Preciseness" emerging as best styles of communication, whereas "Verbal Aggressiveness" has negative impact on faculties' CE. It also investigates the differences in CE of the faculty based on their gender and subject specialization. Findings indicate gender differences on the basis of two CE variables—"Listening" and "Ability to get the Message Across." But there is no difference in instructors' CE when compared on basis of subject specialization. The findings of the study have implications for the faculty members to enhance their CE, by understanding their CS, which will further have an impact on students' satisfaction and learning.

... "My manager has been really helpful and whenever I face any problems in my work, he is always there to support me and gives me feedback, moreover, I am one of the junior coders in the Information Technology department" (Male, 28) Six responses collected were similar and it has shown that the manager had been giving feedback to the employees. According to Bucata and Rizescu (2017), good feedback provides job satisfaction to employees and motivates the employees to work better and feel appreciated by the company. Most of the participants also said that they are encouraged to give suggestions for organizational improvement. ...

SearchNEasy is a Malaysia-based Web Development Company providing leading customized web solutions for worldwide business over the past 20 years. People, process, and technology are three elements for successful business transformation. The ongoing Covid-19 pandemic affects the workload of employees as the demand for the company's service for web design increases due to the Movement Control Order (MCO), where the Malaysian government commands the closure of all private and government sectors, except those deemed as essential needs. This research intends to understand the factors contributing to employees' performance. This study was conducted through primary and secondary research with respondents and existing data. Through this study, employees' performance, job stress, job demand, organizational culture, and organizational rewards were analyzed. It was shown that job stress is one of the factors of employee performance in SearchNEasy due to the increase in workload and lack of employees during the Covid-19 pandemic.

Nousheen Kanwal

Fairness is not an idea or a concept an individual should be struggling for, it is a basic right in the workplace. Fairness is at the heart of Organisational Justice. Unfortunately, the ideal is rarely achieved and it is an important area for research and analysis. Essentially, this work examines perceptions of organisational justice within the higher educational system of Pakistan. Faculty members are the subject of the study. In order to carry out this examination, the literature on justice has been explored from different philosophical perspectives. After reviewing existing models, theoretical concepts and initial research on educational sector of Pakistan, research hypotheses have been developed regarding the factors influencing perceptions of organizational justice. Organizational Communication, Power Distance, Organizational Structure, Reward Allocation are drawn out key influencing factors contributing to the Organizational Justice. However, Organizational Trust has been explored as a moderator to see how it affects the relationship of existing factors and organizational justice. This study is distinctive in its utilization of two research methods combined into a holistic and integrated research design. The study adopts a convergent/concurrent parallel design which allows the researcher to execute both methods (quantitative and qualitative). The thrust of using these methods is to establish if the relationships exist in the specific cultural context (through quantitative method) and to highlight how they contribute to the ideas of organisational justice in the daily work lives of faculty staff (through qualitative method). The findings of this study highlight some of the grey areas where changes are required as well as some positive sides of institutes have been emerged. Faculty members do have a view that an improvement is required in the formal vertical communications in institutes. Also, the hierarchal structures in most of the institutes are seen as the cause of distances between employers and subordinates (power distance). Most of the institutes fall through to provide the rewards that faculty members expect (monetary). Organizational trust has been found to play an important role in strengthening and weakening perceptions of organizational justice in Pakistani higher educational context. Perceptions of organisational justice are influenced by many factors in the daily lives of faculty staff. Experience of, discriminations, working conditions, ageism, genderism, favouritism, transparency, and the use of power all play a part. This research project suggests that many of these experiences are mediated and can be improved through good communication flows, more friendly organizational structures, reduced power distance among supervisors and subordinates, and more transparent reward allocation. Finally, this study presents an exclusive framework to highlight the factors and also the issues which are triggering these factors to further contribute to organizational justice.

Florence Yean Yng Ling
Zhe Zhang
Stephanie Yen Ling Tay

Purpose This study aims to investigate how the situational factors that facilities managers (FMs) in Singapore face in their jobs affect their work outcomes. Job situation factors such as types of tasks, interpersonal relationships in teams, supervisors' actions and advancements opportunities are classified into job characteristics, social environment characteristics, leadership and organisational practices categories. Design/methodology/approach Based on a systematic literature review, a questionnaire was designed to collect data on work outcomes and job situational factors from FMs working in public housing estates in Singapore. Using the Statistical Package for the Social Science software, inferential statistical analyses were carried out. Findings FMs reported that they used economical means and resources to carry out their work significantly frequently and achieved significantly high productivity. Complaints are received significantly frequently and maintenance defects are regularly encountered. Many of the job situational factors are present and found to be significantly correlated with work outcomes and some of these may be used to predict FMs' work outcomes. Based on the correlation results, the frequency of complaints from residents may be reduced through the following ways: make FMs' work tasks less challenging; reduce the variety of work tasks that FMs need to execute; reduce FMs' work volume and speed of work. Research limitations/implications This study is limited to FMs managing public housing estates in Singapore. The work outcomes are self-reported, and thus susceptible to bias. However, as the respondents reported significantly frequent complaints and defects, this might indicate that the bias is not serious. Practical implications FMs' jobs should be broken down into small parts/tasks and assigned to different FMs to specialise. This makes FMs' tasks less challenging, and allows them to specialise to increase their productivity, improve their quality of work and overcome the problem of high work volume or demanding work speed. By adopting job specialisation, the frequency of receiving complaints from residents may be reduced. Originality/value This study discovered strategies to reduce the number of complaints from residents of public housing about facilities management. The contribution to knowledge is that complaints by residents on facilities management can be reduced by adopting job specialisation but not job enlargement. Decomposing work into different tasks and allowing FMs to focus on a few tasks would lead to a reduction in complaints. It also enables FMs to master the skill and complete the tasks without much oversight or supervision.

Laila Refiana Said

Transformasi digital di era Industry 4.0 dan Society 5.0 telah bukan saja merubah proses komunikasi manusia secara esensial tetapi juga membuat manusia berusaha merevolusi prinsip-prinsip dasar manajemen sumber daya manusia dengan memanfaatkan beragam kemajuan teknologi dan dinamika komunikasi manusia untuk mendapatkan keunggulan kompetitif di tengah persaingan global. Kecepatan laju perubahan teknologi informasi dalam beberapa dekade terakhir yang ditandai dengan kemudahan akses informasi melalui media digital telah secara fundamental mengubah cara manusia berinteraksi. Oleh karena itu, pemahaman yang bersifat komprehensif atas dasar-dasar manajemen sumber daya manusia dalam konteks pasar bagi tercapainya organisasi. Buku yang ditulis secara kolaboratif oleh para penulis berdasarkan pengalaman profesional dan akademis mereka ini secara lugas dan cermat membahas dasar-dasar manajemen sumber daya manusia dalam konteks pasar. Di dalamnya dibahas ruang lingkup dan konsep dasar manajemen sumber daya manusia, manajemen perencanaan sumber daya manusia dan konsep dan manajemen kompensasi. Konsep kepemimpinan digital, strategi rekrutmen dan seleksi dan konsep penempatan personalia dan analisis jabatan kemudian diuraikan. Selanjutnya dipaparkan konsep dan strategi jaminan kepuasan kerja, konsep dan sistim pendidikan dan pelatihan serta prinsip dan analisis jabatan. Penjelasan mengenai strategi kompetisi dan kultur organisasi dan konsep dan strategi motivasi kerja diberikan sebelum ditutup dengan paparan manajemen upah dan kompensasi serta aspek budaya dan lingkungan dalam manajemen sumber daya manusia. Setelah membaca buku ini pembaca diharapkan agar mendapat pemahaman yang tepat, luas dan dalam atas dasar-dasar manajemen sumber daya manusia dalam konteks pasar.

Nopriadi Saputra

Dalam menghadapi perubahan yang terus menerus dan disruptif, di mana dunia dihadapkan pada tatanan VUCA World, suatu dunia yang penuh dengan kerapuhan (volatility), ketidakpastian (uncertainty), kerumitan (complexity) dan kegamangan (ambiguity); kemampuan untuk menangani bahkan mengelola konflik menjadi sesuatu konstruktif terhadap pencapaian tujuan bisnis merupakan sesuatuyang mutlak diperlukan oleh siapa pun yang berkepentingan dalam pengelolaan sumber daya manusia (SDM). Bab ini berupaya menjawab enam pertanyaan sebagai berikut: (1) mengapa konflik itu penting untuk dapat ditangani secara efektif? (2) faktor-faktor apa saja yang menjadi pemicu terjadinya konflik dalam organisasi bisnis dewasa ini? (3) apa saja ragam konflik yang umumnya terjadi dalam organsiasi bisnis? (4) bagaimana proses keseluruhan terjadinya konflik? (5) apa saja peranan atau posisi individu dalam suatu konflik?, dan (6) hal taktis apa yang dapat dilakukan untuk mengelola konflik yang semula destruktif menjadi konstruktif bagi pertumbuhan individu, tim, maupun organisasi perusahaan

Carlos Vidales Gonzales

El artículo propone al relativismo teórico como una problemática actual de los procesos de producción teórica y de formación académica en los es- tudios de la comunicación. Se plantea un segundo orden de observación que supone mirar a la comunicación des- de la propia disciplina a través de una matriz teórica general que sintetice la discusión en dos rutas posibles: la consideración de la comunicación como principio explicativo y la con- sideración de la comunicación como disciplina práctica.

Purpose – The objective of this paper is to test a selection of hypothesized relationships between: employees' perceived service quality; employees' turnover intentions; role clarity; and empowerment and coaching. Design/methodology/approach – Drawing from theory, this paper develops a set of hypothesized relationships. The data collection is based on a survey with a sample of 1,076 frontline employees in service organizations. Findings – There are indications that employees' perceived service quality has a direct negative effect on employees' turnover intentions. The effect of empowerment, coaching, and role clarity on turnover intention appears to be mediated through employees' perceived service quality. Research limitations/implications – This study is limited to a selection of variables related to employees' turnover intentions. Future research may focus on testing other variables that may be related to employees' turnover intentions. Practical implications – This study stresses the importance for managers in service organizations to measure employees' perceived service quality. The results show that there are both direct and indirect relationships to employees' turnover intentions. The conclusion is that employees' perceived service quality is an important consideration with respect to employee-turnover management. Originality/value – This study has developed and tested a set of hypothesized relationships in the field of service management.

Nader Sheykh Al Eslami Kandlousi
Anees J. Ali
Abdollahi Anahita

Communication cues play an important role in the development of satisfaction within an organization.Communication in most of the related studies has been considered as a one-dimensional construct, while thepresent study specifically proposed formal and informal communication as predictors of communicationsatisfaction. Furthermore, although literature introduced job satisfaction as a great predictor of OCB, the presentstudy takes one more step forward and proposes communication satisfaction as an antecedent of OCB. Theserelationships were tested by 231 survey completed by respondents from Electrical Manufacturing industry inIran. Formal communication and informal communication were found to predict communication satisfaction.Besides, communication satisfaction was a strong predictor of all dimensions of OCB.

Kevin Ruck
Mary Welch

Effective internal communication is a prerequisite for organisational success. Organisations need to evaluate and improve communication especially in increasingly difficult economic pressures. Assessment instruments enable organisations to monitor communication effectiveness. This review of academic and consultancy studies found over reliance on measuring satisfaction with the communication process. The analysis found management-centric rather than employee-centric approaches to assessment. This indicates a need to develop new approaches to assessing internal communication. A conceptual model is proposed here to encourage focus on employee communication needs in terms of content as well as channel. Future approaches to assessment should draw on a wider theoretical and conceptual framework. Assessment instruments need to reflect advances in practice. They need to assess the value of internal communication to employees as well as their organisations.

The dark side of stakeholder communication : Stakeholder perceptions of ineffective organisational listening of