Internal communication and staff morale.
Organisational Communication
Internal communication and staff morale
This paper shall deal with the aspects of internal communication within a workforce, and also discuss the issue of staff morale. The main objective of this essay shall be to identify the different forms of internal communication, how effective they are, and relate this back to the effect it may have on both employers and employees. In turn, this shall relate back to the notion of staff morale and motivation. Due to staff morale being heavily related to motivation, this issue shall also be discussed, in relation to theorists such as Maslow, and his 'Hierarchy of Needs'. When discussing staff morale, a definition shall first be given, and then different methods and different forms of staff morale shall be analysed.
According to Lasswell, (1948, p. 50), communication is "Who says what in which channel to whom with what effect". Every type of action that a manager takes with his/hers employees, involves communication in some way. There are many different forms of internal communication that managers can encompass within the workplace, such as interpersonal and organizational.
Interpersonal communication refers to communication between two or more people, and can include methods such as face-to-face communication, telephone, meetings, fax, electronic mail or even through teleconferences and voice mail.
Organizational communication includes people, patterns, networks, etc. Within organizational communication, comes two sub-groups, consisting of 'formal communication', and 'informal communication'. 'Formal' refers to communication, that "follows the official chain of command or is part of the communication required to do one's job" (Robbins and Coulter, 1996, p. 293). They argue that any communication that takes place within the work force is classified as 'formal'. 'Informal communication' is information that is not communicated through the company's hierarchal structure. Examples of this may be, when colleagues talk to one another in an informal manner, for example in the staff room, or outside of working hours. This process of 'informal communication' is beneficial in two main ways. It firstly enables employees to satisfy their needs for social interaction, and can also improve an organisations performance, by creating more efficient, faster and more enjoyable channels of communication.
Taylor (1993, p. 109) argued that different forms of internal communication include memoranda, notices, meetings and house journals. She goes on to discuss that "horizontal communication takes place regularly between people on the same level...". This is vital in any successful organisation. For example, if communication was to breakdown from either party, this could cause the eventual downfall of the company. Although this may be an extreme example, other issues that could arise through lack of communication, include de-motivation of the workforce, employees feeling neglected, therefore leading to low staff morale. Another major concern that could arise is that of confusion and disorganisation within the workplace. If matters of the workplace are not communicated efficiently, effectively and quickly, this will end in problems and concerns, not only for the employer, but also the employee.
Robbins and Coulter (2002, p. 282), argue, "Managers need effective communication skills...Ineffective communication skills can lead to a continuous stream of problems for a manager". This quotation suggests, as discussed above, that if communication skills are not dealt with in a well-organized and professional way, then this can lead to, as quoted by Robbins and Coulter, 'problems for managerial staff'.
It is not only ineffective communication skills that can de-motivate staff etc, but the ways in which communication is delivered and received is also vital. Taylor has come up with a 'checklist' of six items, to determine 'effective communication' in the workplace:
. Think clearly: This refers to the communication being sent in a clear and concise manner. It is important to 'think before you speak or write' when communicating
2. Listen intelligently: Communication is not just about speaking or writing your message, it is also about listening to your recipient. Taylor suggests that to make communication more effective when writing it down, try reading your message out loud and listening to it as if you were the receiver.
3. Select appropriate media: When considering what form of media to use, it is important to choose the appropriate form of communication in conjunction with your 'desired objective'.
4. Timing and place of communication: Take into consideration when and where the communication process should take place. This is very important, as it can affect the disposition of employees and employers.
5. Using appropriate language: Taylor argues that it is important to use words and phrases that the recipient will be familiar with. Do not use words that may confuse them, as this may agitate the colleague, ...
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3. Select appropriate media: When considering what form of media to use, it is important to choose the appropriate form of communication in conjunction with your 'desired objective'.
4. Timing and place of communication: Take into consideration when and where the communication process should take place. This is very important, as it can affect the disposition of employees and employers.
5. Using appropriate language: Taylor argues that it is important to use words and phrases that the recipient will be familiar with. Do not use words that may confuse them, as this may agitate the colleague, or make them feel inadequate.
6. Obtaining feedback: Once communication has reached employees, it is crucial to obtain feedback. By doing so, employers can maximise their opportunities of even better communication next time round. By obtaining feedback from employees, it shall make then feel like their opinions matter and that their views are taken seriously by senior staff members.
(Taylor, 1993, p. 5)
Here, Taylor is arguing that effective internal communication is all about understanding what is being sent to your employees. She argues that when a message is sent, it should be received in a way that it was intended to be received, i.e. without any misunderstandings. By doing this, she argues that it leads to better communication channels between all parties involved.
The concept of communication is not only imperative between people on the same level but also between directors for example, and office/floor workers. Communication that flows 'downwards' is referred to as communication that is passed on from management staff to staff lower down in the hierarchy. 'Upwards' communication is when communication is passed on efficiently to members of the management team, from workers of a lower level. This gives employees the chance to express any concerns, problems, anxieties that they may have, through the main communication channels. This is very important in an organisation, as it gives employees the chance to have their say, without any worries that they may be frowned upon by management staff.
As discussed above, it is important to identify the different forms of internal communication that is available. By doing this, both employers and employees are able to identify any problems they may have, and also identify their own strongest form of communication. Different forms of internal communication shall now be discussed in relation to companies, and these shall then be discussed in relation to staff morale and motivation.
Different methods of internal communication in the workplace, be it interpersonal, organizational, or horizontal, include, as mentioned above, memoranda, notices, meetings and house journals. These are just some examples of methods that may be used my managers, for effective forms of communication. Although they may be effective forms of communication, problems may arise along the way, therefore resulting in a failure of communication. This shall be discussed in further detail later.
Using a memorandum as a means of communication to employees is a fast and easy way to communicate effectively. Managers have the choice to either send memorandums to an individual, or a group of people. By sending a memo, managers are able to provide any information required, quickly, inform employees of any decisions that may have been made, and also remind people about any tasks that may need doing. Not only can memos be sent in the post, but also nowadays, e-mail is beginning to dominate the communication industry. It saves time and energy, but the right language and tone must be used when writing. Due to it being sent so fast, there is no chance to retrieve mail; therefore managers must be sure to adopt the right tone and language.
The use of a notice board within an organisation is extremely popular. Not only do employees have a chance to look at the notices everyday, but managers are able to place notice boards almost anywhere. According to Taylor (1993, p. 124), it "serves as a means of mass communication". Some may argue that because there is no direct line of communication, from the sender, to the recipient, it may cause problems, but notice boards are a useful source to post information, that is not as important as something else. For example, informing staff regarding a Christmas party could be posted up on a notice board, where as informing somebody that they have been made redundant, would not be an appropriate communication channel to take regarding that issue.
Using meetings as a source of internal communication is one of the most effective, and popular methods. Not only is it face-to-face, but it enables information to be shared openly and group decisions can be made quicker. Taylor argues, "In face-to-face communication, you have various means of conveying information...voice, facial expressions, gesture, posture and movement". All these factors add impact when communicating with people, an impact that cannot be found when communicating through memorandums and notices. Though when communicating through a meeting, language that is used verbally, may not be the same as how it would be written. It may come out harsh when spoken therefore language needs to be chosen carefully. When holding a meeting to communicate with staff, it is also important to listen. Employees must feel as though their opinions matter. If they feel they are being neglected or unwanted, this can result in de-motivation. This shall be discussed in further detail later.
Using house journals can be a fun and regular means of communication. Companies using this method of communication very often result in good staff relations and a more motivated work force. Often referred to as 'newsletters' or 'in-house journals', this written way of communicating is often popular amongst staff. It enables staff to have a say, and also informs them of what is going on in and around the company. Newsletters often include information such as promotions, birthdays, social events and product updates. Benefits of this mean that internal communication can be targeted at staff, not only through writing, but also pictures. Using photographs will help draw attention to the journals, and encourage staff to read it.
Although there are many forms of communication, such as what has been discussed above, there is always a risk that communication can fail. This can be due to problems such as language barriers, prejudgement and misunderstandings. For example, if somebody was to read a notice, and the wrong choice of words had been used, this could lead to misinterpretations and misunderstandings. The use of accents and dialects could also cause problems when communicating with staff verbally.
Prejudgement can be a form of communication failure, through thinking that we already know what is going to be said, or expecting to hear something we do not. Taylor argues, "Often we hear what we want to hear...instead of what has actually been said". This again causes misunderstandings and problems when it comes to communicating effectively and proficiently.
In any organisation, the importance of feeling wanted and worthy is vital for both staff morale and staff motivation. It is important that employees feel a sense of self-awareness within the workplace, and feel that they have their own self-identity in order to work to their full potential. This is imperative in order to achieve results, mainly because this is what drives a person to work in a particular way. Related to motivation, is the concept of 'job satisfaction'. According to Cole, (1995, p. 118), "Motivation and job satisfaction are significant factors in people's performance at work...these influences will be considered in terms of their contribution to organisational effectiveness and efficiency".
These problems as to why communication fails are all contributors as to why staff morale can be lowered, and why employees are made to feel de-motivated. When staff are not informed properly about jobs that they must undertake, this de-motivates staff, as they are unsure as to what their job entails. Katz and Khan argue, "If people know the reasons for their assignment, this will often insure their carrying out the job more effectively".
Communication is linked to both motivation and staff morale, which has been discussed above. Now, motivation and staff morale shall be discussed, using the work of theorists to discus the correlation of staff morale and communication.
Although there are many definitions as to what staff morale and motivation are, below is a definition that sums up what staff morale and motivation is:
"...The search for motive is the search for a process of thinking and feeling that causes a person to act in specific ways".
(Kolb, D. Rubin, I. & McIntyre, J. 1979)
This quotation sums up what the responsibilities are for both employees and employers. For example, it is the duty of the employer to make sure that their employees feel comfortable in the workplace, and it is the employee's duty to communicate effectively and efficiently with their managers if they have any concerns regarding their job, i.e. any ethical issues.
The way in which the employer communicates with his/her staff is very important in regards to staff morale. Employers have a responsibility to motivate their staff, and to constantly adhere to staff morale, their needs and wants. Locke demonstrated the theory of goal setting and its significance to performance. He argued that setting goals for workers determines behaviour and therefore affects how people function in any working environment. Mullins, (1996, p. 510), discusses Locke's theory of 'goal setting', and states, "People with specific quantitative goals...will perform better than people with no set goal or only a vague goal such as 'do the best you can'. People who have difficult goals will perform better than people with easier goals".
Goals such as this, which are set for employees, will help to maintain healthy relationships between both management staff and sub-ordinate groups. If employees are set realistic goals by their managers and have constant praise and acclaim, they will feel happier and more contented in their work. If managers motivate their team, people take more pride in their work, and this, therefore results in better productivity.
Other theories of motivation include the work of Abraham Maslow, and his 'Hierarchy of Needs'. Here, he discusses the concept of people's needs, through the process of arranging them in a hierarchy. His main argument is that basic needs must be satisfied, before higher needs and wants come into play. Basic needs at the lowest level include physiological needs, through to safety needs, love needs and esteem needs. The highest level is that of self-actualisation.
Below is a diagram showing Maslow's 'Hierarchy of Needs'.
The diagram that is shown above, shows Maslow's hierarchy, in relation to a hierarchy of work motivation, according to Luthans (1973, p. 242). Luthans argues that because humans have such 'diverse motives', self-esteem and self-actualization, are often key elements in the 'content of wok motivation'.
Maslow argues that once a lower level in the hierarchy has been satisfied, it no longer acts as a 'strong motivator'. At that point, the needs of the next level must be met, and this becomes the new, 'motivator'. Maslow therefore argued, "A satisfied need is no longer a motivator". If employees are aware of their own needs, and self-awareness, they therefore feel more motivated within themselves, and have a better chance of reaching self-actualisation.
As discussed above, setting goals is also a relevant way of motivating your staff. Through setting goals and identifying development requirements for staff, employees will feel more motivated and pleased with themselves once these goals have been met. A result of this will be a better working environment, more motivated staff, better productivity and therefore a more efficient and effective workforce. Mullins, (1996, p. 766) states, "...The manager must be able to identify clearly real development needs and goals, to take responsibility for actions to reach these goals and recognise opportunities for learning".
In conclusion, it is fair to say that there are a number of methods of communication that can be adopted, depending on the message that is to be sent. Factors to consider when choosing the right means of communication include cost, urgency, resource and who the recipient is. Although there are a number of methods to choose from, there is always a chance that communication can fail. As discussed earlier, if this were to happen, it could result if many factors, including the de-motivation of staff. By de-motivating the workforce, this brings down staff morale and results in problems not only for the employer, but also for the employee.
Through the work of Maslow and Locke, it is easier to understand the process of motivation and satisfaction within the workforce. If Locke's theory of setting goals, and Maslow's 'Hierarchy of Needs' are related to the processes of communication, a clear correlation can be seen between the two. Goal setting is predominantly undertaken by the manager in most companies, and set for sub-ordinate groups. Once these goals have been set, through the use of effective internal communication, employees feel they have something to work towards. Once these goals have been met, workers feel they are reaching their goals, and satisfying their 'working needs'. This will therefore enable them to reach their desired state, of self-actualisation.
Internal communication and staff morale are both key ingredients for the success of any organisation. According to Robins and Coutler (2002, p. 453), "Motivation is the willingness to exert high levels of effort...goals if attained will satisfy the needs". Through employees feeling wanted and needed by their employer, they are motivated to work harder at their jobs, this therefore benefits not only the employee, but the employer too.
This paper has discussed two main areas, internal communication and staff morale and motivation. It has concluded that through studying the work of theorists and different types of internal communication, there is indeed a distinct link between the two.
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