Pages: 12 (6950 words) | Style: APA | Sources: 8
¶ … Employees'-Managers Interaction on Employees Attitude towards their Company
In the contemporary turbulent business environment, executive managers are very critical for the success of an organization. (Florescu, Stela, & Marian, 2014). A quality of a manager is to have a strong interpersonal relationship to enhance effective interactions with subordinates. An effective communication between managers and employees is critical for organization effectiveness because it creates positive relationships, breeds trust within an organization, creates a condition of commitment and foster team cooperation. The history of managerial communication started in 1916 when Henry Fayol showed that central functions of an organization are to organize a plan, coordinate, control and command the subordinates. However, modern management studies have found the system too rigid. In 1970, Henry Mintzberg argued that verbal and written contacts between managers and employees are very essential. Mintzberg further managers must be able to communicate efficiently and easily to share their visions with employees. Thus, effective managerial communication enhances a flow of success. For example, management-employee interaction assists in enhancing total quality management, and is an antecedent to employee commitment.
Communication between management and employees is vital for a smooth running of any organization because it breeds familiarity, fosters trust, and creating healthy relationships between managers and employees. Positive relationships create a sense of commitment and translate to greater team cooperation. As Abugre (2012) points out, "managerial interaction is the communication between management and employees within an organization; and communication is the essence of what we do each day in our professional lives" (p. 204). Moreover, managerial interaction is the communication between management and subordinates. In other words, managerial communication is defined as the manager's stewardship of speaking and writing to get work done through employees. (Rogers, 2013). In the contemporary business environment, management views communication as something to be exploited to enhance organizational objectives since managers are corporate individuals who make decisions for an organization. Managers spend a large number of time diagnosing unstructured organizational problems, managing information, implementing plans, and relaying decisions to achieve strategic goals. Nevertheless, employees' productivities are improved when there is a mutual relationship between managers and their subordinates. Additionally, effective managerial interactions with employee enhance employee retention, employee commitment, and customer retention. (Yang, & Mallabo, 2003). Despite the benefits associated with managers employees interaction, some managers face challenges in enhancing effective networking and coordination to harmonize interactions within the organization.
Among the most challenging tasks that manager's face is the inability to coordinate and harmonize the personal goals of employees and other stakeholders within the organization. (Marshall, 2010). In a corporate communication, relationship management has to do with an organizational "ability to develop mutually satisfying relationships between managers and employees" (Abugre, 2012, p. 2015). It is about using employees' resources rather than capital, as "the fundamental source of improvement" (Tella, Ayeni & Popoola, 2007, p.1). Numerous studies have established a direct relationship between management and customer retention (Peltier & Dahl, 2009), employee retention (Brown, McHardy, McNabb, & Taylor, 2011), and employee commitment (Abugre, 2012).
Employee-management interactions have been linked to positive attitudes and employee commitments. Brown et al. (2011) express that employee-management interactions foster work schedule flexibility, which is a fundamental factor in employee commitment. Effective interactions and communication helps a trust building and lead to total quality management (Marshall, 2010). Communication is the backbone of employee loyalty and commitment; it builds healthy interpersonal relations, bringing about a sense of commonality and belonging, makes employees be committed and work towards the realization of the shared organizational objectives (Chew, Cheng & Petrovic-Lazarevic, 2006). However, as significant as they may be, studies only concentrate on the relationship between communication in general and employee attitudes or commitment towards the organization, but notably fail to give detail on how managerial interactions influence these attitudes. Moreover, most studies have concentrated on western and African economies, creating an empirical knowledge dearth in America, and particularly the United States. To this end, the existing literature body exposes knowledge gaps, more so when it comes to context and scope.
Abugre (2012) expresses that "in order to achieve a coordinated way towards the desired purpose in work organizations, managers must communicate with subordinates in a manner which communicates expectations clearly" (p. 205). Tella, Ayeni and Popoola (2007) point out that organizational success is approximately 50% dependent upon the extent of management-employee interaction and communication Thus, an effective organizational communication is a critical component of positive corporate citizenship because it fosters performance, commitment, and motivation, and enhances employee trust, organizational networks, and worker relations.
This study aims to address the knowledge gaps- in terms of context, by examining the possible effects of employee-management interactions on employee attitudes, loyalty, and confidence levels; and in terms of scope - by focusing on the effects of employees and manager's interaction and how it can affect the employee's outlook. The command will be used as case a study, although it is expected that the findings will be relevant to all other organizations within the sector, especially given that the managerial and cultural practices are significantly similar. If corporations understand the effect of managerial employee interactions on worker productivity, efficiency, and work quality, then they could devise more serious ways to provide training for their managers and helping them to become more effective communicators (Abugre, 2012).
The objective of this research is to assess the effects of manager-employee interactions on employees' attitudes. To sub-research objectives are as follows:
1. To investigate the effects employee-management interactions on employee loyalty
2. To investigate the impacts of employee-management interactions on employee trust and loyalty.
3. To investigate the effects of employee-management interactions on employees' confidence and company's future.
What are effects of employees managers interactions on employee's attitudes towards their organizations?
What are the impacts of managerial employee interactions towards organizational performances?
To what extent managerial-employee interactions enhance employees' loyalty, workplace performance, and worker commitment?
The study provides the following assumptions:
The research assumes that participants will provide accurate data that will enhance the research findings.
The inclusion criteria for the sample population is appropriate and it assumed that participants have experienced similar to the research objective.
The economy is not experiencing recession that may affect the performance of organizations.
Organizations where participants are working are not in distress which may affect the employees managers interactions.
The research uses the theory of motivation to enhance a greater understanding of the impact of employees managers interaction on the attitude of workers towards their company. Typically, the theory of motivation is critical for this study because it assists in enhancing a greater understanding of the relationship between employee-manager relationship and job satisfactions.
Significance of the Study
In addition to the contextual and scope exposed by the existing literature, this study provides a behavioral direction for managers to assist them paying more attention to the activities that will engage workers in the day-to-day organizational activities. Marshall (2010) points out that the consequences of ineffective manager-employee interaction are quite severe and often result in massive employee walk-outs. In addition to the financial costs associated with such walk-outs, affected companies often find themselves having to deal with the larger problem of rebuilding their reputations. With a level the globalization transforming the world to a more competitive marketplace, almost all companies are upgrading their product to meet the global standards, and customer loyalty to enhance a company's reputation and employee satisfactions.
Moreover, the study enhances a greater understanding of the effectiveness of managerial interactions on employee's output. Aburge (2012) argued that effective employee managers interaction increase job satisfactions leading to employees' work performances.
The study also elaborates how manages worker's interactions motivate an employee, and enhance their work attitudes. Typically, most employees prefer manager to treat them with respects because respects couple with effective communication make employees be more productive.
Definition of Terms
The study defines all the unique words related to the research objective:
Managerial-employee interaction is defined as the communication between manager and employee.
A manager is an executive of an organization responsible for directing, planning, and monitoring the work of employee within an organization.
An employee is an individual working as a part-time or full-time working under the contract of employment, and has a recognized responsibility and duty.
Employee attitude is the work related behavior that can influence an organizational performance.
Employee morale is the attitude, emotion, satisfaction as well as overall employee's outlook in the workplace environment.
An organization is an entity that comprises of multiple of people having a collective goal and defined objective
Scope of the Study
The study is limited to the investigation of the effect of employee-managers interaction on employee attitude. The research findings can only be applied to the location and country, which the companies are located. Moreover, the research findings can be applied to other organizations with similar goals and objectives.
Delimitations of the Study
The author recognizes that given the expansive nature of employee and manager interactions, this number is quite insignificant, and may therefore not… [END OF PREVIEW]
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