Noor Clothing Company’s Employee Management

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Introduction

Aim of the study

The purpose of study is find out the extent to which effective communication drives employee motivation. It intends to gauge employees’ perceptions and views whether absence of clear means and ways of communication ways causes demotivation. It will investigate the current internal communication channels and means of how managers communicate within an organisational setting. It aims to determine the links between motivation and manager communication. In addition this study aims to examine the positive impact of internal communication on employee motivation and performance. It explores the problems and the challenges of poor communication faced by employees within an organisational setting of a clothing company. It seeks to find out the extent to which good internal communication channels act as a motivating factor. This study aims to provide recommendations on how employee motivation can be enhanced through effective internal communication, which, in turn, benefits the company and helps ensure its sustainability and performance.

Statement of the problem

This study aims to address several problems observed by the researcher as a previous employee at Noor clothing company due to inadequate internal communication by the management. Employees relied on what was known as ‘Radio trottoir,’a French term for rumours and ‘whispering’ as a means of communication. In addition, the lack of clear communicationis likely to create a degree of uncertainty and stress and could lead to demotivation and employee turnover.Many studies suggest that underperforming employees fail to achieve their full potential due to inadequate communication skills. The management at Noor Clothing Company appears to underestimate communication skills resulting in missed opportunities to engage employee and create a happy workplace environment. There is a lack of coordination between different departments due to the absence of clear and consistent communication means and practices.

In addition, many employees are experiencing: demotivation due mainly to cultural and organisational issues related to the diverse communication styles. This study contends that the role of management and leadership is critical in ensuring a transparent internal communication process.

An overview of key literature

There is extensive research which focuses on examining the different components of effective organisational communication, such as regularity, transparency and accuracy, performance feedback, and adequacy of information about organisational policies and procedures (Harris and Nelson, 2008). There is a large consensus among researchers, Welch, 2012; Heide and Simonsson, 2011; Kacmar, et al. 2003; Neves and Eisenberger, 2012; Belasen, 2008 etc., that these key communication features have a direct bearing on employees’ feelings of happiness in the work place. According to research, 41% of communication practitioners feel that managers do not consider internal communications as a priority, suggesting that it is not their duty to tell anybody anything (Ruck and Trainor 2011).This study analyses the impact of communication on the performance and motivation of employees focusing on a small clothing company where the lack of organisational communication is an essential employee demotivating factor.

Internal communication as a research area is not new and continues to grow and attract attention in today’s dynamic and complex world, dominated by a proliferation of the means of communication, social media, the emergence of new technologies, fierce global competition and rapid change. According to Harris and Nelson (2008:95), internal communication is a key driver of organisational change–it is “the key variable in almost all change efforts, diversity initiatives and motivation”. Internal communication as a continuous activity within organisations (Welch and Jackson 2007) is vital since a clear and consistent communication policy drives employee motivation. Communication satisfaction is related to job satisfaction and organisational performance (Carriere and Borque 2009).

Communication is multifaceted term and is rather complex to define succinctly; it means different things to different people. Communication has many types which include: interpersonal communication; intrapersonal; group communication; public communication; mass communication; and online or machine-assisted communication (Gamble and Gamble, 1999).

Deetz (2001:5) suggests two ways of defining internal communications. The most common approach focuses on internal communication as a “phenomenon that exists in organisations”. Others claimthat internal communication is the most “fundamental driver of business performance” (Gay, et al. 2005:11).According to Almaney (1974) communication is a “system binder” that links the system to its environment and its various subsystems to each other.Welch and Jackson (2007:184) view internal communication as “…the strategic management of interactions and relationships between stakeholders within organisations across a number of interrelated dimensions including internal line manager communication, internal team communication, internal peer project communication and internal corporate communication”.

Communication gaps or deficiencies can have a negativeimpact on both employees and organisations in today’s competitive and fastchanging environment.In the same line of thinking,Goldfarb (1990:4) states: “Employers are becoming more aware that employee loyalty, commitment, and concern for quality depend on effective employee communication.”Communication is not just important to an organisation, but is an important component in everyday human life. Gamble and Gamble (1999: 4) state: “Communication is the core of our humanness”, and that “how we communicate with each other shapes our lives and our world.” Communicative skills help humans to reach out to one another or to confront events that challenge our flexibility, integrity, expressiveness and critical thinking skills (Gamble and Gamble, 1999).

Motivation

Employee motivation is one of the key drivers for organisations to gain competitive advantage and achieve long-term development. However, an effective motivation strategy is often linked to a positive communication policy. Huczynski and Buchanan (2013) stress that the success of organisations is closely related to motivated workers. Motivation can be described as the process of encouraging workers to put more efforts and commitment into their work (Dobre 2013). Mahesh and Kasturi (2006) suggest that intrinsic motivation is an important factor of employee satisfaction and job performance. Mahesh (1993) makes a clear distinction between “satisfaction” and “motivation”.

He argues that employees that are intrinsically motivated tend to have higher psychological needs. These employees have a reduced threshold on their “lower-level” needs. Thus, intrinsically motivated employees are able to be satisfied in situations and climates that are risky and difficult. People who are intrinsically motivated are also motivated by high targets and are not affected by negative feedback. Mahesh (1993) further conceded that satisfaction is a part of intrinsic motivation, but intrinsic motivation goes beyond satisfaction.

Theories of motivation such as Maslow’s theory, Alfelder’s theory, McClelland’s theory, and Herzberg’s theory (Mullins, 1999) explain why employees should be motivated and why organisations should take this concept into consideration. But what really constitutes effective employee motivation? Several research and organisational reports point to positive communication as one of the most important factors that build effective employee motivation. For instance, Riccomini (2005) cited organisational research by General Electric and Hewlett-Packard in the eighties that concludes: “The better the managers’ communication, the more satisfied the employees were with all aspects of their work life.”

Building positive communication with employees is important because they are the organisation’s best ambassadors or loudest critics, depending on how fast they get relevant information and the context in which it is received (Sprick, Garrison & Howard 1998). Information consistency affects the success of the company and if it fails to communicate information internally and externally, the reputation of the company may fall. Communication basically uplifts the morale of an employee as it makes them feel that they are valued by the organisation. This also builds employee loyalty and satisfaction.

Definitions of motivation vary. Robbins (1998: 66) believes motivation is “the willingness to exert high levels of effort toward organisational goals, conditioned by the effort’s ability to satisfy some individual need.”

On the other hand, Greenberg and Baron (1997: 33) define motivation as “the set of processes that arouse, direct and maintain human behaviour toward attaining some goal.” This definition contains three key essential aspects: arousal, direction and maintaining.Arousal is to do with the drive/energy behind people’s actions such as their interests to do the things or whether they do it just to make a good impression on others or feel successful at what they do. Direction means the choices people make to meet their goals. Maintaining behaviour keeps people persisting in attempts to meet their goal, hence to satisfy the need that stimulated the behaviour in the first place.

Mitchell (cited in Mullins 1999:83) defines motivation as ‘the degree to which an individual wants and chooses to engage in certain specified behaviours.’ From this theory, Mitchell (1982) identifies four common characteristics which underline the above definition of motivation

Research objectives

This study aims to find out the effects of positive communication on employee motivation in Noor clothing company. In order to achieve the aim of this study the following research objectives are formulated:

1. To critically review the literature related to communication and motivation
2. To analyse the internal communication difficulties experienced by the employees at Noor clothing company.
3. To assess employees’ perceptions and views regarding the relationship between positive communication and employee motivation.
4. To make recommendations based on the findings of this study on how to improve internal communication at Noor clothing company.

Research Questions

This study aims to address the following research questions:

1. What are the theories, models and strategies related to internal communication and motivation?
2. What are the current communication barriers and difficulties experienced by the Noor Clothing Company employees?
3. What are the views and perceptions of Noor clothing employees about communication practices at the company?
4. What recommendations can be made to implement successful communication strategies to enhance employee motivation?

Significance of the study

Although, there has been extensive research conducted in the area of effective communication as a means of enhancing employee motivation in various sectors and in many countries, the topic still raises interest and it is important and relevant in the context of Algeriaas communication at many levels seems to be inadequate, (Deetz 2001,Neves and Eisenberger, 2012; O’Reilly and Roberts, 1977; Roberts and O’Reilly, 1979; Snyder and Morris, 1984).

The present study is therefore, worth undertaking, as it aims to determine how ineffective communication modes within a small company can negatively impact on employee morale creating instability and lack of commitment.

Structure of the study

The study examines the challenges and importance of communication as a motivating factor within a small clothing company. It consists of five chapters:

• Chapter One: provides an executive summary of the research; it clearly explains the problem justifying why it is important and contextualises the problem within an organisational setting. It also sets the research questions and objectives.
• Chapter Two: critically reviews the literature related to communication and motivation. It appraises the related debates and linkage between communication and motivation authors. The literature informs the research objectives and lists gaps in previous studies, adding value to the current research.
• Chapter Three discusses the methodology and methods that are applied in line with the aims and objectives of this study. It justifies the methodological paradigm that the researcher follows. It discusses also the methods of data analysis, namely the semi-structured interviews, conducted with Noor Clothing employee and management.
• Chapter Four: presents the qualitative data from the semi-structured interviews. It will discuss the results using content analysis.
• Chapter Five interprets the research findings in line with the set objectives/research questions. In addition, it draws conclusions and makes recommendations and addresses the limitations of the study. It presents suggestions for further research and highlights areas that benefit the management at Noor clothing company.

Summary of the chapter

This chapter provided the background information for this study. It clearly explained the purpose of the study which focused on the benefits of a clear communication strategy and justifies why it is important and worth undertaking. It contextualises the problem within an organisational setting. It formulates the nature of the problem to be addressed by this study. It also setthe objectives supported by precisely written research questions.

Literature Review

Introduction

The aim of this chapter is to critically review the literature related to the effective role of communication in an organisational setting and its impact on employee motivation, in line with the research objectives of this study. This study aims to investigate the relationship between effective communication and employee motivation. Despite the extensiveness of the literature on communication, this area of research is still topical and generates plenty of interest in today’s complex world of work and business. Communication as a research area has been studied from different theoretical perspectives (Ruck 2012; Arif et al, 2009; Carriere and Bourque, 2009; Welch, 2012;Heide and Simonsson, 2011; Belasen, 2008 etc.). As a result, there is a plethora of approaches to understanding and explaining communication and its impact on employee motivation, job satisfaction and employee engagement (Fletcher and Major, 2006; Ruck and Welch, 2012; Bharadwaj, 2014; Berberoglu & Secim 2015; Harmon-Jones et al. 2004; Sucher and Cheung, 2015 etc.).

The importance of effective communication within an organisation

Today is the age of communication. The proliferation and development of technology has changed the way society lives and made it more communicative. Mass information and communications are faster than ever before thanks to sophisticated communications devices. Numerous research studies have shown that communication plays an important role in organisations for gaining the competitive edge because effective communication in the workplace can help to increase employee motivation and loyalty. The importance of effective communication in the workplace cannot be stressed enough asChitrao (2014: 163) points out:

In today’s knowledge economy the most valuable commodity is communication. Communication plays a vital role in the conduct of business of any organisation.

According to Heide and Simonsson (2011:205) communication is essential for organisational success because employees need “to be able to engage in dialogue, to give and take feedback and to share information in a meaningful way.” In other words, employees who feel that they are regularly informed about their organisation’s plans and decisions become more personally engaged in their work and are likely to perform better. This view is reinforced by Harris and Nelson (2008:95) who argue that internal communication is a key driver of organisational change–it is “the key variable in almost all change efforts, diversity initiatives and motivation”.Similarly, Gay, et al., (2005:11) suggest that communication is the most “fundamental driver of business performance”.

Although communication as a topic of study may be considered ‘over-researched’ in the West given the broad literature that already exists, yet the role and importance of effective communication in the Arab world in general, and Algeria in particular is not always viewed as a priority.

Understanding and defining the concept of communication in an organisational setting

Communication is one of the important factors that define the organisational environment in a variety of ways. Communication has been defined from different perspectives and for different purposes using a range of business and organisational settings. Therefore, there are almost as many different definitions and meanings given to the term communication as there are authors who conducted research on the subject. Although researchers and practitioners may differ in the wording they use to define communication, their explanation is consistent. Turner and West (2006: 88) define communication as “the act or process of using words, sounds, signs, or behaviours to express or exchange information or to express your ideas, thoughts, feelings, etc., to someone else.”

Thus, communication may be viewed as adequate and consistent circulation of information concerning key organisational issues. It is also a process that facilitates the sharing of information and ideas between two or more people. In an organisational setting, communication is vital for the smooth running of the business activity. People need to share information and ideas and to give or receive instructions on how to address specific tasks to achieve a common goal. Every organisation has its vision or a strategic goal that it seeks to achieve in its operations. All the activities of such an organisation are often designed in a way that meets the set vision or strategic goal. It means that all the stakeholders, from the shareholders and top managers to the mid-managers and junior employees must work towards achieving the set goal.

They must work in a coordinated manner as members of one team who play different roles to achieve a common goal. This can only happen when there is an effective communication system.Therefore establishing effective communication channels leads to better performance, the sharing of best practices and the creation of connected teams (Quirke, 2008).This study argues that good communication creates a bond between an organisation and its employees or as Almaney (1974) suggests, communication is a “system binder”.

According to West and Turner (2011), communication goes beyond the passing of a piece of information or idea from one level of authority to another in an organisational setting. It entails having the right impact on the targeted people every time a message is passed from one person to another. It is possible for a message to be relayed from one party to another without having the intended impact on the target population. Cabral and Crisfield (2003) refer to such a situation as communication breakdown. When designing information, the relevance of such information and the manner in which the targeted audience will receive it must first be understood. The message must be designed in a manner that will drawthe attention of the audience to achieve the desired impact. It requires a detailed understanding of the entire communication system between two or more parties.

The sender, who has the primary role of encoding a given message, initiates the process of communication. Turner and West (2006) state that when encoding a message, the sender must understand the target audience in terms of their demographic factors to come up with an effective way of coining the message. People of different age, gender, religion and sometimes social background may receive information in different manners so it is in the interest of the sender to ensure that the message is designed in a way that takes into consideration all the demographic factors of the audience. The recipient of the message may sometimes be required to give feedback. The figure below shows a complete communication process between two or more parties:

Source (Dörnyei & Ushioda 2016)

As shown in the figure above, communication is a very complex process that requires the sender and the recipient to be capable of encoding and decoding a message to get the intended meaning from the message given. Turner and West (2006) point out that communication is considered complete if feedback is given. The feedback should be a confirmation of an understanding of the message given.

Forms of organisational communication

The use of internal communication is viewed by many researchers as a means by top management to communicate the strategic vision and mission objectives of the organisation. It also provides employees with the opportunity to participate and engage in the decision-making and take actions aligned with the business strategy (Miles and Muuka, 2011; Argenti and Forman, 2002).

According to Turner and West (2006), there are numerous forms of communication in an organisational setting based on a number of factors. The following is a diagram which summarises the various forms of communication that can exist within an organisation:

On the basis of organisational structure, communication can either be formal or informal. In every organisation, there is a structure of leadership, from the top managers to the junior employees. The top managers can make a formal communication to junior employees in the form of letters or other formal communications (Turner and West 2006). In most of the cases, formal communication takes place in the form of instructions to the junior employees or a report by junior employees to the top managers. Formal communication is consequential and must be treated as such both by junior employees and top managers. Informal communication may take place between top managers and junior employees or among colleagues at the same level of management. It may be a piece of advice to a junior colleague on how to handle a given task. In an informal communication, the message is often meant to prepare an individual to handle a given task better and to overcome challenges that may affect his or her productivity.

Informal communication is less consequential compared to formal communication. Based on direction, there are three different forms of communication. Downward communication occurs between the top managers and junior employees. It is a case where the top managers pass a message to the junior employees either in the form of instructions, guidelines, or advice on how to handle a given task. Upward communication on the other hand is where a message comes from the junior employees to the top managers. It may be in the form of a report or a request. Horizontal communication takes place between colleagues who are at the same level in terms of management position. In this form of communication, the sender and the recipient may be in different departments but in need of close coordination to ensure that organisational goals are achieved (Dörnyei and Ushioda 2016). In terms of the form of expression, there are oral communications, where the message is issued verbally in a face to face interaction or over the telephone, and written communications, in the form of letters, memos, and e-mails among others.

According to Turner and West (2006), when looking at the forms of organisational communication, it is important to look at the culture of communication that is embraced. Many firms use a structured communication system where junior employees are strictly expected to follow the command chain when communicating within the firm. In such a structured form of communication, junior employees are not expected to talk directly to the top managers. Any information that they want to pass to the top managers must pass through their immediate supervisors who will then determine if it is appropriate to pass the message to the top managers.

It is important to appreciate that this form of communication has a number of advantages, and above all it allows top managers more time to concentrate on development of strategic goals. The fact that they do not constantly interact with junior employees means that they do not have to waste a lot of time on issues that can be addressed by others. However, this form of communication also has a number of shortcomings that make it an undesirable form of communication in an environment that requires dynamism. That makes it necessary to look at its alternative, which is known as an open-door communication system.

According to Hogeveen and Lam (2011), an open-door policy is a communication culture where junior employees can easily interact with top managers at any time and without any restriction as long as they have a justifiable reason for the meeting. Some scholars have criticised this method of communication, arguing that it is time consuming for the top managers (Rajhans 2012). They argue that sometimes junior employees may go to the top managers with issues that can be addressed by others, and that may lead to time wastage.

However, Korzynski (2013) says that this is the best form of communication in modern society where creativity and innovation is the only way to achieve success in the current competitive business environment. The need for the employees and their top managers to closely interact has become very critical because of the numerous challenges in the external environment. An open-door policy creates an enabling environment where top managers and junior employees can interact and find a common solution to problems affecting an organisation. It is worth noting that there are also some informal communication tools which are used such as grapevine news, social media and even coffee breaks (Altuntaş, Semerciöz & Noyan 2013).

Barriers to organisational communication

According to Turner and West (2006), ineffective communication may have an adverse effect on employees within a firm. In an organisational setting, there are a number of factors that may negatively affect communication. The following are some of the common factors that may affect it:

Emotional barriers

Emotional barriers are known to significantly affect communication between two or more parties. Korzynsk (2013) says that emotions are known to cloud the judgment of a person. The process of communication requires a sense of composure on the part of both the sender and the receiver of the message. When one or both are emotional, the process of encoding and decoding the message may be poorly done. Turner and West (2006) say that it is possible to misconstrue a message when the receiver is emotional because of impaired judgment. This is a common problem in the workplace, especially in cases where there are disagreements between the two parties communicating with each other.

Perceptions and attitude

Perception and attitudes people have towards one another or towards a given issue may affect the communication process. According to Jorfi, et al. (2011), perception or attitude may be developed due to differences among the employees within an organisation. They may also be created by issues such as stereotypes among the workforce. For instance, there is often the perception that the less educated junior employees can offer little or no advice to the top managers who are often highly education. The top managers may thus develop a perception that the junior employees have no capacity to advise them on what to do. With such a perception, it is almost impossible for these top managers to pay attention to the advice given by the junior employees. They often develop what Sutton (2015) describes as mental closure where the mind fails to process the information presented to them.

Cultural barriers

Cultural barriers are another common factor that may affect communication within an organisational setting, especially in a firm that is highly diversified. People of different cultures may find it challenging to use signs and symbols to communicate. For instance, the colour red among the Chinese means happiness and celebration, while among the East African community it is a sign of warning (Rajhans 2012). It means that when the same colour is used to people from these two backgrounds, there will be two different meanings and that may give rise to confusion.

Language barrier

A language barrier is not a common problem in an organisational setting because it is often one of the qualification factors that employees must have before being hired by a firm. However, Turner and West (2006) suggest that problems may arise when the level of understanding of a given language differs between two parties. For instance, users of English as a second language may not be as good in their spoken and written English as the native speakers. This may create problems in an organisational setting, especially on the issue of misinterpretation.

Physical barriers

The physical environment may also be a barrier to effective communication. According to Rollnick, Miller and Butler (2008), noise, disturbances, and the distance between the communicating parties may affect the smooth flow of information from one party to the other. This problem is common in the industrial workplace where employees operate heavy equipment. Miscommunication in such settings may be very dangerous, for example when the noise may impair the ability of a recipient to receive a warning of imminent danger. Some firms have developed advanced systems of communication to help overcome such challenges as a way of protecting their employees.

Interpersonal barriers

Interpersonal barriers to communication are a common problem in an organisational setting that may hinder the smooth flow of messages. Employees may have a problem expressing themselves to others. Such people find it very difficult to let others know what is on their mind, especially at times of crisis when urgent decisions ought to be made (Hogeveen & Lam 2011). If they are in positions where their decision is significant, then it is possible for them to fail to offer guidance when it is needed the most.

Gender barrier

The gender barrier is another issue that may have a negative impact on communication. There are specific words which are often considered gender sensitive and the manner in which men may construe their meaning may be different from what women may understand by them. Schuman (2010) suggests that there are cases where communication between people of a different gender may completely breakdown because of the issue of misinterpretation.

The conclusion that can be drawn from the literature is that communication between the organisation’s key stakeholders, employees and management plays a major role in creating a cohesive culture within the workplace, in which everyone receives and understands the stream of information and this in turn generates a sense of satisfaction and motivation to perform the task at hand. It is therefore imperative from a management perspective as ‘conveyors of information’ to stay in touch with their employees and learn how ‘’to effectively communicate, to ensure that the right messages are breaking through the clutter….” (Gay, et al. 2005:66).

Employee motivation

Hogeveen and Lam (2011: 85) define employee motivation as “the level of energy, commitment, and creativity that a company’s workers bring to their jobs.” It is their level of willingness to go an extra mile to achieve better results in an organisational setting. Employee motivation is critical in enhancing the success of a firm. As suggested in the above definition, one of the most important aspects of employee motivation is creativity. Firms find themselves operating in highly competitive markets with a number of external obstacles they have to overcome to achieve success. They have to defend their market share while at the same time try to reduce the market share of their rival firms. The only way of achieving success under such challenging scenarios is to have a team of highly creative employees. The employees must be capable of coming up with unique solutions to the problems that emerge. Creativity among the employees largely depends on their motivation levels.

A highly motivated workforce is capable of developing unique solutions in very challenging business environments. Korzynski (2013) says that when employees are motivated, they are capable of going beyond what is expected of them in their job description just to ensure that their firm achieves success. According to Morreale, Spitzberg and Barge (2007), there are two approaches to promoting motivation among employees within an organisational setting. The first approach is the use of incentives. Many firms are currently using a number of incentives to motivate their employees. Juba (2011) points out that some firms such as Apple Inc and Google pay their employees attractive salaries as a way of motivating them. Paying attractive salaries is a way of showing employees that they are highly appreciated and a sign of reward for their hard work.

Good salaries often have a ripple effect that enhances employees’ satisfaction. Riley (2005) argues that good salaries help employees in addressing issues on the social level and by making them comfortable in this way it enables employees to concentrate on their work. The impetus to look for better employment opportunities is also reduced because of the comfort created in their current workplace. Swanepoel and De Beer (2006) warn that when using this strategy, as it is important to avoid cases where employees attach their output to their salaries. They must understand that the good remuneration offered to them is fair but an appreciation of their good work. In this paper, the focus is not on financial benefits offered to the employees as a way of motivating them but on immaterial incentives.

Companies also use numerous non-financial incentives to ensure that their employees remain motivated in the workplace. Elnaga & Imran (2014) says that employee empowerment is one of the best ways of ensuring that workers remain highly motivated. Empowering employees may take different approaches. One effective approach to empower employees is to create an enabling environment where communication can freely flow from top managers to the junior employees and back. Sometimes employees get frustrated at work just because their views cannot be heard by top management. The idea of creating a strict channel of communication where information must follow a given pattern may pose a number of challenges. In most of cases, the complaints of junior employees do not reach the top management unit where solutions may come from because of the rigid communication channels. When workers are assured that top managers are always willing to listen to them and address their concerns, they feel that they are valued.

A study by Ngima & Kyongo (2013) shows that employees motivation may also be influenced by the management if they are assigned roles that require them to make decisions. In most firms, important decisions are often made by the top managers. However, when mid-managers and junior employees are also allowed to make important decisions in their respective areas of jurisdiction, they tend to feel valued. Management must make the junior employees feel that they are responsible for what happens in their areas of jurisdiction. Instead of having a policy where all decisions are made at the top, a firm can create a culture where employees can make decisions on their own, though always consulting whenever it is necessary to do so (Adair 2003).

Role of effective internal communication on employee motivation

According to Welch & Jackson (2007), effective internal communication plays a critical role in motivating employees in the workplace. In an organisational setting, employees often find themselves in a situation where they have to regularly communicate with one another and with those in superior positions in terms of leadership. Effective communication creates an enabling environment where issues are easily addressed. Vanita (2003) talks of cases of peer-to-peer communication in the workplace. An employee may have a problem that needs the attention of a fellow employee to find a solution. This is common among new employees who have just been hired.

They might need assistance to know how to operate a machine or address any other task within the workplace. Having effective communication means that such employees can consult their peers to assist them to address a given task. Instead of reporting to their supervisors that they are unable to address a given task, they only have to reach out to their colleagues to get the assistance they need. In such an environment, the motivation of employees is likely to be high because stressors are eliminated. Employees feel that they are not alone when undertaking various duties within the firm. They know that they are always covered by their colleagues whenever issues may arise. The team spirit is high in such organisations and employees are often prepared to defend their colleagues when necessary.

Effective internal communication between junior employees and top managers is also critical in improving motivation of the employees. Peng (2014) says that in an organisational setting, employees often face a number of factors that affect their level of morale at work. The stressors in the workplace may be the constant breakdown of machines, regular complaints of clients or any other difficulty that complicates the work of employees. Kalla (2005) suggests that these employees may first try to find solutions amongst themselves, consulting colleagues to see if they can find a solution to their problem. However, issues about repairs and maintenance or customer satisfaction issues may require financial solutions. Such problems require the attention of the top management unit. The employees will need to communicate with the superior authorities and express their exasperationsto them so that a solution can be found (D’Errico et al. 2015).

According to Payne (2014), when there is no proper communication between the junior employees and top managers, it becomes almost impossible to address major issues affecting employees. Frustration may emerge among employees, significantly affecting their morale and ability to achieve success in the workplace.

A study by Cabral and Crisfield (2003) investigated how to create a communication system that promotes employee motivation in the workplace. In their study, it was established that communication is one of the most important factors that define employee motivation. In an environment where there is poor communication between the top managers and junior employees, it is not possible to address challenges that may hinder normal operations of the firm. When the employees cannot communicate amongst themselves, it also becomes difficult to address issues that affect them because they cannot share ideas on how to handle challenges that they face.

Summary and research gaps

The existing literature has extensively and comprehensively examined the issue of communication and how it contributes to success in an organisational setting. Most authors agree on the importance of effective communication in order for the organisation to sustain its competitive edge and argue that communication is more than just disseminating information to employees.The definitions of communication may be said to be similar and overlapping though very few provide fresh insights.

Studies have also investigated the issue of motivation and its relevance in terms of improving the output of employees. However, these studies have not sufficiently studied the link between employee motivation and effective internal communication within an organisation. There are differences in views and no widely accepted scale used to measure internal communication. Although some scholars have identified how an employee’s morale is affected by the communication system employed by a firm, it is not yet clear how effective communication can improve employees’ motivation in an organisational setting. That is why it is necessary to further explore the effects of positive communication on employee motivation in a company. Noor Company was selected as the company under study. A review of the current literature on the role and importance of communication indicates that much has been written about this topic area in developed countries, but it remains under-researched in the Arab world.

The next chapter will discuss the methodology and the methods used in this study.

Methodology and Methods

Introduction

This chapter discusses the choice of research philosophy, methodology and methods employed in this study, and explains the research design and instruments adopted to collect data so as to answer the study questions. To keep the workforce motivated and engaged, management of an organisation must continuously find waysto establish a good relationwith employees through regular contact and communication.This study aims to investigate the extent to which internal communication plays an integral part in motivating employees to achieve the organisation’s mission objectives.

Research philosophy

The study of research philosophy has several advantages. It can help researchers to clarify research designs, it guides researchers in identifying and creating designs that may be outside their previous experience, and it helps them to recognise which designs will work and which will not (Easterby-Smith et al. 2012).

Researchers distinguish between two philosophical schools of thought in designing research: positivism and interpretivism. The positivists believe that reality is independent of the research, and the aim is to find theories based on empirical research such as observation and experiment (Saunders et al., 2012). In contrast, interpretivists assume that access to reality can only be achieved through social construction (Creswell, 2009).

Although positivism can provide wide coverage, making it easier for researchers to give justifications of policies, it is inflexible and artificial, unsuitable for process generation, and does not provide obvious implications for action (Easterby-Smith et al., 2012). On the other hand, interpretations are difficult within the interpretivism and may not have credibility with policy makers, in spite of its advantages such as flexibility and ease of theory generation (Bryman, 2008).

Table 3.1: Advantages and Disadvantages of Positivism and Interpretivism. Source: Saunders et al. (2007:74).

In short, positivism believes that truth exists concretely, independent of the observer, and that reality is separate from the individual who observes it. In contrast, interpretivism believes that truth is a construct shaped or influenced by the observer and that reality is relative and not detached from the individual who observes it.The methodological choices made in this study are shaped by the literature review and linked to the research objectives and questions formulated by this study.

Types of Research

The literature on methodology and methods suggests that there are three main types of research: exploratory, descriptive and explanatory (Saunders and Lewis, 2012). Kumar (2014) adds to this list the correlational research, which is used to establish or discover the existence of a relationship, association or interdependence between two or more aspects of a phenomenon or a situation. Similarly Hair et al. (2007) argue that, exploratory research is used when the researcher has little knowledge or information of the research problem and wishes to clarify his/her understanding of a problem and gain insights about a topic of interest (Saunders et al., 2012).

Hair et al. (2007: 419) assert that descriptive research is “designed to obtain data that describes the characteristics of the topic of interest in the research”. The purpose of descriptive research, as Saunders et al. (2012: 669) point out, is “to produce an accurate presentation of persons, events or situations”. Saunders and Lewis (2012: 113) define explanatory study as “research that focuses on studying a situation or a problem in order to explain the relationships between variables”.They indicate that an explanatory study takes descriptive research a stage further by exploring factors and looking for explanation behind a particular occurrence. Moreover, Punch (2006), argues that while a descriptive study asks about what the case or situation is, an explanatory study asks about why or how this is the case. “To portray an accurate profile of persons, events, or situations”, (Robson, 2003: 59). As far as this study is concerned, a combination of exploratory and explanatory research is considered fitting.

Research Approaches: Inductive and Deductive

Consideration of the research approach is important so that the theories underpinning the research design are made explicit. The research approach guides the process of data collection, ensuring that the parameters and processes used result in organising the correct data.There are two general approaches to the acquisition of new knowledge, namely inductive and deductive. Induction and deduction provide two different approaches to the building of theories that help in understanding, explaining and predicting business phenomena (Sekaran, 2003).

According to Greener (2011), inductive research works from data to build a theory whereas deductive research tests a theory through the use of quantitative data.

Table 3.3: Differences between deduction and induction. Source: Saunders et al. (2012).

It was argued earlier that the selection of methodology relies, in the main, upon important factors, such as the topic under investigation, the aims and objectives of the research and findings that emerged from that the literature review.This study seeks to gauge Noor Clothing Company’s employees’ personal experiences regarding communication difficulties within the company; therefore an inductive approach is deemed appropriate.The rationale for adopting a qualitative research approach is closely related to the purpose of the study, the nature of the problem and research questions.

Justification for selecting qualitative approach based on semi-structured interviews

• The philosophical paradigm underpinning this study is predominantly interpretivist
• The choice of the study approach is based on the nature of the problem and the research questions.
• A qualitative method using semi-structured interviews was deemed appropriate for this study in order to obtain views and perceptions as this research is primarily focused on gaining insights into the root causes of the breakdown in communication between employees and management.The aim is to allow the participants of the study, at Noor to speak for themselves, to provide their perspectives in words regarding how they experience and deal with the issue of communication and motivationin order to understand the complex nature of effective communication channels and their impact on employee motivation. Therefore, qualitative research is an interactive process in which the participants studied tell the researcher about their version of the story.A quantitative method would not provide insights into such critical subjective contextual influences that employees experience when an inadequate communication policy affects their motivation.
• Due to time constraints and language barriers involving the translation of surveys in both Arabic and French, this approach was deemed undoable in the Algerian context.
• The Noor clothing is a small company with approximately 250 employees. The population concerned is neither French nor Arabic speaking. The majority of employees speak ‘Algerian’ Arabic which is a blend, a local variety of Arabic and French.
• This is a small-scale study focusing on one specific type of organisation. The choice of qualitative research methods means that the sample is small involving 12 participants; therefore the findings are only indicative and might not be generalisable. Further research would be required in order to make generalised conclusions that reveal wider patterns and trends of the link between communication and motivation that could be applied to other types of organisation.
• Semi-structured interviews provide the researcher with the chance to ‘probe’ for more detailed information by asking the participants to give more clarification or to elaborate further their answers conversing in both Algerian Arabic and French.
• Semi-structured interviewing is consistent with the research objectives of this study.

Research Methods

There are two main research methods: quantitative and qualitative. In order to achieve the objectives of this study, qualitative data using interviews are considered suitable. While the quantitative research is related to the deductive testing of hypotheses and theories, the qualitative research is concerned more with generating hypotheses and theories inductively. As Punch (2005) indicates, the main differences between quantitative and qualitative research approaches lie in the nature of their data and the methods of collecting and analysing them, deciding which one to use depends on what the researcher wants to find out, more than on philosophical considerations. However, Nunan (2006:20) claims that the distinction between qualitative and quantitative research is “a philosophical one which is not always reflected in the actual conduct of empirical investigation“.

Quantitative method

Quantitative research is associated with the positivist philosophy. A quantitative research method “involves data collection procedures that result in numerical data which are then analysed mainly by statistical methods” (Dörnyie, 2007:24). According to Kumar (2014:14), the quantitative approach “follows a rigid, structured and predetermined set of procedures to explore; aims to quantify the extent of variation in a phenomenon”.

Table 3.5: Strengths and weaknesses of quantitative methods. Source: Saunders et al. (2009).

Qualitative method

Quantitative research is associated with the positivist philosophy while qualitative research is related to the interpretivist philosophy. Qualitative methods involve data collection procedures that result in open-ended and non-numerical data (Greener, 2011). These data are then analysed primarily by non-statistical methods (Dörnyei, 2007). Words are emphasised more than quantification in the collection and analysis of data in qualitative research (Bryman and Bell, 2011).

Table 3.6: Strengths and weaknesses of qualitative methods. Source: Saunders et al. (2009).

Interviews

The methodology and methods literature draws attention to the variety of interview types, describing types of interviews as a continuum; any particular interview can be placed somewhere between ‘unstructured’ and ‘structured’ (Cohen et al., 2007). An interview is defined by Payne and Payne (2004:129) as “data collection in face-to-face settings, using an oral question-and-answer format”. According to Saunders et al. (2012:680), a research interview is “purposeful conversation between two or more people requiring the interviewer to establish rapport, to ask concise and unambiguous questions and to listen attentively”. Moreover, the purpose of the interview is to provide reliable and valid data which are relevant to the research objectives.

Some of the purposes of interviews that Cohen et al. (2011) point out are: to test or develop a theory; to evaluate or assess a person in some respect; to gather data; and to sample respondent’s opinions.

A number of researchers (Gill and Johnson 2010 and Easterby-Smith et al., 2012) distinguish three different types of interviews: structured interviews, unstructured interviews and semi-structured interviews.

Semi-structured interviews which is the method chosen by this study, lie between these two extremes of structured interviews, unstructured interviews (Punch, 2009). Semi- structured interviews are guided open interviews (Easterby-Smith et al., 2012). Wilkinson and Birmingham (2003) point out that in the semi-structured interview, the interviewer sets up a general structure by deciding what area is to be covered and what main questions are to be asked.

Table 3.7: Advantages and disadvantages of interviews. Source: Kumar (2014).

Justification for selecting interviews – qualitative

The decision to use interview puts added value on personal language as data. Face-to-face interviewing is deemed appropriate for this study in order to obtain in-depth meaning as this research is primarily focused in gaining insights about the relationship between communication and motivation of employees. The researcher as an insider has implicit knowledge about the Noor Clothing Company setting. Semi-structured interviewing is therefore consistent with the research objectives of this study

Criteria for selecting semi structured interview

In order to generate rich descriptive data and the interpretation of data based on meaning not numbers the aim was to gauge the participants’ perspectives about the issue of communication to gain insights into their views. Qualitative interviews are effective research instruments for getting deep insights about how people experience, feel and interpret the social world (Mack et al., 2005). Semi-structured interviews give the researcher the chance to ‘probe’ for more detailed information by asking the participants to give more clarification or to elaborate further their answers.

Formulating interview themes and questions

The researcher decided to use a qualitative approach to achieve the overall aim of the study as most of the literature on communication difficulties within an organisational setting has mainly focused on quantitative studies. The interview was designed with key questions grouped thematically. Insights and knowledge from the broad literature related to communication and motivation have been integrated and formulated in the form of questions which made them worthy of interest to interview participants.

The insider researcher

Bonner and Tolhurst (2002) suggests three key advantages of being an insider to the research area under investigation:

• a superior understanding of the group’s culture;
• the ability to interact naturally with the group and its members;
• establishes and a greater relational intimacy with the group.

Being an insider researcher enhances the depth and breadth of understanding of a population where questions about objectivity, reflexivity, and authenticity of a research project are raised because perhaps one knows too much or is too close to the project and may be too similar to those being studied. (Kanuha, 2000)

The researcher is in a unique position to study the issue of internal communication in depth because the researcher has inside knowledge about Noor Clothing Company. Moreover, the researcher has also easy access to people and HR information.

Sampling

Samplingis one of the key ways to assess the design of a research project. Dörnyie (2007:96) defines ‘sample’ as “the group of participants whom the researcher actually examines in an empirical investigation”.Hallebone and Priest (2009) state that the sample, which is a part of a larger population should beconsistent with the study’s objectives, the research questions, the method(s) or technique(s) used and the intended uses of the study’s findings.

Gray (2014) identifies two main approaches or procedures of sampling: probability sampling (which involves selecting random samples of subjects from a given population that represents the total number of possible elements as part of the study) and non-probability sampling (where the selection of participants in a study is non-random). Probability sampling includes simple random sampling and stratified sampling and cluster sampling while non-probability sampling includes convenience sampling, quota sampling and purposive sampling.

The random sampling is deemed to be in line with the objectives of this study.

Sampling population

A population is a group of individuals that share the same characteristic that is of interest of a study (Hartas, 2010). Neuman (2011:241) defines population as “the abstract idea of a large group of many cases from which a researcher draws a sample and to which results from a sample are generalised”. The sample size depends on the size of the the phenomenon that a researcher is trying to investigate, the number of the subgroups of the population, the heterogeneity of the population, and the precision degree to be estimated (Bernard, 2013).

Interview sample for this study

The Noor Clothing participants to be interviewed were chosen purposively. The participants were selected in terms of characteristics and relevance to the wider population. The sample selected for conducting interviews (12 participants in total) were based on their hands-on experiences of the difficulties of communication and its effects on motivation, to gauge their perspectives.

Sampling size and profile of interviewees

How participants were selected

A diverse number of participants were selected to ensure as much representativeness as possible. How many participants are selected is irrelevant due to the fact that the research is qualitative and not quantitative. It is a structured process of collecting information from participants based on:

1. First-hand experience in dealing with day to day communication issues at the Company
2. Participants experiencing communication misunderstandings or difficulties.
3. Participants hold vital information in the area under investigation within the departments and have a major interest and knowledge about communication barriers as they are affecting them in different ways.

Validity and reliability of interviews

Some of the principles of validity in qualitative research that Cohen et al. (2011) point out are: the principle source of data is the natural setting; the key instrument of research is the researcher (who is part of the researched world) rather than the a research tool; data are descriptive and context-bounded; the focus is on processes rather than the outcomes; data are analysed inductively and presented in terms of the respondents rather than the researchers.

Evaluation methods of qualitative data

The success and validity of qualitative data rest on the extent to which the participants’ views are truly reflected, the interviewee’s “voice” communicating their perspectives. For the researcher, the interview is a “fact-producing tool based on interaction. Cassell (2015) and others suggested the following criteria for validity of qualitative data: based on the following criteria :

1. Transferability
2. Transparency
3. Sufficiency
4. Authenticity.

Participants were typically more open with the present researcher which provided a greater depth to the data gathered. Complete objectivity is not always possible. The aim was to minimise the impact of bias on the research process and any threats to the authenticity by adopting an open discussion.

Ethical considerations

Bryman and Bell (2015) describe the different principles of ethical research to ensure researchers adhere to ethical practice, stating that voluntary participation requires that people are not coerced into participating, that there is a notion of informed consent which means that prospective participants must be fully informed about the procedures and risks involved and they must give their consent to participate. Thus the present researcher has adhered to the university ethics regulations. The major principles of ethical conduct that will govern the research will be:

• That no harm will be caused to the respondents and all related risks will be reduced (DiCicco-Bloom & Crabtree, 2006).
• The privacy and anonymity of respondents will be protected (Cresswell, 2005).
• The respondents’ information will be protected and confidentiality of information will be maintained (Creswell, 2005).
• Informed consent of the respondents will be obtained and they will be duly informed about the nature of the study (Denzin & Lincoln, 2008).

Summary of the chapter

In this chapter, the different philosophies and methods were discussed, concluding that the positivist philosophy more closely aligns with the overall purpose of the current study. The discussion on the research methods identified a qualitative inductive approach as the most appropriate based on the nature of the problem and research questions.

Data Analysis and Discussion of Findings

Introduction

The current study attempts to find out the extent to which effective communication boosts employee motivation. It assesses employees’ perceptions and views regarding the types and ways management communicates with employees to determine whether communication styles play a role motivating employees. It investigates the current internal communication modes and practices within an organisational setting. To obtain the data, semi-structured interviews were conducted involving employees and management at Noor Clothing Company, to gain deeper insights by gauging the views and perspectives from both sides.

Reasons for selecting semi-structured interviews as a means of data collection

• Semi-structured interviews are used in this study to obtain information about the type of communication practices and their impact on employee motivation at Noor Clothing Company. Face-to-face interviewing is deemed appropriate for this study in order to obtain in-depth meaning as this research is primarily focused in gaining insights about the internal communication challenges and their impact on employee morale.
• Firstly, the linguistic variety in Algeria is well-documented. In the work place people speak Algerian which is a variety of Arabic mixed with French and some local Arabic which differs from one region to another (for instance ‘Algerois’, ‘Oranais’, ‘Constantinois’’ etc. Algerians also speak French, Modern Arabic or Berber. This diverse linguistic complexity may create language barriers and the difficulties that would arise regarding the translation of surveys in both Arabic and French, or Algerian Arabic would make the task tricky and time consuming. This was one of the reasons a questionnaire survey was not considered for this study.
• Secondly, due to time constraints on a personal level, as well as financial constraints, administering surveys was not possible.
• Thirdly, in general the culture of surveys and opinion polls is not familiar to many Algerians. Since independence over forty years ago, surveys have been virtually unheard of.
• Fourthly the Noor Clothing Company is a small company with approximately 250 employees. The population concerned is neither French nor Arabic speaking. The majority of employees speak ‘Algerian’ Arabic which is a blend, a local variety of Arabic and French. In addition, many local people speak Berber.
• Fifthly, this is a small-scale study focusing on one specific type of organisation. The choice of qualitative research methods means that the sample is small involving 12 participants; therefore the findings are only indicative and might not be generalisable. Further research would be required in order to make generalised conclusions that reveal wider patterns of behaviour and trends in the link between communication and motivation that could be applied to other types of organisation.

Participants’ profilesand selection criteria

A diverse number of participants were selected to ensure as much representativenessas possible. How many participants were selected is irrelevant due to the fact that the research is qualitative and not quantitative; the emphasis is thus on knowledge based on words and meanings and not facts and numbers. The participants were selected based on:

1. First-hand experience in dealing with day to day communication issues at the Noor Clothing Company.
2. Experience of communication misunderstandings or difficulties.
3. Holding vital information in the area under investigation within the various departments and having a major interest and knowledge about communication barriers as they are affecting them in different ways.

Table 4.1: shows a breakdown of interviewees’ backgrounds, sampling size and profile of interviewees.

Analysis of Interview Results

Interview themes

(See Appendix 1 fordetailed interview questions)

• Theme One: Various means of communication used in the organisation: ways of receiving/informing employees
• Theme Two: Communication and Consultation process
• Theme Three: Communication policy and strategy to enhance employee motivation
• Theme Four: Current barriers and challenges to implementing a clear communication strategy

The interview themes and questions were formulated and informed mainly from the extensive literature and linked to the research objectives, highlighting the importance of communication and how it affects employee motivation within the workplace. The questions are exploratory in nature in order to find out how employees at Noor Company experience, understand and view the main communication issues experienced at the company and what impact this has on their motivation.

Ethical consideration

The above interview questions are linked to the research questions and objectives of this study. However, before the interview the researcher started by introducing himself and by telling participants that the aim of the interview is for academic purpose and forms part of an MBA project. The researcher complied with the University ethics guidelines by ensuring that all interview participants are fully aware of the purpose of the research. The researcher also stressed that participation in this study is totally on a voluntary basis and the participants are free to decide whether or not to take part in it. The participants were informed that they were still free to withdraw from participating in the interview at any time and without giving a reason.

Analysis of interviews

There are several methods for interview analysis such as: thematic analysis, comparative analysis, content analysis, and discourse (Dawson, 2009). For the purpose of this study content analysis has been chosen. Content analysis is a “method where the researcher systematically works through each transcript assigning codes, which may numbers or words, to specific characteristics within the text” (Dawson, 2009:122). So in this case the first step in content analysis is to conceptualize the data, then group them into meaningful categories, and then identify them into themes to explain the data.

Discussion of interview findings

The researcher started the interview by adopting ‘Introducing Questions’:clear, short, and straightforward as a kind of a warm up, for instance how long have you been working at Noor?Can you tell me what your job is? Next, ‘Follow-Up Questions’ such as ‘can you elaborate on what the phrase or term means to him/her, can you tell me more, and Finally ‘Probing Questions’were used to get in-depth information about the various communication issuesexperienced by Noor Clothing Company

Theme one

Various means of communication used in the organisation: ways of receiving/informing employees (face to face shop floor meetings, formal group meetings, informal talk in small groups, notices read or explained to employees, etc.)

In response to the first question, most of the interviewees suggested that there is no standardised form of communication at Noor Clothing Company. Some said it depends on the nature and the urgency of the information. ‘It is really random,’ c’est au pif,’ it is different every time said interviewee (A).Face to face shop floor meetings, and formal group meetings were highlighted as being the most common delivery of information. Some participants stated that their supervisors occasionally held informal talks in small groups. But there appears to be some unease as to the way information is conveyed. The style and manner with which key information is transmitted is erratic, as one interviewee (D) argued, speaking in French ‘premièrement l’information est au compte-gouttes et trop souvent sans aucune structure de communication’ (firstly information is received in drips and drabs and often in unstructured manner)

Regarding the question ‘which communication channel or method are you more comfortable with (face to face shop floor meetings, formal group meetings, informal talk in small groups, notices read or explained to employees’, etc, the answer was quasi unanimous. The employees have no say or option in the way they are informed and no one seems too concerned about the impact of the information on morale. ‘Somebody from the management or your supervisor turns up during work and says I have news for you,’ and as interviewee (C) stated: ‘l’ information est souvent une douche froide on a même pas le temps de réagir ou discuter…allez au boulot tout le monde’ (information comes often as a cold shower, we don’t have time to react …now get back to work)

When the participants were asked ‘Are you satisfied with the information you receive? Would more and clearer communication gives a better incentive to work harder? Surprisingly, this question produced mixed and conflicting reactions. Some of the employees seem reasonably happy with the way internal communication is handled at Noor, indicating that the internal communication in the company is overall adequate to a section of employees.As suggested by female interviewees (J) and (K), speaking Algerian ‘methodsof communication at Noor are generally ‘labass’ ça va normal (OK) we receive the information we need to get the job done and that’s it.

I don’t need the management to give ‘trop information bazaaf,’ c’est pas bon meaning that information overload is also negative. In general, the female employees give the impression thatthe state of internal communication within the organisation is not at breaking point. Interviewee (G), also a female, seems to think that communication practices at Noor are not the best but she has been working in worse places and she stated that her fellow male colleagues have the complaint culture about everything in the company, it is in the blood. ‘les gens se plaignent cela fait partie de leur ADN =the complaint culture is in the DNA of some.’

The following question: How would you describe the management-employee communication at this company – poor, adequate or good? This resulted in inconsistent and vague answers from the 12 interviewees. Four considered the level, frequency and manner with which employees are informed as poor. For instance the interviewees (E) and (F) who are supervisors said, ‘We often have to deal with some angry employees who want to find out about new changes or new regulations because they heard from ‘Radio Trottoir’ (rumours) and we cannot confirm or refute the news because we have not been informed ourselves, as interviewee (E) pointed out: ’le système de communication est malheureusement souvent défectueux parce les patrons ne communiquent pas souvent et garde le radio silence, ce qui cause les tensions.( bosses don’t communicate often, silence causes tension and we find ourselves in the line of fire with employees).

In contrast the female interviewees(J) and (K) gave contradictory answers suggesting that information on policy updates and changes, is not always conveyed in a timely manner but things are working. As interviewee (K) indicates, ‘Le niveau et la qualité de l’information a Noor est à l’image du pays tout marche avec la baraka et on fait avec’ (the level and quality of communicating at Noor is the reflection of the whole country everything works with Baraka (the Arabic term for chance. We put up with it)

Responding to the question ‘Do you think that the current management communication style is motivating?Most of the interviewees agreed that the style and manner with which they are talked to or informed have a direct impact on their morale. For instance interviewee (L) said that ‘ la manière de communiquer joue un role – elle peut motiver comme elle peut démoraliser. Pour moi, certains patrons ne savent pas parler –communiquer, ça bousille le morale quand ils passent l’info.’This may suggest that many employees are negatively affected by the style of communication or lack of simply being regularly being informed.

Theme Two

Communication and Consultation process

In answer to the question: Is information normally delivered by management without any discussion or are you provided with a chance to give your opinion or debate it,’ communication in Noor Clothing Company is one-way traffic: from management to other employees. It is not part of the culture where employees’ suggestions and feedback are taken into account. This is reflected on several statements. Interviewees (E) and (L) agree ‘On ne demande pas mon avis, les décisions et les directives sont parachutées d’en haut et on exécute’.(No one asks my opinion, decisions and guidelines are parachuted from the top – we execute orders).

Regarding the question ‘Do you believe that management uses communication as a means of establishing their power and keeping employees under control?Almost half of the interviewees stressed the fact that Noor management operates and communicates with the ‘command and control’ style.Noor Clothing Company appears to distance itself from employees and is not interested in improving employee motivation and wellbeing through communication and dialogue as interviewees (F) and (L) clearly pointed out ‘comme dans le reste du bled, le processus de consultation n’existe pas ici, nous sommes comme des machines (as in the rest of the bled (an Arabic term for country) a consultation process does not exist here, we are treated like machines)

Theme Three

Communication policy and strategy to enhance employee motivation

1. How often do managers interact and listen to employees’ concerns and suggestions?
2. Is there a clear communication policy at Noor Clothing Company that you are aware of?
3. How do you receive communication on a personal level? Do you feel that there is an open door policy in this company and can you approach supervisors and managers to discuss personal issues?

The above questions were aimed at eliciting information from interviewees(A), (B), (C) who form part of the management in the company.Unsurprisingly, they unanimously claim that an effective communication strategy does exist and they have an open door policy welcoming the company employees’ suggestions.As interviewee (A) stressed, ‘notre préoccupation majeure est le bien être de l’employé. Nous communiquons bien et nos messages sont clairs. Nous tenons nos employés bien informés’ (our major concern is the well-being of our employees. We keep our employees well-informed and our information is clear and to the point).

When interviewees (A), (B), (C) were probed further with follow up questions ‘How do you explain that many of your employees are suggesting there is a no communication policy and there is a communication gap or they are often left in the dark regarding important decisions,’ they replied that ‘Nos modes de communication sont transparents et ponctuels. On ne peut pas satisfaire tout le monde. Nous visons à améliorer et renforcer la relation entre employé et la direction’ (our modes of communication are clear and timely. However, we aim to enhance and consolidate the relationship between employee and management).

As regards the question: ‘In your opinion, should the Noor Clothing Company take fresh measures to enhance its communication channels as an effective motivation strategy?’interviewees(A), (B), (C) were adamant that their current communication practices are sound and working but conceded that: ‘bien sûr on peut faire mieux. Notre soucis majeure est que nos employés à tous les niveaux soient content et super motives pour être plus performants’(Obviously, we can do better. Our major concern is that our employees at all levels are satisfied and highly motivated to perform better).

Theme Four

Current barriers and challenges to implementing clear communication strategy

At Noor Clothing Company, management seems to hold and exercise all the power without sharing or delegating. There is also a considerable distance between leaders and employees. There is hardly any interpersonal communication between the two sides which tends to put a strain on the relationship. The question: What are the major challenges and key obstacles to implementing a clear communication policy?, has resulted in two polarised views. Several employees spoke strongly against the management and its communication style and lack of an effective internal communication strategy. They said, ‘top management is invisible, we don’t see them, they don’t talk to us. There is an absence of a clear company communication strategy, and exchanging a few words with the boss is impossible.

Interviewee (L) confirmed by stating that: moi le directeur je ne connais même pas sa tête. Le problème de communication de cette boite est créé par les patrons qui manquent d’expérience et qui n’ont n’entretienne aucun contact avec les employés pour les encourager et motiver (I wouldn’t know what the director of this company looks like. The communication barriers that exist are created by the bosses who lack experience and who have no personal contact with the employees to encourage and motivate them). Another respondent interviewee (G) was more reserved and pointed out ‘on peut dire qu’il n’y a pas de problèmes de communication parce-que les patrons dissent qu’il n’y a rien, mais il faut changer et améliorer les choses. Il y a aussi la pression’. (We can say there are communication difficulties, because our managers tell us that there are no difficulties. We have to change and improve and everything will change. Similarly, there is pressure to improve).

The issue of communication challenges and barriers from the management perspective is unfounded as interviewee (A) stated: le mode de communication de notre compagnie est similaire a d’autres compagnies. Parler de manque de stratégie et d’obstacles de communication est un faux problème. La direction n’a rien à cacher(our mode of communication is similar to other companies. Lack of communication strategy and barriers of communication is a false problem. Management has nothing to hide).

A follow up question was asked: In your view are the employees and management sufficiently informed and trained to implement a communication policy?Both male and female interviewees appear to agree that lack of an effective internal communication has created a climate of uncertainty and dissatisfaction as employees tend to spread gossip and rumours because as interviewee (F) said: ‘Il n ‘y a aucun doute que l’absence d’un mode de communication clair et de source officielle fait courir les rumeurs et crée un climat d’incertitude (management fail to set up a consistent and trustworthy mode of communication. Mixed messages with unclear and insufficient information are likely to spread rumours and create tension.)

The following questions focused on the way internal communication is handled at Noor Company and what are the measures the leadership at Noor is prepared to take to improve its communication style and its relation between management and employees.

• What action can be taken to increase management awareness about the importance of effective communication?
• Do managers receive any specific training on the benefits of clear communication?
• What does management need to do to achieve continuous improvement in communication channels?

In the usual rhetoric and politics which has dominated Algeria for over five decades, leaders at Noorare overtly positive and supportive of the idea of improving communication modes and building a communication bridge between employees and management, highlighting the importance of communication training and development for its mangers. But implicitly, much of the same seems to be the rule, like the rest of the country, with little change.

Noor Demographics- Total population 250 employees (source Noor HR)

Gender

Noor employee percentage based on gender indicates 55% male and 45% female as shown in Table 4.1. This shows that employees at Noor, which may also be an indication about the equal opportunity between genders

Noor employee age group

Table 4.2 represents the age respondents within the organisation. It can be noticed that around half of population belonged to the age category of between 31 to 40 years with the second highest percentage majority age group of 20 to 30 years.

Summary of the chapter

The themes debated broadly the key communication issues in line with the literature. The interviews produced varied and conflicting answers at times. The interviewees’ responses are outspoken from male employees and less so for female workers. Regarding the theme about the current barriers and challenges of communication at Noor, it was found that most respondents were critical of a lack of clear and transparent mode of communication with some employees suggesting that they are kept in the dark most of the time. In contrast management at Noor were rather timid in spelling out the real constraints to implementing a clear communication strategy to the satisfaction of all concerned. This is an understandable reaction from the management. One respondent stated clearly that a communication strategy is already in place. However the Noor management acknowledged that the traditional style of maintaining ‘radio silence’ is no longer sustainable nor compatible with current challenges. An efficient approach to managing communication and employee relations is needed to enhance motivation.

While no single model or strategy, will address all the communication issues orfit all situations and all settings that emerge, there needs to be a move away from the current less democratic communication environmentto a more dynamic communication mode.

Conclusion and Recommendations

Introduction

This chapter draws conclusions from the qualitative interview themes focusing on communication difficulties within the workplace. This study aimed to investigate the root causes of internal communication challenges and their impact on employee motivation at Noor clothing Company in Algeria. It sought to find out the extent to which communication styles have a direct bearing on employee motivation.

The findings from the semi-structured interviews are linked to the literature review to enhance discussion of the results, and to determine consistency or inconsistency regarding whether modes and styles of communication drive employee motivation. The conclusions are also drawn in line with the key research objectives and questions set by this study. The recommendations made are in regard to strategies that can be used to enhance communication and reduce employee tension.

The link between key literature and findings of this study

The aim here is to demonstrate whether the findings of the present study are consistent and relate to those of similar studies in the literature and whether they support or challenge existing key literature on internal communication. The findings highlight the main themes that emerged from the research. The literature clearly revealed that internal communicationis a vital tool for an organisation’s success because of its impact on both the employees and the organisations, affecting both performance and productivity.

Much of the literature on internal communication has been conducted within advanced countries, while there is hardly any research on developing countries. Broad and diverse arguments and suggestions emerged from the literature of communication, some authors focused on the communication processes, while others argued that positive and proactive communication modes lead to employee job motivation and in turn to organisational success. These studies provide some interesting insights and have contributed to expanding the literature.Researchers identified also a range of individual and organisational causes that create communication breakdown or barriers.Causes of communication breakdown are highlighted in the literature are similar to those that emerged from the interviews findings of this study.

Many employees have pointed out that at Noor communication style is irregular and vague ‘au compte-goutte’. The literature provides many models and strategies for addressing the communication difficulties but in many cases these models and strategies are too abstract or too complex to be applied in workplaces like Noor in Algeria due to lack of communication tradition and democratic process.The literature concludes that a good and transparent communication strategy is likely to reduce the level of work stress, and consequently leads to higher levels of motivation. This view is consistent with the findings of this study as many employees at Noor feel that inadequate and absence of clear communication modes creates a source of frustration and ‘le ras le bol’(fed up)., radio silence, communication khortee (rubbish)

The present study explored previous research on ways and means of communication and their impact on employee motivation. It has built on but also extended the communication debate by positioning it in the organisational context of Algeria and by providing concrete empirical evidence based on the study findings.

Link between findings and the study objectives

Findings from the semi-structured interviews revealed that communication at Noor has a considerable impact on employee morale. Many of the participants felt that lack of consultation, feedback and communication flows in drips from the management had a long term negative effect on the employee. This finding is consistent with the literature where previous studies concluded that employee motivation is boosted by positive communication and close relationship with the mangers. The participants clearly the lack of a regular and frequent information is what triggers employee demotivation. These findings are consistent with the literature. From the management side communication policy at Noor is clear and key information is timely delivery but the evidence from participants seems to suggest that Noor’s communication style is not ready for change.

The key finding that emerged from the theme:‘Various means of communication used in the organisation: ways of receiving/informing employees’ revealed that almost all participantswould rather have face to face shop floor meetings.Are employees satisfied with the information they receive?Male participants vented their anger and criticism with lack of management communication transparency and honesty though several female interviewees were evasive and seemed unperturbed by the way management communicates to the workforce‘normal’.

The second theme of the interviews focused on Communication and Consultation process. In other words is communication at Noor top-down: from management to other employees or are employeesallowed to make suggestions.Overall the results were interesting, there is a gap between the employees’ view of the importance of engaging employees in the decision process which is currently missing at Noor while management believes it is doing everything by the book to keep employees informed and sustain a flow of information.

To sum up, the semi-structured interviews findings appear to support the findings from the literature in many aspects and revealed that the communication difficulties at Noor is a cause for concern and has raised many questions which remain unanswered.

The interviewees also alluded that management appears to have underestimated the importance of effective communication. Key recurring themes include:

• Insufficient and inconsistent information flow from management
• Unmotivated employees due to outdated communication processes.
• Top down communication and no employee engagement or participation in decision making.

Recommendations

Based on the findings of the study, the following recommendations are suggested to enhance communication mode at Noor.

• Improved and consistent information flow will greatly motivate employees towards better performance.
• Establishing a clear communication strategy should be given a top priority is a key motivational factor
• Improved employee management relationship

Conceptual framework

The following conceptualisation of communication at Noor, in Figure 5.1, stems from a theoretical perspective based on the synthesised themes that emerged from the literature. This knowledge is linked to the findings of this study, highlighting thus the relationship that exists between communication andemployee motivation.

Limitations of the study

Any research has limitationsand this study is no exception. This study acknowledges the following shortcomings. The scope of the research is limited, as it is confined to qualitative data collection through semi-structured interviews. Since the study involved a small local company and the sample size was relatively small; a larger sample size could potentially lead to better transparency and transferability of the findings.

Another limitation of this study was the possible loss of meaning in the translation process. The interview statements had to be translated from Arabic, French and Algerian (by the present researcher) into English. Although loss of meaning has been minimised, it is inevitable as Arabic, French and English are each deeply rooted in their specific culture, and the distance that separates the linguistic and cultural systems is not always easy to bridge.

Finally, another limitation was time constraints and sad personal circumstances that often affected the research progress and concentration. With greater time available it would have been possible to collect and analyse larger sets of data.

Areas for further research

This study suggests that the following areas would be worthy of further research:

• This study has covered sufficient literature related to communication and motivation and has provided a useful platform to build on for further studies. Further research is necessary to understand the nature and style of communication in Algeria.
• In-depth research needs to be conducted in order to understand the mind-set among Algerian employees, especially the new generation in order to determine the overriding communication modes they prefer and communication styles that demotivate them
• Research could also be conducted by employing mixed methods involving a larger sample to enhance the generalisability and authenticity. The existing literature on communication lacks similar studies on Algeria.

Reflection

Undertaking an MBA is very demanding and at the same time rewarding. It requires a different set of skills. It was very challenging but worth undertaking as I feel better prepared and better equipped for the world of work. It taught me the research skills through the intensive MBA programme provided by the University of Buckingham. It enabled me tothink more critically and analytically using independent thinking.I feel that the MBA will contribute positively to enhance my professional career.

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