Compare And Contrast Two Communication Techniques 751538

Compare And Contrast Two Communication Techniques

For This Assignment, compare and contrast two communication techniques that can be used to improve employee trust and engagement. Explain why communication is essential in an organization. Explain the ways that effective communication improves employee trust and engagement. Focus on comparing/contrasting two types of channels or techniques (e.g., on-site meetings, employee surveys, workshops). Explain the types of situations where each channel or technique would be most effective. Provide examples and facts for your audience. Avoid simply offering an opinion; rely on valid, academic research. APA format should be used. The assignment should be a minimum of three pages in length. Content, organization, and grammar/mechanics will be evaluated.

Paper For Above instruction

Effective communication is fundamental to the success and sustainability of any organization. It facilitates clarity, builds trust, fosters engagement, and aligns individual goals with organizational objectives (Tourish & Hargie, 2014). Clear and open communication channels help employees understand their roles, responsibilities, and the organization’s vision, which in turn enhances job satisfaction and commitment (Men, 2014). Additionally, communication plays a crucial role in establishing a positive organizational culture where trust is cultivated through transparency, consistency, and responsiveness (Cameron & Quinn, 2011). When employees perceive communication as honest and inclusive, their level of trust in leadership and colleagues increases, leading to higher engagement and productivity (Mayer, Davis, & Schoorman, 1995).

To improve employee trust and engagement, organizations employ various communication techniques. Among these, on-site meetings and employee surveys are two prominent methods. On-site meetings, such as town halls or team gatherings, allow direct, face-to-face interaction between management and employees. These meetings are most effective in situations where immediate feedback, clarification of complex issues, or reinforcement of organizational values is necessary (Lewis, 2011). For example, during a company restructuring, on-site meetings enable leaders to address employee concerns directly, demonstrate transparency, and reinforce a sense of community (Klein et al., 2016). The personal nature of face-to-face communication fosters trust by allowing non-verbal cues and spontaneous dialogue, which are critical in building rapport and shared understanding (Burgoon & Saine, 1978).

In contrast, employee surveys are a form of indirect communication that collects confidential feedback from staff regarding workplace climate, engagement levels, or specific concerns. Surveys are most effective in situations where organizations seek to gather broad input anonymously to identify trends, measure satisfaction, or assess the effectiveness of existing communication strategies (Hennestad et al., 2020). For instance, an employee engagement survey conducted annually can reveal areas needing improvement, such as workload management or recognition programs, thereby guiding targeted interventions. Surveys can reach a wider audience, providing quantifiable data that informs strategic decision-making (Cooil et al., 2017). However, surveys may lack the immediacy and personal interaction that fosters trust, especially if feedback is not acted upon adequately.

Both communication techniques have distinct advantages and limitations, making them effective in different contexts. On-site meetings are best suited for addressing urgent, sensitive, or complex issues requiring real-time dialogue and relationship building. For example, during a merger, face-to-face meetings facilitate transparency and reassurance, which are vital for maintaining trust (Klein et al., 2016). Conversely, employee surveys excel in capturing broad trends and perceptions with anonymity, thus encouraging honest feedback on issues that employees might hesitate to raise publicly. They are particularly valuable during organizational change processes where understanding the pulse of the workforce is essential for planning effective communication strategies (Hennestad et al., 2020).

In conclusion, both on-site meetings and employee surveys are essential communication techniques that contribute to building trust and engagement when used appropriately. On-site meetings foster personal connection and immediate feedback, making them ideal for sensitive or complex topics. Employee surveys provide valuable insights into employee perceptions and can inform organizational policies and practices. An effective communication strategy should incorporate both methods to address diverse needs, enhance transparency, and strengthen organizational culture (Tourish & Hargie, 2014). By leveraging the strengths of each technique and understanding their most effective contexts, organizations can foster a trustful environment that promotes high employee engagement and overall organizational success.

References

• Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework. Jossey-Bass.
• Cooil, B., Hsu, M., & Kannan, P. K. (2017). Customer satisfaction measurement and management. Business Horizons, 60(4), 605-614. https://doi.org/10.1016/j.bushor.2017.03.002
• Hennestad, B. R., et al. (2020). Employee engagement: A review of the literature and the role of communication. Human Resource Management Review, 30(4), 100634.
• Klein, H. J. et al. (2016). The role of communication in organizational change success. Journal of Change Management, 16(4), 346-360.
• Lewis, L. K. (2011). When teams are more effective: A study of face-to-face versus online communication. Journal of Occupational and Organizational Psychology, 84(3), 581–583.
• Mayer, R. C., Davis, J. H., & Schoorman, F. D. (1995). An integrative model of organizational trust. Academy of Management Review, 20(3), 709–734.
• Men, L. R. (2014). Strategic internal communication: Transformational leadership, communication channels, and employee commitment. Public Relations Review, 40(2), 165-172.
• Tourish, D., & Hargie, O. (2014). Key Issues in Organizational Communication. Routledge.