Top Down Communication - The Influence of Managers on Employee Engagement
Thielen, Nico (2019)
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2019121526782
https://urn.fi/URN:NBN:fi:amk-2019121526782
Tiivistelmä
This paper analyses top-down communication and its possible hinderances. The goal of this paper is to inquire to which extend managers have an influence on organizational communication and what effects different manage-ment styles have on employee engagement.
For this purpose, communicational concepts are defined and communicational problems analysed. In addition, a review and comparison of four management styles will be conducted. To support the relevance of this thesis, in-terviews with managers are performed and compared to each other and to the theoretical research findings.
Findings: Employee engagement is at a very low global level. Managers have a significant influence on organiza-tional communication as well as employee engagement. Communication malpractices of managers can be consid-ered one of the main obstacles to fruitful communication. Authentic leadership and transformational leadership show significant benefits to the company and its employees as opposed to destructive leadership styles. Not all of the interviewed managers have awareness of the communication challenges and some of the listed hinderances to communication apply to the interviewees. Managers who have better awareness of their impact on employee en-gagement report better results with their teams as opposed to the ones who are less aware of this situation.
In order to increase employee engagement, top-down communication and the manager in charge are important factors to consider.
For this purpose, communicational concepts are defined and communicational problems analysed. In addition, a review and comparison of four management styles will be conducted. To support the relevance of this thesis, in-terviews with managers are performed and compared to each other and to the theoretical research findings.
Findings: Employee engagement is at a very low global level. Managers have a significant influence on organiza-tional communication as well as employee engagement. Communication malpractices of managers can be consid-ered one of the main obstacles to fruitful communication. Authentic leadership and transformational leadership show significant benefits to the company and its employees as opposed to destructive leadership styles. Not all of the interviewed managers have awareness of the communication challenges and some of the listed hinderances to communication apply to the interviewees. Managers who have better awareness of their impact on employee en-gagement report better results with their teams as opposed to the ones who are less aware of this situation.
In order to increase employee engagement, top-down communication and the manager in charge are important factors to consider.