A CASE STUDY OF

WORKPLACE COMMUNICATION PROBLEM:

STRATEGIES FOR IMPLEMENTATION TO MAKE THE

COMMUNICATION PROCESS MORE EFFECTIVE

© Oghenethoja M. Umuteme - 2017

Keywords: Organisation, Communication, audits, Positive Psychology, Productivity

One morning in November 2012, Gozazi Oil and Gas Company Limited,

became cold like a graveyard. At about 9:00am, some employees carrying

placards with different messages walked towards the main entrance. Some of

the messages read: ‘No to oppression’; ‘enough of low pay’; ‘say no to

discrimination’. Customers were denied access into the company premises.

Meanwhile, a meeting of top management was holding as this strike action

was going on. Various news media captured the event the following day.

The purpose of this essay is twofold. First, is to identify the factors that

caused the communication breakdown between management and labour

union. In subsequent paragraphs, this essay will analyse these factors using

theories and models of organisational communication. Second, to propose

strategies to avert the occurrence of issues of this nature in future. It will also

focus on the ethical communication issues involved, and finally proffer some

solutions. Additionally, psychological fields such as organisational

communication audit, positive psychology, and organisational decision-

making process will be employed. Other psychological fields that will also be

referred to in this work will include Adlerian Psychology (AP) and Appreciative

Inquiry (AI).

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 To start with, three facts finding communication audit techniques were

employed namely: Interpersonal interview, structured questionnaires and

focus group discussion. The finding revealed the following: First of all, these

categories of employees are the lowest cadres of workers in the oil and gas

industry. The highest academic qualification among them is Ordinary National

Diploma (OND). Secondly, their proficiency in the use of English is poor. As a

result, only a few have access to the company’s email and intranet service.

For this cadre of staff, the motive of management engagement sessions are

to inform and not for the purpose of deliberations. Though they ‘turn the

valves’ that enables the flow of oil and gas, and convey the refined products

to their final destination, they are often marginalised. Third and lastly, the

company hires some of the employees directly, while service contractors

provide others. Those directly hired by the company are managed by the

company’s Human Resources team, and are remunerated in accordance with

the company’s remuneration scheme. For those under service contracts,

albeit the company have a fair rate for remunerations that are paid by the

service contractors, other juicy bonuses and incentives enjoyed by direct hired

workers are not included.

Essentially, this issue is centred on non-uniform conditions of service

among casual workers, contract staff and service contract. The display of

various categories of identity cards (ID) by staffs, is one easily noticeable

thing within the company’s premises before this incident. In essence, this

shows that the perception of discrimination in the workplace is a fair

judgement from their angle. According to Bowling and Beehr (2006), physical

and psychological aggressions in the workplace results mostly from perceived

harassment. In agreement with this, the categorisation of ID cards can be

seen as a form of harassment. Fundamentally, their agitation against

discriminatory remuneration and work condition can be inferred from

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Krumboltz’s (1979, cited in Krumboltz, 2009) social learning theory, which

posits that people compare their output, proficiencies, and capabilities against

some standards as a measure of their competence and worth. Hence it can

be argued that these employees want a comparative recognition because

they see their outputs as competitive with other employees who earn better

recognition within the organisation.

Under the above circumstances, four implications are currently evident.

The first is legal, as many see the company’s position on remuneration being

against the 1951 law of Equal Remuneration Convention of the International

Labour Organisations (ILO, 1951). It is believed that the reason for

discriminations in the workplace is the flaw in the Nigerian constitutional

labour laws (Danesi, 2012; Aturu, 2010), and this strike action could be seen

as enlightening the public on workplace discriminatory remuneration and

condition of service. Consequently, there is a tendency that the company will

have litigations to settle if this case goes to court, and this could run into

thousands of dollars from loss of working hours, delays in delivery fines, and

the cost of hiring new employees should many decide to resign. For instance,

workplace conflicts have been found to cost up to 50,000 Euros per company

in Germany (KPMG 2009, cited in Kals, Thiel, & Freund 2016), and as much

as 27,000 Euros per company in Netherlands (Euwema et al., 2007, cited in

Kals, Thiel, & Freund 2016).

Again, there is a social implication from this agitation. Their roles put

them on the forefront of publicity, because they interact with the customers

more often, and the public can easily feel the impact of their agitations. A third

implication is on the economy; because of the possibility of a nationwide strike

action should the national body join the local union. This will no doubt lead to

the absence of fuel and gas for vehicles, generators, gas turbines and other

domestic use, and can ground the Nigerian economy for days. Finally, a

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fourth implication is the negative impact on the company’s reputation. Since

this incident went public, it is already generating unfavourable press image for

the company.

From the above analysis, instituting effective organisational

communication is imminent going forward. The company under investigation

operates the hierarchical type of leadership structure, and this defines the

communication pattern (Yildirim, 2014). Research has shown that channels of

communication within an organisation are derived from where communication

is needed – such as among employees within the business, customers and

clients, vendors and distributors, and engagement with government regulatory

bodies (Miller, 2015). It is reasonable to assume that for a big organisation as

Gozazi with its multifunctional departments, there is the likelihood that

employees will be dissatisfied with the existing communication pattern, hence

the current disagreement. This agrees with Harrison’s (2014) report that, in

larger organisations some employees are often kept in the dark about

company decisions.

Further investigations carried out revealed the following models of

communication within this organisation. First is the Linear Model of

Communication due to the hierarchical leadership structure discussed earlier

(Widhiastuti, 2012). Another model easily seen is the Interactive

Communication Model (Jones & George, 2016). Though, it has a feedback

loop, this model is only visible within those who have access to email and

telephone. It has been argued that the linear and interactive models do not

address communication complexities in 21st century organisations (Miller,

2015).

Moreover, the main model that is obvious in this organisation is the

Transactional Model of Communication, which is also used during

management feedback sessions. As stated earlier, the employees are often

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not so opportune to engage top management on issues that borders them

because of the hierarchy reporting structure in place. In support of this

statement, Widhiastuti (2012) reports that the role of bureaucracies affects the

flow of information in hierarchical organisational structure. Even in the

perceivable management briefing sessions, there is the possibility of

interference because the feedback is simultaneous (Jones & George, 2016).

Employees have also been angered in such sessions with many walking out

of the discussion (Widhiastuti, 2012).

Furthermore, the following three communication barriers as explained in

Mclean and Moman (2012) can be adjudged as factors that have undermined

the flow of messages from top to bottom. First, semantic barriers are related

to misunderstandings from the use of language in communication (Miller,

2015). Earlier it was stated that their use of English is poor. Second, Physical

barriers leads to communication disconnect, because of the hierarchy

structure - hence decision from top management does not get to the bottom

objectively. Third, Psychological barriers are evident as the workforce feel

discriminated against.

However, from the discussion so far it is obvious that various ethical

components have influenced the communication process between top

management and . For instance, discrimination and bullying in the workplace

are often perceived from communication messages (Grubb et al., 2005, cited

in Bernstein, Penner, Clarke-Stewart & Roy 2011, p. 792). The first is that the

use of different ID cards has created an offensive discriminatory mind-set

among the staff. This is against the ethics of organisational communication

that states that the conveyed message should not be seen as offensive by the

receiver (Kishore & Pius, 2015). The second ethical issue is the perceived

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discriminatory messages that have severed the relationship between

management and employees. Communication ethics ensures that messages

create harmony and relationships (McLean & Moman, 2012).

Thirdly, it is not ethical to withhold vital information (Kishore & Pius,

2015). The hierarchical and complex nature of the company’s leadership

structure creates room for the possibility of withholding vital information,

especially as it relates to these categories of employees. Fourthly,

communication ethics advocates that communication should create a well-

organised value system (McLean & Moman, 2012). From the foregoing

discussion, discrimination cannot be seen as an ethical value system. Fifth

and lastly, information needed to be accurate in order to convey the intended

meaning of the message. Kishore and Pius (2015, p. 11) posit that ‘truth’ is

the end of communication. This cannot be proven in the context under

evaluation. Therefore, it seems appropriate for me at this point to say that until

management comes out with a communication plan that is seen as inclusive,

the belief will always be that the information passed down by supervisors

might not be authentic and true.

The solution to the problem at hand will be further understood by

considering the communication process that this complain had followed using

the forms of communication which are visible in organisations, as explained in

McLean and Moman (2012): Individual workers perceived management

messages and actions as discriminatory (Intrapersonal Communication). Their

intrapersonal opinions were aired out as they discussed with one another

(Interpersonal Communication). As they met in groups these issues were

further discussed (Group Communication). Then, the leadership of the union

addressed the workers under the union (Public Communication) and finally,

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the union members unanimously involved the press and news media to voice

their grievances (Mass Communication).

I also believe that the spread of rumour is one form of communication

that affected this organisation because of its ease of transmission, especially

among a workforce that perceives being discriminated against. In agreement

with this, Widhiastuti (2012) reports in a study conducted that rumour, which

was referred to in the study as ‘grapevine communication,’ is easily

transmitted and faster than other forms of communication. Also, Kreitner and

Kinicki (2001, cited in Widhiastut, 2012) report that most employees rely on

rumours to gather most of their information on the decisions of the

organisation.

In general, however, in pursuance of happiness within the workplace the

company should stop communicating discriminative messages. I believe this

will help to reduce the negative emotional behaviours that these workers

displays at the sight of the differences in employee ID cards, for instance. This

is the first goal of positive psychology, and it is aimed at building thriving and

flourishing relationships in the workplace (Seligman & Csikszentmihalyi 2000,

cited in Fredrickson 2001). In effect, this workplace communication can

benefit from ‘Positive Psychology’ field of research if management decision-

making process is aimed at ensuring that employees are positively motivated

to feel happy. Positive psychology and ethical decision making strategies

enhances workplace communication by putting the employee first (Sheldon &

Lyubomirsky, 2006).

However, this would depend on the ethical decision-making model(s)

employed. Oliveira (2007) explained four ethical decision-making models

namely: First, Descriptive model focuses on how individual cognitive ability

affect their decision making process; Second, Normative model focuses on

how a particular set of alternatives are employed in the decision making

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process (Goodwin & Wright 1998, cited in Oliveira 2007); Third, Rational

model is simply seen as the compatibility between choice and value by

ranking various alternatives; Fourth, Psychological model posits that people’s

belief and values affects their information gathering process, and therefore

how they process and interpret information. In my opinion, these models are

interwoven and they also points out where communication barriers will likely

emerge as seen earlier. Once the ethical rules of communication are

understood and adhered to, individual’s cognitive influence, and belief and

value system will play minimal role in the decision making process, and

management communication will be devoid of ethical bias. This is

corroborated in Oliveira (2007), where it is said that decision-making process

is specifically a reaction to current realities in the environment and ensuring

that the process is free from ethical implications. I tend to agree that this

would set the stage on how positive psychology is administered to motivate

the workforce.

Comparatively, while positive psychology can enhance the trust between

management and employees as their relationship develops (Sperry, 2007), an

ethical decision making process is practically an offshoot of an already

existing cordial relationship. It is important to also take learning from Adlerian

Psychology – a field of psychology which have argued that humans have five

main tasks in life: love, occupation, society, self-development, and spiritual

development (Sharf, 2012). How positive psychology and ethical decision-

making enables employees to fulfil these tasks is important. According to

Adlerian’s assumptions, motivation is achieved as employees strive for

recognition and significance within the organisation (Green, 2012). I am of the

opinion that this seems to be the arguments of several motivational theories.

For instance, Maslow’s hierarchy of needs theorised that humans fulfils

each of the five needs he identified in a successive order as follows –

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Physiological, Safety, Love, Self-Esteem, and Self-actualization (Spector,

2012). Though this have been argued against with the reason that humans do

not actually fulfil these needs in the above successive order (Wahba &

Bridwell 1976, cited in King-Hill, 2015), Maslow indeed showed that humans

thrive in relationships to fulfil certain needs in life. Also, the ‘Hawthorne

Studies’ in the US (1924-1932) has shown that apart from remuneration,

workplace motivation is also dependent on employees’ attitudes towards their

job (Lindner 1998, cited in Kuranchie-Mensah & Amponsah-Tawiah 2015).

The above propositions will be useful in how the company establishes its

communication plans going forward.

Taking the above into perspective, Positive Psychology can be useful to

this organization in the following ways. Firstly, the workplace should

encourage the creation of positive emotions by making all employees feel

important. Fredrickson (2001) identified the following ten positive emotions:

love, joy, gratitude, serenity, interest, hope, pride, amusement, inspiration and

awe. One way this can be achieved is by harmonising staff ID cards.

Secondly, I am of the opinion that building and maintaining strong labour

relations is dependent on the feeling in people that they are seen as

important. Study evidence by Huettermann, Doering, and Boerner (2017)

support that individuals are either active, reactive or withdraw from the ‘team

identification’ process depending on how accepted they feel. Thirdly, since

positive emotions grow through cultivation (Seligman, 2004), I propose that

career growth should be mapped out for these employees so that they would

own their own developments with a display of optimism towards life. This is in

agreement with Seligman (2004) position that optimism towards life is a core

strength that individuals must develop to achieve a state of wellbeing.

In my view, management must see the process of communicating

decisions as win-win. According to Nelson-Zlukpo (2014), the goals of

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communication include: to be heard, to be in control, to win or convince

others, to build rapport, and to solve a problem. In the case at hand, the goals

of whatever decision that is communicated should be the last two namely: to

build rapport, and problem solving. However, in most organisations the aim of

communication is on the first three goals: either to be heard or vent

management dissatisfaction; to inform the workforce why management is right

and in control; or to win employees so they could identify with management

steer (Nelson-Zlukpo, 2014). It is also my belief that management that toe the

first three goals of communication above would be adamant to employee

concerns. Zentall and Crowley (2013) posits that decisions should foresee the

implications on the positive emotions of workers in the long run. I completely

agree with their position. This is because positive emotions are not static, but

are cultivated over time (Fredrickson, 2001).

Evidently, research has also shown that decision communication styles

include: ‘Aggressive and Urgent’, ‘Emotional and Manipulative’, ‘Avoidant and

Appeasing’, ‘Direct and Clear’, ‘Proactive and Assertive’, and ‘Partnering and

Problem solving’ (Nelson-Zlukpo, 2014). I suggest the implementation of the

last three sets in this case study, that is: ‘Direct and Clear’; ‘Proactive and

Assertive’; ‘Partnering and Problem solving’. To me, these three styles reflect

the ethics of organisational communication discussed earlier. They also

support the overall goals of ethical decision-making process as it relates to

justice, moral duty towards others and respect for others (Kishore & Pius,

2015).

Furthermore,   in my opinion, management initiated action(s) should be

centred on restructuring work to enhance productivity and flow, and workers

should be encouraged to be more open-minded when contributing to the

decision making process. Hence, in communicating management decisions,

care should be taking not to be perceived as inconsistent. In support of this

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position, Mehrabian and Ferris (1967) report that when the tone of

communication is not in agreement with the facial expression, the receiver

tends to believe the message is inconsistent and double binding.

Also, a field of psychological study known, as Appreciative Inquiry (AI)

will assist in identifying what has gone wrong in this organisation. AI is more

of an appreciation and the celebration of diversity, nurturing relations and

creating shared responsibility in the workplace, hence paving the way for

communication. With AI, the voice of those affected by management

decisions are heard first and included in the final decision (Cooperrider, &

Avital, 2005). I believe that AI will affect decision-making positively because it

focuses on creating a sense of ownership among the workforce. In addition, a

field of workplace behavioural psychological research known as, Family

Supportive Supervisor Behaviours (FSSB) will also find usefulness in

providing solution in this case study. It encourages employees to value and

respect one another, and helping to reduce physical and psychological

aggressions that impacts employees’ wellbeing (Yragui, Demsky, Hammer,

Dyck, & Neradilek, 2017). In my opinion, Positive Psychology can be

implemented side by side with AI and FSSB, in encouraging employees to

have a holistic sense of engagement and ownership.

Additionally, communicating decisions requires a suitable

communication media choice. This will assist in communicating effectively to

all employees, based on the level of social presence and media richness

expected (Robert & Dennis, 2005). According to Kraut, et al. (1990, cited in

Flepp, et al. 2017), social presence is simply the feeling of having someone

listen to one’s conversation, and the bonding relationship expected. Our

choice will be guided using the chart in figure 1, as proposed in Robert and

Dennis (2005).

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Figure 1: Media Classification (Robert & Dennis, 2005)

From the chart in figure 1 above, it is clear that interpersonal communication,

tours and visit, and formal group meetings which are rich in both social

presence and media richness, should form the foundation of interaction for

effective and efficient labour relations, and possibility of increasing motivation.

In effect, between 80% and 90  % of all interpersonal interaction in the work

place is informal (Kraut et al. 1990, as cited in Flepp C. et al., 2017) and deals

mostly with work related topics (von Bismarck et al. 1999, as cited in Flepp C.

et al., 2017). Here, feedback is synchronous because, both the sender and

receiver are co-located (same place, same time) as seen in the lower left box

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of the chart. The workers might own the decision(s) because it was a

collective resolve.

Finally, although, it is difficult sometime for organisations to actively

engage every employee, it has been reported that actively ‘engaged’

workforce performs better because they feel motivated and equally activated

(Reijseger, Peeters, Taris, & Schaufeli, 2017). Employees’ active engagement

increases their emotional bond to the organisation and its goals’ (Kruse,

2012). It is my candid opinion that communication sets the pace for active

engagement in organisations. In corroborating this position, Taylor (2006, as

cited in Keyton 2011) said: “the modern organisation is a universe of endless

talk, occurring both simultaneously and successively.” Employees’ active

engagement includes mapping out a hybrid communication and ethical

decision-making framework based on the proposed solutions in this write-up.

In conclusion, this essay has identified the reasons behind the past

impasse between workers and the management of Gozazi. Using

psychological theories and models, likely communication barriers were

identified, and solutions proffered. The way forward depends on how positive

psychology, and ethical decision-making process and communication can

help improve the bond of workplace relations between management and staff.

Owning to the influence of global advances in communication technology and

social networking platforms, organisations must strive to continually bridge

cross-cultural, cross-political, and cross-professional boundaries to remain in

business in this 21st century and beyond.

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