About Author
Dr. Aysha Sadia
PhD (Organizational communication), Universiti Tun Hussain Onn Malaysia (2015- 2020)
Title: Investigating Organizational Communication between Top Management and Academic Staff in Malaysian Technical University Network (MTUN) (Quantitative + Qualitative based)
Educational sector is a diverse sector, where the mind grows, there things should not be biased. Specifically in the service organization where the product is humans, that place has to be approached in a very delicate way. Management of staff is guiding them to work in an efficient way and brings the best performance. This is all about human resource management to ensure smoothness in workflow with effective results within the organization. Organization likes to work with competent, motivated and productive people. Overall motive of the organization is to strive for excellence. In organizations’ change is inevitable without this moving forward is impossible. Recruit and retain a diverse and equitable workplace and steps in organization can take to help in diversity and inclusion in longer terms at the workplace.
The inclusion in effective staff management has adhered to the psychological principles, performance management environment increases organizational effectiveness by organizing the individuals, manage team in a strategic way. For this purpose requires back to back conversation with employees. Their feedback, reactions are valuable in an effective management system for the educational sector. According to the Murphy & Cleveland (1995) important factor in the employees review is they should have to react and accept in a constructive way. The reaction to the feedback is more important than the actual performance. Moreover, for effective management more than one valuation process is the best way to form an effective management system. Performance management appraisal results are an effective way to motivate employees regarding their performance. However, by the rule of procedural justice, it is essential to provide performance review and employees have a right to perceive how their employer views them and their performance. On the other hand reciprocating feedback on their performance, employees have the right to voice their feedback and reservations. Conversational communication is a vital development in an organization.
Another important factor is appropriate effective performance evaluation scale, that captures all areas of employee performance, their productivity, their behaviour and their perspective as well. The traditional forced category performance appraisal system is not worthy anymore where rater have to make forced choice between scale from good to bad, or only in tow options style such as yes or no.
Initially analyzing where the management stands in terms of diversity, equity and inclusion, and then explore analysis to evaluate how it is reflected in the workplace in leadership, cultural mission and overall in transactional policies and overall metrics.
However , to deepen into diversity one needs to understand that there are many perspectives that influence it. Start from the emotional intelligence of what it means for diversity and inclusion in the organizations. The core concept about the EI needs more focus for the future of the organization. The main thing it could be developed and it can lead to transformation, can develop quickly, additionally can illuminate issues of inclusion, then develop a better environment in the organization. Everyone has their own biases even when everyone says they are open and in protected classes. and that idea of developing that EI can bring to the light what it is and what we don't know and what it can work on.
The other main concepts of EI are emotions, a very powerful entity that has an impact. As human take in information in their senses and oftentimes it is that emotion that is going to be the first reaction which can sometimes overcome rational logical thought, however emotional reaction would not be the same with everyone, for some emotions can be overwhelming or it may be other way anger, fear, trust issues all of these things maybe little bit agitated requires concern as all of the emotions have an impact on the way that behave at the workplace, the way everyone communicate at the workplace. The important thing is the harness of all these to be able to get past those kinds of gut reactions that may be having a negative impact, creating obstacles in the workplace and so that we can truly understand, get past them to be able to have really clear effective communication around diversity, equity and inclusion at the workplace. Bring positivity through diverse perspectives at the workplace.
Change is an important factor of any organization.
This time is very interesting when it comes to inclusion and diversity, where everyday changes are coming as compared to the past when once in a year updates are sufficient. However it is important to look in this perspective when it comes to change in the management according to the Lewin's model where they unfreeze the situation and then refreeze it. The key concept is to unfreeze the people, here unfreezing is questioning the perspective of people, and perspective brings emotion, their behaviour , anxiety or joy as people want change which is exciting. People take diversity and inclusion seriously at the same time joy and fear also comes with it, so when focus on emotional intelligence brings sustainable change, equipment to deal with emotional intelligence effectively. According to Pulakos & Colleagues (Pulakos et al. 2015) monitoring performance is evitable at the same time education for management who provides performance feedback is important on how to share, it is ongoing key factor process, coaching skills in immediate manager should have necessarily and for now on where world is digital, reducing paperwork also brings the freshness.
Additionally, communication operates as the nerve system of organization. Communication problems tend to cause a lot of trouble in the work environment which may affect productivity. There is always a way to converse with a subordinate’s colleagues and staff regarding how everything is going and how to develop some progressive effects, move things onward, and bring employees closer with each other. Communication is a technique that will build a healthier basis for internal organizational relationships among staff and leaders that may lead to success. Provide employees a purpose to come to work, or just a place to go to work robotically, for this purpose working on the staff behavior may help in communication improvement and further leading progress. According to Maya Angelou quote “They may forget what you said, but they will never forget how you made them feel”. In organizational operation, vertical horizontal communication plays an essential role, though, it is effective when academic staff have a virtuous relationship with their immediate leaders and they feel more enthusiastically connected, associated, and involved in the organizational goals same as enthusiastic relationship among co-workers horizontally as well increases the possibility of healthy communication. In the finding research thesis (Investigating Organizational Communication between Top Management and Academic Staff in Malaysian Technical University Network) about communication at different levels and formal or informal ways of communication the data revealed that the government policies affect educational organization externally and then internal changes occurs, besides this findings internal hierarchical communication such as head of department attention and what are the trust level they develop with the academic staff also trembling, reason of this trembling is communication is not at the satisfied level with the academic staff. At the same time horizontal or informal communication and bottom-up communication in the same moderate level due to insecurities, lacking trust among each other, though they frame a bulwark against possible pressures. Academic staff feels hesitate while discussing their problems when they received any information and unable to decode according to their understanding, they keep quiet, they feel fear of being highlighted when they ask question, also they have perception that they will be in their superior eye that they are not well understandable behaviour, this happens when have vague relations with their superiors. This fear of being judgemental makes employees quiet. Nevertheless, the staff were not aware that those who are silent are considered as disloyal employees in the organizations. According to the Netflix CEO, in his ted talk, silent disagreement means disloyalty, as whoever is not taking part in discussion, not saying anything cannot be considered a discussion. It will be a one-way communication yet, cannot say it is the way for standardized satisfaction level or could be an effective communication. Communication is not only sending messages it may involve receiver understanding as well. Through the process of one-way transmission any successful idea is ruined (Robins et al. 2010). Furthermore, only acceptable situation, and acceptability in any organization cannot be taken as a good consideration. It may be the initial step for further development solely. Suppose for a minute that you think about any organization which is not gaining profit, but at the same time not in loss moderating in the financial sheet cannot lead any organization at an effective level. Then how should any organization be in progress without the basic skill? Financial analysis will not take organization as in good condition. When talking about satisfaction then it requires a perfect communication, the receiver understands the message exactly as what the sender wants to express. However, perfect communication involves the idea behind the spoken words as well. Conrad (1985) summarized the communication role for smooth organizational functioning; they were categorized in three sections: rational function, command function, and ambiguity management function. Rational communication function enables employees to evolve and sustain relationships within the organization (Cornad, 1985, 8). In the command communicational function, a helping hand to employees to give and receive instructions, moreover, is able to proceed on instruction (Cornad, 1985, 8). The ambiguity management for communicational functioning tackles with the vagueness and insecurities within the organizations. During discussion among the employees they interpret and then figure out a new context of discussion and understand well from both sides. Due to this not only understand but also predict the different situations of various peoples at the same time and those discussed decisions direct their actions in a refined form (kreps, 1990). Communication effectiveness is essential for achieving goals in the organization.
Communication is indeed the very lubricant that makes the machinery of human relations function smoothly. As human organizations thrive on communication. For this enhancement in communication skills are necessary. Brainstorming for skill development is required to avoid unsatisfied communication. Leaders in the organization will find out exactly what motivates employees to understand and talk to them about the goals of the organization, then they do not want to retreat or withdraw or hesitate. For this purpose, leaders must learn the skills to listen and recognize where they are and where they come from, as Schuitema (2011) quotes “listing is a moral act”. Crucial communication skills would be exceedingly helpful leaders in the process to enhance effective communication skills.
For staff inclusion in the education sector effective communication and emotional intelligence plays a major role. Progress and productivity comes with enhancement in communication skills. Brainstorming for skill development is required to avoid. Leaders in the organization will find out exactly what motivates employees to understand and talk to them about the goals of the organization, then they do not want to retreat or withdraw or hesitate. For this purpose, leaders must learn the skills to listen and recognize where they are and where they come from. The drastic change in the world after the pandemic requires diversity and inclusion for every organization, especially for educational sectors where minds are built. However, many organizations are still struggling to figure out how to measure the impact of strategies, diversity and inclusion. Hence, plenty of CEOs signed the pledge for an action plan of diversity and Inclusion, and many organizations discussed their future plans. According to the Gratner this fact and figure regarding the identifying plans for future among leaders are far much higher than the past.this is also creating many more options for future jobs as well. In the meanwhile measuring and analysing DI challenges is a long road, even having information, it’s hard to figure out what works in terms of DI analysis. For the inclusion part, many organizations practicing giving space and allowing their employees to take part in decision making, have more challenges to measure. Even leaders apprehend the inclusion part in their employees that unlock diverse workforce. For instance tracking inclusion in employees emotions & beliefs in the light of inclusion definition of the organization and having to act fast on the results. For the current time, Gartner research is becoming a bench mark where they outline the concept of turning the concept from numbers and what meaningful actions require to be taken for avoiding any hazard.
Employees feedback is really important regarding inclusion, their feedback, engagement can navigate a new work environment. Gartner comes up with this challenge to measure inclusion or check a Pulse in survey without any distraction.
That qualitative survey with executives , academic staff brings the seven dimension of inclusion:
Fair treatment: Employees at my organization who help the organization achieve its strategic objectives are rewarded and recognized fairly.
Integrating differences: Employees at my organization respect and value each other’s opinions.
Decision making: Members of my team fairly consider ideas and suggestions offered by other team members.
Psychological safety: I feel welcome to express my true feelings at work.
Trust: Communication we receive from the organization is honest and open.
Belonging: People in my organization care about me.
Diversity: Managers at my organization are as diverse as the broader workforce.
The later study on key dimensions through surveys from around the world distilled that best element of inclusion. This analysis would have allowed the academic management staff to get a holistic view of their workplace in terms of inclusion. And results come in a very simple way, the more the employees agree with these statements the greater inclusive the organization will be. Furthermore, it will help leaders to understand inconsistency of employees' perception and further work on the areas for improvement. Additionally this survey helps in taking action, in daily process for inclusion and expected meaningful action will be looks like the following:
Listening: Leaders speak last. Conducting listening sessions will help to understand the differences, cultural background, and talent keenly. This can help in crafting future plans for the organization.
Vigilance: Leaders have an opportunity to transform the employees experiences, for instance they may implement mechanisms to report exclusionary behaviours as they happen.
Process changes: Leaders can influence HR to ensure processes for recruiting, performance, and succession should regularly audit for equity.
However meaningful actions from leaders, peers, and teams are all required, along with accompanying overall organizational systems. Organizations can meet employees needs along with maximizing performances through diversity & inclusion. The ability to measure inclusion with unprecedented precision in reach means that organizations can eventually form concrete insights into where inclusion lacks and thrives, as well as the different experiences of inclusion across employee groups, and thus better achieve the full benefits of diversity and equity in their organizations.
Reference
Adler, S., Campion, M., Colquitt, A., Grubb, A., Murphy, K., Ollander-Krane, R., & Pulakos, E. (2015) Getting rid of performance ratings: genius or Folly? A Debate. Industrial and Organizational Psychology: Perspectives on Practice and Science, 9, 2.
Murphy, K.R. and Cleveland, J. (1995) Understanding performance appraisal: social, organizational, and goal-based perspectives. London: Sage.
Pulakos, E.D., Mueller-Hanson, R.A., Arad, S., & Moye, N. (2015). Performance management can be fixed: An on-the-job experiential learning approach for complex behavior change. Industrial and Organizational Psychology: Perspectives on Science and Practice.
Schuitema, E. (2011). Leadership: The care and growth model. Intent Publishing.
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