Chapter VI

The data collected from the sample by means of survey was analyzed in Chapter IV.

In this chapter the respondent’s socio demographic profile, description of their job

and their communication pattern, opinions about the effectiveness and satisfaction etc.

were analyzed in various parts. Part-I deals with the socio demographic profile of

professionals. Part-II deals with details of employment, Part-III deals with

communication channels and processes, Part-IV deals with usage of communication

tools, Part-V deals with communication climate/organization climate and Part-VI

deals with levels of communication and satisfaction.

Major findings

Part I: Socio demographic profile

This part of the study deals with socio demographic profile of the employees of the

organization. Their age, nativity, educational qualification and income was studied in

this part I.

Gender: In early times in India especially in Andhra Pradesh women especially in

rural areas did not show inclination for jobs. But the concept of influence of

westernization has changed the perception of women and started taking up new

careers. As nowadays many oragansiations have been employing men as well as

women at various levels the need to find out their profile has become essential. In

cooperative setup also they found their place. Here in this organsiation men

completely outnumbered women and their number is very meager.hardly as only

9.8% of the sample constituted women.

The gender profile of the sample here showed sharp polarity as the number of female

employees is very less compared to men. With regard to gender of the 234

respondents, 89.4% belongs to male category and the remaining i.e. 10.6 % belongs to

female category (Table.1).

Age: From the earlier studies of satisfaction especially with job and

communication age had a crucial relation and in this context the distribution of age

of the sample has become very interesting. Nearly one third are in the productive

group of 31- 40 years followed by 25-30 years and 51-60 years. Very few i.e only

3.8% are below 25 years age.

Age is found to be an important factor in communication and especially with regard to

job satisfaction. Hence the samples age was analyzed and found that , 36.8% belong

to 31- 40 years range, followed by 51-60 years (17.9%), 25-30 years (17.8%), 41-50

years (15.9%), 60 above (7.7%) and Below 25 years age (3.9%) (Table 2).

Caste: The state of undivided Andhra Pradesh is known for diversity of castes and

this distribution of respondent’s shows that 64.3% of the respondents belong Open

Category, followed by Backward Community (27.1%), Scheduled Caste (8.2%) and

Scheduled Tribes (0.5%) (Table 3).

Religion: Religion has been attributed a significant place in the Indian culture. It is

considered to be an important component in the individual’s life. As India is

dominated by Hindus so is the state of Andhra Pradesh and Guntur district is no

exception. The study found that religion wise distribution is more wide spread and

91.9% of the respondents belong to Hindu Religion. Hence, in this context it was

enquired by the researcher and found that religion wise distribution is more wide
spread and in this study 91.8% of the respondents belongs to Hindu Religion,

followed by Muslim (5.3%), Christian (2.4%) and other Religions(0.5%). (Table 4)

Marital Status: With regard to marital status, 86.5% of the respondents are got

married and the remaining 13.5% comes under unmarried category. (Table 5).

Native Place: As this dairy is placed in a rural area and the majority of its

stakeholders belong to rural areas. The researcher tried to find out the nativity of the

respondents. With regard to nativity of respondents, 76.3% belong to rural areas

followed by urban (17.9%) and semi urban (13.5%)(Table 6).

Mother Tongue: It is a well-established fact that, mother tongue would help in

effective communication. Though the company is located in Andhra Pradesh it is

very natural that most of the employees belongs to telugu community. But Guntur

district to which it belongs has a good number of Muslim population. Hence, the

researcher tried to find out composition of the sample. The data shows that out of 234

respondents, 95.2% are have telugu as mother tongue and the remaining 4.8% are

having urdu as mother tongue (Table 7).

Annual Income: In any organization the employees would be placed at different

hierarchies and their income also would vary from one cadre to other. Apart from the

salary some of the staff might be claiming other incomes also which is likely

influence the communication pattern as well as the satisfaction. With regard to annual

income of the respondents, 40.6% are belongs income range of Rs.1-2 lakhs, followed

by Rs.2-3 lakhs (20.8%), Rs.5 - 10 lakhs (12.6%), Below Rs. 1 lakh (10.1%), Rs.3-4

lakhs (6.8%), Rs.4-5 lakhs (6.2%) and Rs.10-20 lakhs (2.9%).(Table 8). Mean

income of the sample is Rs.315137.19 and the Standard deviation value is 278803.01.
Level of Education: Generally in any organization many of the jobs would be

divergent and so are the educational qualifications as many of them would be specific

in nature. Some of the jobs would be skilled and some may not require them. If the

education qualifications of the staff members are known it will help in understanding

the educational status and so is the pattern of communication. As the company has

many departments and different types of duties are performed the range of

qualifications would also be interesting. Since professional and non-professional jobs

are performed by the employees both the types of staff are found working in the

company. To gain an entry into any organization a trainee needs to have minimum

qualification and some of them may acquire others also. There is intense competition

to get admissions into these courses, and applicants must demonstrate the

perseverance, motivation and resilience required to succeed in the job, in order to find

a way into the industry. With regard to level of education of the respondents, 44.9%

have qualification of degree followed by Post Graduation (38.6%), SSC (7.2%),

Intermediate (5.3%), below SSC (2.9%) and no education (1.0%) (Table 9).

Diploma Certificates: Out of 234 respondents, 61.4% said that, they are not having

Diploma certificates and the remaining 38.6% said that, they have Diploma

certificates (Table 10).

Out of 80 Respondents (Diploma holders), 77.5% are having Diploma certificates

before taking up the job, followed by after joining the job (21.3%) and after quitting

the first job (1.2%).(Table 11).

Training for the job: As discussed earlier there are different types of jobs and those

who have suitable qualifications only will gain entry in to the jobs. Training is also

equally important for these employees as it imparts the skill and knowledge. Out of
the 234 respondents, 67.6% said that, they have taken up training for the job and the

remaining 32.4% said no (Table 12).

Generally organizations that utilize the services of professionals try to train the newly

recruited as per their requirements because it would help the employer to extract

maximum benefit with less wastage of time and perfection. At later stages also efforts

to update their knowledge and skills are taken up by the organization itself. For

skilled jobs the employees either acquire the training before joining the job or after

the joining the organization. In specific cases the organizations would impart training

to suit the needs such as technology. Out of 140 respondents, who were taken up

training for the job, 66.4% said that, they have taken up the training in the present

organization, followed by in the first organization where they worked (25.7%) andin

the second organization (7.9%) (Table 13).

Reasons for joining the job: By giving 8 options, Respondents were asked to give

rankings to the reasons for joining the job, 72.5% have given 1st rank that as a career

they have chosen the present job, followed by un-employment(13%), for more

salaries(4.3%), with other reasons (3.4% ), it just happened (2.9%), for

recognition(2.4%), for perks and facilities(1%). It is also significant that, 21.3% of

the respondents have given 2nd rank for ‘un-employment’. (Table 14)

Part II: Details of Employment

This part of the study deals with details of the employment pertaining to the

employees of the organization. Their work place, type of appointment, age of joining,

years of experience, shift pattern etc. was studied in this part II.
Work Place: With regard to work place of the respondents, 77.8% working in rural

areas, followed by urban (13%), semi urban (8.7%) and habitation (0.5%) (Table 15).

Type of appointment: Type of appointment of staff is crucial for individual

employees as well as the organization as the duties and responsibility would vary and

communication practices and ultimately the communication climate would differ from

one to other. With regard to type of appointment, 56% of the respondents employed

temporarily followed by permanently (22.7%), contract basis (17.9%) and others

(3.4%) (Table 16).

As seen from the data, 60.9% of the respondents knew about the present job through

advertisements followed by the organization itself (14%), through friends

(11.6%),through relatives (7.2%) and other sources (6.3%) (Table 17).

With regard to the age of the respondents at the time of joining, 82.1% joined in the

job between the age interval of 20-30 years, followed by 30-40 years (10.6%), 40-50

years (5.3%) and above 50 years (1.9%) (Table18).

Jules Carrière (2007) organizational tenure had a moderate negative correlation with

paramedics’ perception of communication practices (r =-.31, p < .05), communication

satisfaction (r = -.34, p < .01), job satisfaction (r = -.32, p < .01), and affective

organizational commitment (r = -.33, p < .01). This implies that perceptions of

communication practices, communication satisfaction, job satisfaction and affective

organizational commitment deteriorate as length of service with the organization

increases. The data show that 56.3% of the total variance in communication

satisfaction is explained by the model, 49.8% of which is attributable to the

organizations’ internal communication practices. The remaining 6.5% of explained

variation is attributable to the shift pattern control variable.

Organizational Commitment: Organizational communication is linked to organiza-

tional commitment in several ways. Ng, Vandenberg, and Wilson, (2006) found that

organizational communication, work schedule flexibility through effective

interpersonal communication, and opportunity for learning affect organizational

commitment. Effective organizational communication leads to organizational

commitment to total quality management (Allen, 1992) and effective organizational

communication is key to employee satisfaction (De Rider, 2004).In this context the

length of service was ascertained by the researcher. With regard to the experience of

the respondents in the present job 34.8% of the respondents have above 15 years of

experience followed by 0-5 years (29.5%), 6-10 years (28.5%) and 11-15 years(7.2%)

(Table 19).

According to Jules Carrière(2007) shift pattern had a moderate positive correlation

with communication satisfaction (r = .26, p < .05), job satisfaction (r = .30, p < .01),

and affective organizational commitment (r = .23, p < .05). This suggests that

employees working 12-hour shifts had higher levels of communication satisfaction,

job satisfaction and affective organizational commitment compared to their colleagues

working 8-hour shifts. With regard to the respondent’s duties in shifts, 54.6% need

not work in shifts in duties and the remaining 45.4% need to work as per the

scheduled shifts(Table 20).

Out of 94 Respondents, who work in shifts in duties 36.2% work in general shifts

followed by morning shift (28.7%), night shifts (25.5%) and afternoon shifts

(9.6%)(Table 21).
With regard to the number of employees the respondents deal regularly with, among

the sample 52.2% said that they would interact with below 20 employees followed by

20-50 employees (41%), 50-100 employees (4.4%) and above 100 employees (2.4%)

(Table 22).

Research undertaken by Foehrenbach and Ruch in the 1980s demonstrated an

important link between an employee’s satisfaction with organizational communication

and the communication efforts of top management (Pincus, 1986). A review of the

literature on the communication-job satisfaction relationship reveals a significant

relation. In this context, researcher has tried to study with how many members the

employees generally communicate with others. Study reveals that, respondents were

generally communicated with others at an average of 19.63 persons followed by 10.19

in peer group, 6.82 in sub-ordinates, 2.20 in superiors and at an average of 1.11

persons in Top Management (Table 23).

Part-III: Communication channels and processes

This part of the study deals with Communication channels and Communication

processes of the organization. The frequency of communication, adequacy of

communication, feedback, effectiveness of channels and employees attitude towards

communication etc., was studied in this part III.

Jules Carrière (2007) found that the link between internal communication practices

and employee communication satisfaction is well established. Communication audits

reveal that greater communication efforts tend to result in higher levels of

communication satisfaction (Hargie et al., 2002). While some researchers have

suggested that an organization’s members will desire “more information from other

organization members regardless of the amount of information they currently receive”

(Zimmerman et al., 1996), others have shown that improved internal communication

decreases the gap between the amount of information that employees desire and the

amount of information they receive (Hargie et al., 2002).

The frequency of communication with the members at various levels was studied by

the researcher. With regard to top Management, 43.5% communicated rarely followed

by very rarely (30.9%), normally (14%), regularly(6.8%) and very regularly (4.8%).

With regard to frequency of the respondents communication with superiors, 43%

communicated regularly followed by normally (28.5%), very regularly (15.5%),

rarely (12.1%) and very rarely (1%). With regard to frequency of communication

with the members in Peer Group, 51.2% communicated regularly, followed by very

Regularly(27.5%), normally(19.3%) and rarely(1.9%). In case of interacting with

subordinates, 50.7% communicated regularly, followed by very regularly (23.2%),

normally (22.2%), rarely (2.4%) and very rarely (1.4%). With regard to frequency of

communication with others, 40.6% communicated normally followed by regularly

(27.1%), rarely (16.4%), very rarely (8.2%) and Very regularly (7.7%) (Table 24)

The respondents were questioned about the frequency of interaction with employees

at various levels on various issues such as personal, job related, general and others.

With regard to frequency of the interaction with the members in Top Management on

Personal Issues, 52.2% of the Respondents interacted rarely, followed by very rarely

(34.3%), normally(11.6%), very Regularly (1%) and regularly(1%). In case Job

related issues, 37.7% interacted regularly followed by normally (24.2%), very

regularly (19.3%), rarely (10.6%) and very rarely (8.2%). In case of General Issues,

28.5% of the Respondents interacted rarely, followed by normally (27.5%), regularly

(27.1%), very rarely (11.1%) and very regularly (5.8%). In case of other issues,
40.6% of the Respondents interacted with Top Management rarely, followed by

normally (25.6%), very rarely (23.2%) and regularly (10.6%).

The findings are in support of McKinsey’s survey which shows that a large number of

top level executives are usually not satisfied with their performance especially when it

comes to people skills (see Eich, 2012), which explains the feeling of being constantly

judged. Such findings are also in line with the Leader Member Exchange Theory by

Graen, Novak & Sommerkamp (1982) which argues that the way superiors

communicate is different from subordinates. Unlike the other sub-groups in the

organization, the management team in the organization has less number of strategies

that are perceived as impactful to creating a supportive communication climate.

With regard to frequency of the interaction with the Superiors on personal Issues,

51.2% of the respondents interacted rarely, followed by very rarely (32.9%), normally

(12.6%), regularly (1.9%) and very regularly(1.4%). In case of Job related issues,

59.4% of the respondents interacted regularly, followed by very regularly (22.2%),

normally (13.5%), rarely(3.4%) and very rarely(1.4%). In case of General Issues,

44.4% of the respondents interacted regularly, followed by normally (28.5%), rarely

(12.6%), very regularly (7.2%) and very rarely (7.2%). In case of other issues, 33.3%

of the respondents interacted normally, followed by rarely (25.1%), regularly (23.7%)

and very rarely(17.9%).

.
With regard to frequency of the Interaction with the Peer Group on Personal Issues,

43% of the respondents interacted rarely, followed by normally (27.1%), very

rarely(14.5%), regularly(11.1%) and very regularly(4.3%). In case of Job related

issues, 61.8% of the respondents interacted regularly, followed by very regularly

(25.6%), normally (10.1%), very rarely (1.4%) and rarely(1%). In case of General
Issues, 50.7% of the respondents interacted regularly, followed by normally (27.5%),

very regularly (11.1%), rarely (6.8%), very rarely(3.9%). In case of other issues,

39.1% of the respondents interacted regularly, followed by normally (29.5%), rarely

(14.5%), very rarely (12.6%) and very regularly(4.3%).

With regard to frequency of the Interaction with the Subordinates on Personal Issues,

34.3% of the respondents interacted rarely, followed by normally (31.4%), very rarely

(23.7%), regularly(7.7%) and very regularly(2.4%). In case of Job related issues,

58% of the respondents interacted regularly, followed by very regularly (22.7%),

normally(15%), rarely (2.4%) and very rarely(1.4%). In case of General issues,

46.4% interacted regularly, followed by normally (24.6%), very regularly (11.1%),

rarely (10.1%) and very rarely (7.2%). In case of other issues, 37.2% of the

respondents interacted regularly, followed by normally (28%), very rarely (15.5%),

rarely (14.5%) and very regularly(4.3%)(Table 25).

Feed back: The process needs to work from either side in that, both management and

employees are considerate in the communication and applaud feedback that helps in

achieving greater success (Trombetta 2008). Studies indicate that, employees who

experience open communication in their organizations are led to increased

performance and job satisfaction (Neves& Eisenberger 2012). Abugre (2011)

indicates that, open communication permits employees to be more involved in

organizational matters and understand that their engagement is important in achieving

the success of the organization. He further notes that, it ensures that employees

conceive the bigger picture and the portion they contribute in the success of the

organization. Generating an open communication climate leads to greater job

satisfaction reduced stress, team building, increased loyalty and commitment by

employees to the organization plus mutual respect all over the organization. Open

communication assures a more industrious and productive work environment with a

positive workplace (Kumar BP 2008).Employees would be satisfied with the

organization if there is a positive feedback both vertically involving managers and

employees and horizontally between workers (Emmert and Taher, 1992; Abugre,

2010b), and a participative style of management used by superiors in organizations

(Kim, 2002).

The respondents were found to interact with their colleagues for various purposes as

well as specific areas. In case of policies, 42% of respondents interacted rarely

followed by normally (24.2%), regularly (20.3%), very rarely (9.7%) and very

regularly (3.9%). In case of Problems 43.5% interacted with others regularly followed

by normally (31.9%), very regularly (11.6%), rarely (11.6%) and very rarely (1.4%).

With regard to updates, 47.8% respondents interacted with others regularly followed

by normally (34.3%), very regularly (10.6%), rarely (5.3%) and very rarely (1.9%).

With regard to feedback, 48.8% interacted regularly with others followed by normally

(35.7%), very regularly (7.2%), rarely (5.8%) and very rarely (2.4%). With regard to

suggestions, 47.3% of respondents communicated with others regularly followed by

normally (31.9%), very regularly (12.6%), rarely (5.3%) and very rarely (2.9%). In

case of others46.9% communicated normally, followed by regularly (19.3%),

rarely(17.4%), very rarely (14%) and very regularly (2.4%) (Table 26).

With regard to the opinion about company’s publications 60.4% of the respondents

said that the publications were interesting and helpful followed by can’t say (23.2%)

and no (16.4%) (Table 27).

When the Respondents were asked, whether the Meetings well organized or not,

92.8% have said that the meetings were well organized in the organization followed

by can’t say (3.9%) and no (3.4%) (Table 28).

When the sample were asked about the written directives and reports, outof 234

respondents, 94.7% said that, they are clear and concise followed bycan’t say (3.9%)

and 1.4% answered negatively (Table 29).

With regard to the respondent’s attitude towards communication inthe organization,

81.2% of the respondents said that the communication in the organization is healthy

whereas 13%can’t say and answered as no (5.8%) (Table 30).

With regard to the adequacy of the communication in the organization, 84.1% of the

respondents are said that, there is adequacy, followed by can’t say (8.7%), and said no

(7.2%) (Table 31).

Hwange colliery company

In this study organizational communication can be perceived as the sending and

receiving of messages among interrelated individuals within a particular environment

or setting to achieve individual and common goals. Individuals in organizations

transmit messages through face to face, written, and mediated channels (Deetz

2001).The study was also discussed about various factors such as place of

communication as well as impact of channels such as notice boards and press notes,

inter office memos and telephones along with HR department and unions of staff

members of the company.

The respondents were asked to identify the frequency with which they use various

channels of communication. In case of face to face meetings, 61.4% of the

respondents were found using it once in a day, followed by once in a week (15.9%),

once in a month (11.6%), every alternative day(7.7%) and thrice in a week (3.4%). In

case of letters, 29% of the respondents are using them once in a month, followed by

once in a week (28.5%), once in a day(19.3%), every alternative day (15%) and thrice

in a week (8.2%). In case of Circulars, 32.4% of the respondents using it once in a

month, followed by once in a week (27.1%), once in a day (17.4%), every alternative

day(12.6%) and thrice in a week (10.6%). In case of reports, 49.8% of the respondents

are using once in a month, followed by once in a day (22.7%), once in a week

(15.9%), every alternative day(7.7%) and thrice in a week (3.9%). In case of notice

boards, 58% of respondents are using it once in a month, followed by once in a

week(15.9%), once in a day (13.5%), every alternative day(6.8%), and thrice in a

week (5.8%). In case of Meetings, 68.1% of the respondents are using once in a

month, followed by Once in a week (16.4%), once in a day (6.8%), every alternative

day(5.8%) and thrice in a week (2.9%). In case of Phone calls, 83.1% of the

respondents are using once in a day, followed by once in a month (6.8%), Every

alternative day(5.3%), thrice in a week (3.4%) and once in a week (1.4%). In case of

SMS, 41.5% of respondents are using once in a month followed by once in a

day(36.2%), once in a week(9.7%), every alternative day(6.8%), thrice in a

week(5.8%). In case of e-mails, 54.6% of the employees using once in a month

followed by once in a day(28.5%), once in a week(10.1%), thrice in a week(3.9%),

and every alternative day(2.9%). In case of Newsletters, 85% are using once in a

month, followed by once in a week (5.3%), once in a day (4.3%) every alternative

day(3.4%) and thrice in a week (1.9%). In case of others, 88.4% of the respondent
are using once in a month, followed by once in a week (4.3%), once in a day (2.9%),

every alternative day(2.4%) and thrice in a week (1.9%) (Table 32).

The above mentioned channels would have their own effect on the receiver and with

regard to effectiveness of face to face meetings 57.5% of the respondents have opined

it as effective, followed by very much effective(31.9%), average(9.2%), not effective

(1%), and not at all effective (0.5%). In case of letters, 72.5% of the respondents have

opined it as effective, followed by very much effective(14%), average(11.1%), not

effective (1.4%) and not at all effective(1%). In case of circulars, 58% of the

respondents have opined it as effective, followed by average(22.2%), very much

effective (18.8%), not effective (0.5%) and not at all effective (0.5%). In case of

Reports, 53.6% of the respondents have opined it as effective followed by

average(29%), very much effective(15%), not effective(1.4%) and not at all

effective(1%). In case of Notice Boards, 39.6% of the respondents have opined it as

average followed by effective(37.2%), very much effective (17.4%), not

effective(3.9%) and not at all effective (1.9%). In case of Meetings, 66.2% of the

respondents have opined it as effective, followed by very much effective (20.8%),

average (11.1%), not effective (1%) and not at all effective(1%). In case of Phone

calls, 65.2% of the respondents have opined it as effective, followed by very much

effective (26.6%), average(5.8%), not effective(1.9%) and not at all effective(0.5%).

In case of SMS, 48.8% of the respondents have opined it as effective followed by

average (30.9%), very much effective(11.6%), not effective (6.3%) and not at all

effective(2.4%). In case of E-mails, 30.9% respondents have opined it as not

effective, followed by effective (28%), average (19.8%), very much effective (14%),

not at all effective (7.2%). In case of Newsletters, 50.7% of the respondents have

opined it as not at all effective, followed by effective (16.9%), not effective(14.5%),

average(13.5%), very much effective(4.3%). In case of others, 54.6% of the

respondents have opined it as not at all effective followed by average(15%),

Effective(13.5%), Not effective(13.5%) and Very much effective (3.4%) (Table 33).

.
A major study by Shockley-Zalabak and Ellis (2000) of 2,000 employees in 21

companies across 7 countries showed that the receipt of information was the factor

that correlated most highly with job satisfaction and organizational effectiveness.

Quantity of info: Employees do not want to be ‘kept in the dark’ or informed on a

‘need to know’ basis they want to be ‘in the know’. However, in many organizations

employees are swamped by irrelevant information (especially by email) that they

neither want nor need to receive. Rather they wish to receive information that is

directly relevant to their job, and to know where they can access other information if

they need it (Meehan, 2013).

The sample was also asked to respond about the adequacy of information

disseminated to them. When they were asked to respond about the information

received about various topics for communication, 63.3% of the respondents said that,

it is effective followed by average (19.3%), very much effective (16.9%) and not

effective (0.5%). With regard to adequacy of information sent about various topics for

communication, 65.2% of the respondents said that, it is effective followed by

average (21.3%) and very much effective (13.5%). With regard to adequacy of

information follow up versus amount desired, 53.1% said that it is effective, followed

by average (32.4%), very much effective (14%), and not effective(0.5%). With regard

to adequacy of information received from various sources 58% of the respondents

said that, it is effective, followed by average (24.6%), very much effective(14%), not

effective (3.4%). When asked about information received from various channels,
60.4% of the respondents said that it is effective, followed by average (25.1%), very

much effective (10.6%), not effective(2.4%) and not at all effective(1.4%).With

regard to the adequacy of follow-up information, 48.3% said that, it is effective,

followed by average (35.3%), very much effective (13.5%), not effective (2.4%) and

not at all effective (0.5%). With regard to the adequacy of information in meetings,

59.9% of the respondents felt it is effective, followed by average (18.8%), very much

effective (18.4%), not effective (1.9%), and not at all effective(1%). With regard to

the adequacy of other information for communication, 51.2% of the employees said it

is average, followed by effective (28.5%), not at all effective (10.6%), not

effective(6.3%) and very much effective(3.4%) (Table 34).

Part- IV: Usage of communication tools

This part of the study deals with Usage of Communication tools and its impact in the

organization. The quality of information, sharing of information with regard to

organizational integration and different aspect of communication in organization

perspective view etc., was studied in this part IV.

The study tried to find out the extent of interaction with others. With regard to the

level at which the respondents often meet for communication the study found that in

case of One to One Group, more than half of them met regularly, one fifithe did it

very regularly and more thn 10% met normally. In case of Small Group more than

hakf of them met normally, more than one fourt did it followed by regularly, and less

than 10% rarely. In case of Department, 33.3% of the respondents meet rarely, close

to one fourth regularly and more of less the same percent normally. In case of all staff,

35.5% of the respondents met rarely, followed by normally (22.2%) and nearly the

same number of the sample regularly.

The employees of an organization would discuss about various issues in meetings and

in this case with regard to personal issues half of the respondents rarely discussed and

nearly one fourth discussed very rarely (27.5%) and 15.5% normally.

With regard to review of work 61.5% of the respondents did it regularly and one

fourth do it very regularly followed by (10.7%). In other case, more than oen third of

the respondents discussed about policies rarely, 30% do that regularly and some of

them do it normally. With regard to problems at work half of the respondents discuss

regularly, one fourth normally, and a few very regularly. With regard to evaluation of

performance 38.9% of the respondents take up normally, one third regularly, and

some of them rarely. Conflict settlement a major area of opearations in any

organization and here more than half of the respondents take up regularly and one

fourth normally around 15.4% very regularly. Exchanging of their id be a very regular

practice as 63.2% of the respondents do it regularly followed by normally (16.2%),

and 14% do it very regularly. In the sample more than half of the respondents very

rarely discussed cultural issues in meetings, 18.8% does it rarely followed by

normally (15.4%). With regard to other issues, two thirds of the respondents said that

they would discuss it very rarely and hardly 16.2% do it rarely and a mere 15.4%

normally(Table 35.2).

Jules Carrière,(2007 )said communication is central to the practice of management.

Managers spend 75% or more of their work time in engaging in some form of

communication (Mintzberg, 1973, p. 38; Klemmer & Snyder, 1972). There is good

reason for this. Evidence suggests that, to some extent, more is better when it comes

to internal communication. Research by Yammarino and Naughton (1988)

demonstrates a positive relationship between the amounts of time spent

communicating and important work outcomes such as the level of effort expended by

employees and employee job satisfaction. Muchinsky (1977) Campbell, Dunnette,

Lawler, and Weick (1970) report that many previous studies have identified the

existence of a climate dimension dealing with organizational structure. It seems

plausible that such a climate dimension should be related to an organizational

communication dimension such as accuracy of communication, as both dimensions

assess characteristics of work procedures. Conversely, other climate and

communication dimensions share little conceptual communality and thus should

logically be unrelated.

Respondents expressed satisfaction with the information received from various

resources such as top management, superiors, peer group and others. With regard to

quality of information received from top management, in case of timeliness, 68.1% of

the respondents were satisfied 23.5% are very much satisfied (23.7%), 6.8% said it is

average.

In case of accuracy of information received from top management, 71% of the

respondents were satisfied, followed by very much satisfied (21.3%), average (6.8%).

In case of Usefulness of information received from Top Management, two thirds of

the respondents were satisfied, oen fourth said they are very much satisfied and 6.8%

said it is average. In case of Aptness of information received from top management,

more than two thirds of the respondents were satisfied, one fifth are very much

satisfied and 12.4% said it is average .

With regard to respondent’s satisfaction with the Quality of information received

from Superiors, in case of timelyness two thirds of the respondents were satisfied, one
fourth are very much satisfied and 7.2% say it is average. In case of accuracy of

information received from superiors, two thids said that they are satisfy are very much

satisfied (26.1%) and 6.8% said it is average. In case of Usefulness of information

received from Superiors, 64.3% of the Respondents were satisfied, on fourth are very

much satisfied (27.5%) and 7.2% said that they are average. In case of Aptness of

information more than two thirds of the respondents were satisfied, less than one

fourth are very much satisfied and a 7.7% said it is average.

With regard to Respondent’s satisfaction with the Quality of information received

from Peer Group with regard to timeliness two thirds of the respondents are satisfied,

one fourth are very much satisfied and 11.5% said it is average.

In case of Accuracy of information more than two thirds of the respondents were

satisfied, less than one fourth are very much satisfied and 7.7% said it is average. In

case of usefulness of information received from Peer Group two thirds of the

respondents are satisfied, one fourth are very much satisfied and 10.3% said it is

average. In case of aptness more than two thirds of the respondents were satisfied,

one fifth are very much satisfied and 9.8% said it is average.

With regard to quality of information received from subordinates, with regard to

timeliness two thirds of the respondents are satisfied, one fifth are very much

satisfied and 13.2% said it is average. In case of Accuracy of information received

from Sub ordinates, two thirds are satisfied, round 16% are very much satisfied and

14.5% said it is average. In case of Usefulness of information received from Sub

ordinates, two thirds of the respondents are satisfied, one fifth are very much satisfied

and 13.5% said it is average. In case of aptness of information received from

subordinates, two thirds are satisfied, 16.7% are very much satisfied and nearly the

same number said it is average. .

They were also asked about the information related to organizational

integration. With regard to Dept./Org. Policies and goals one third are sharing

information regularly, nearly one fourth do it rarely and 23.1% do it, normally. In

case of requirements of Job, more than half of the respondents are sharing information

regularly, one third normally and 8.1% very regularly. In case of Pay and benefits,

48.3% of the respondents are sharing information normally, followed by rarely

(20.8%), regularly (20.3%). In case of Promotions, 40.6% of the respondents are

sharing information normally, followed by rarely (38.6%), regularly (11.6%),

In case of Progress in job, more than one third of the respondents are sharing

information regularly, one third do it normally and 16.9% do it rarely,

In case of Mistakes, less than half of the respondents are sharing information

normally, one fourth do it regularly and 15.4% do it rarely.

In case of failures half of the respondents sharing information normally, one

fifth rarely and 15% do it regularly. In case of others, 45.7% are sharing information

normally, one fourth do it rarely and one fifth do it very rarely.

When the sample were enquired about the aspects related to Organizational

Perspective half of the respondents have opined that, to some extent organization

encourages difference of opinion, one fourth said it is to a great extent 16.7% said it is

average. On influence on operations in their unit nearly two thirds of the respondents

said that it is found to some extent, 22.6% said it is experienced to a great extent and

12.1% said it is average. In achievement of organization goals more than half of the
respondents were involved to some extent, one third to a great extent and 7.3% said it

is average. In other case, 61.1% of the respondents to a great extent liking to work for

organization, one third say it is to some extent and average (5.6%). With regard to the

extent of boss understanding their job needs 44% of the respondents have opined that

it is experienced to a great extent, one third said it is found to some extent and 22.2%

say it is average.

With regard to Organizational Perspective, more than half of the respondents were

satisfied about company policies and goals, one third are very much satisfied and

4.7% say it is normal. In case of decisions made, more than two thirds of the

respondents were satisfied, one fourth are very much satisfied and 6.0% say it is

normal. In case of technical aspects, two thirds of the respondents are satisfied, more

than one fifith are very much satisfied and 8.1% say it is normal. In case of

Programs/Services, two thirds of the respondents were satisfied, one fifith are very

much satisfied and 12.8% are normal.

About relations with unions, half of respondents say it is normal, more than one fifith

say they are satisfied and 9.2% are very much satisfied. About Government action

affecting the organization nearly 60% say it is normal, more than one fourth are

satisfied and few are very much satisfied. In case of Organization’s Profits and

financial standing nearly 60% of the respondents were satisfied, one third are very

much satisfied and 6.8% say it is normal. In case of accomplishments or failures of

the company nearly half of the respondents were satisfied, one third say it is normal

and 17.9% are very much satisfied. In case of others, 56.0 % of the respondents are

normal, one fourth are satisfied and 6.8% are not satisfied.
Part-V: Communication Climate/ Organizational Climate

This part of the study deals with communication climate in the Organization. How far

communication plays vital role in employees identity, handling of conflicts, gate

keeping, communication relationship with Top management, supervisors, peer group

and sub ordinates, effectiveness of communication pattern in the organization was

studied in this part V.

Muchinsky (1977)"The communication pattern(s) used by the organization has an

immediate impact upon the individual's life within that same organization and may be

a vital, yet currently unexplored, aspect of organizational climate" (Lawler et al.,

1974, p. 153).While there are no previous empirical studies in the literature relating

climate to communication upon which to draw specific hypotheses, the wealth of

previous studies on organizational climate would suggest that certain dimensions of

organizational communication would be related to certain dimensions of climate.

Schneider (1975) has commented on the multidimensional nature of organizational

climate and has cautioned against the logic and practice of seeking a relatively

simplistic relationship between climate and other multidimensional variables.

Out of 234 respondents, half of them said that, to some extent company’s

communication make their identity or feel a vital part, nearly 30% said it is to a great

extent and 18.4% said it is average.

Among the respondents, half of the respondents have the opinion that to some

extent staff has ability at various levels as communicators, nearly one third to a great

extent, 18.8% say it is average.

 Among the respondents, almot all said that they have received information

needed to do the job in time (Table 42).

Among the respondents, half of them said that to some extent the

communication pattern of the organization motivates enthusiasm to meet its goals,

one third said it is to a great extent and 14.5% said it is average.

Nordin et al.(2014) Effective communication skills can be the most useful tool in

dealing with organizational and personal conflicts. Fischer and Koue (1991) argued

that “communication is inherent in almost any organizational conflict” (p.145).

Out of 234 respondents, three fourths said that conflicts in the organization are

handled appropriately through proper communication channels and 12.8% are not

sure about it.

Out of 234 respondents, majority have over all desire for interaction and 9.0%

answered in negative.

When the respondents were asked, whether the communication be summarized

86.3% said yes and 7.7% answered negatively.

According to Muchinsky (1977) the communication dimensions of summarization

and gate keeping had some revealing relationships with job satisfaction. Dimensions

of communication (e.g., gate keeping, overload, written modality, other modality)

were unrelated to any climate dimensions and were not significantly related to any job

satisfaction dimensions.

The measure of organizational communication was the questionnaire developed by

Roberts and O'Reilly (1974a). The questionnaire consists of 36 items measuring 16

dimensions of organizational communication. Eight of the dimensions consist of multi

item scales scored on a seven-point Likert format: trust (three items); influence (three

items); mobility (two items); desire for interaction (three items); accuracy (three

items); summarization (three items); gate keeping (three items); and overload (two

items). With regard to gate keeping, 80.2% of the respondents said that, nobody is

stopping communication in the organization but 12.8% accepted the existence of gate

keeping. Out of 30 respondents, who accepted the presence of gate keeping nearly

half of them said it is found in Management, followed by the Department (43.3%)

and of course in unions(3.3%).

With regard to Overload in communication, majority of the respondents said

that there is no overload in communication in the organization and few i.e. 9.0%

answered in favour of it.

Communication Climate in the Organization: The organization’s communication

climate may impact the atmosphere in and around the organization which could either

boost or hamper upward, downward and horizontal communication among the

employees (Azrai Abdullah et al 2013).Communication climate has been

differentiated from other climates such as motivational climate and organizational

climate in that, management has the sole responsibility of controlling the

communication climate in an organization (Zaremba, 2003).

According to Buchholz (2001), workers feel free to make voice complaints, express

opinions and give suggestions to their supervisors and superiors through an open

climate. Several studies indicate that there is an increased trust in management when

both of parties, the top management and its employees, are open to views in decision

makings (Mishra & Morrissey, 1990; McCauley & Kuhnert, 1992; Meznor & Nigh,
1995). Studies indicate that open communication enhances productivity as well as

profitability toward an organization (Rosenberg & Rosestein, 1980). Positive

communication amplifies identification which serves employees’ self enhancement in

the organization (Ale Smidts et.al, 2000).

Open communication climate can decrease uncertainty where it provides the

personnel as interactants with some level of predictability (Bercerra & Gupta, 2003).

Moreover, communication openness in such climate is a key component in decreasing

any detrimental effect of conflict on trust (Lewicki and Bunker, 1995).

Communication therefore is seen as vital to building trust within an organization

(Atkinson and Butcher, 2003; Aubert and Kelsey, 2003) resulting in reduced conflicts

and increased positive organizational climate.

Communicative behaviors displaying mutual trust and openness in accepting others’

views could enhance supportive communication climate in an organization (Gibbs,

1999). The considerably high mean score indicates equality in the communication

climate of the organization instead of superiority. Such display of concerns by the

personnel is line with Buchholz’s (2001) research on open climate, which similarly

suggest that when workers express their grievances, perspectives as well as provide

propositions to their supervisors or superiors. Such positive communication climate is

essentially crucial to the success of the organization as studies indicate that there is a

positive relationship between the communication climate in the organization and the

level of commitment of the employees to the organization (e.g. Trombetta and

Rogers, 1988).
According to Jules Carrière(2007) managers must provide employees with timely and

highly valued information. This demands that managers develop a clear understanding

of which communication practices are most valued by employees, as well as the

quantity and quality of information these individuals require to perform their jobs

well. Only then can managers design and implement an effective and efficient internal

communication system capable of meeting employees’ communication needs and

wants.

With regard to Management Communication/Relationship, half of the

respondents trust the top Management to a great extent, 42.7% to some extent and

6.0% say it is average. With regard to boss trusting them hlf of the respondents said

it is to some extent, 40.6% say it is to a great extent (41.1%) and 8.2% say it is

average. With regard to sincerity of management in giving information half of them

said that it is to some extent, 38.2% said it is to a great extent and for 13.5% it is

average. In case of their boss listening to te sample half of the respondents said that,

one third say it is to some extent and 10.7% say it is average.

In the case of feeling free to disagree with their boss one third of sample said

that, it is at an average rate, nearly one fourth say it is to some extent and nearly the

same number say it is little.

With regard to telling their boss that things are going wrong nearly one third

of the respondents said that they can communicate to some extent, one fourth can

say a little and 22.2% can inform to a great extent. With reard to the praises of the

boss for taking up a good job more than one third would praise to some extent ,

nearly oen third say it is average and one fifth say it is to a great extent.
 When asked the sample as to whether the boss maintains friendly relations

with them38.9% of the respondents said that it is to some extent, for more than one

fourth it is to a great extent and 23.9% say it is average

In the case of communication/Relationship with Supervisor and with regard to

supervisor listening and paying attention to them more than half said that it is to some

extent, one third say it is to a great extent and 10.6% say it is average. In the case of

supervisor offering guidance in discharging duties half of them say that it is to some

extent and more than one third say it is to a great extent. In the case of supervisor

trusting them half of them said that it is experienced to some extent, more than one

third say it is to a great extent and 13.7% say it is average. As far as superior opening

to ideas half of respondents said that it is to some extent, more than one third would

say it is to a great extent and for 10.6% it is average. When asked about the adequacy

of the amount of supervision more than one third of the respondents said that it is to

some extent, one third say it is to a great extent and 27.4% say it is average.

Horizontal communication: This style of communication works best in decentralized

power (Larkin and Larkin 2004).It is believed that when such horizontal

communication happens frequently, job satisfaction also increases. Miller (2007)

through a survey discovered that decentralization of some strategic decision making

causes more interaction amongst employees yielding greater job satisfaction. In this

context the sample were questioned about the horizontal communication and when

they were enquired about certain aspects such as whether the grapevine is active in

organization nearly half of the respondents said that it is at an average level, one

fourth sais it is very little (25.1%) and 14.5% said it is quite a little.
When asked whether the horizontal communication with other employees is accurate

and free flowing less than half of the respondents said that it is to some extent, one

third said that it is average and 17.1% say it is to a great extent.

When enquired about possibility of the adoptability of communication practices to

emergencies nearly half of the respondents said that it is to some extent, one third say

it is to a great extent and 17% say it is average. With regard to compatibility among

group members half of the respondents said that it is to some extentrd one third say it

is to a great extent and 15.0% say it is average. When asked as to whether the

informal communication is active and accurate in the organization one third said that

it is average, 32.5% say it is to some extent and 13.2% said it is little.

Upward Communication: All these avenues when left open, more often than not,

improves employee attitude towards their work and morale (Goldhaber,2008:Bulutlar

2008).Upward communication could also entail reports, complaints, grievances and

even rumors which flow from subordinate to superior management. Giri and Kumar

(2009) indicate that, such communication flow inspire employees to take part in

forming policies for the organization and eventually facilitates the acceptance of the

same.

Downward communication: A study conducted by Candace (2004) on employees of

large, diverse organizations in the United States indicate that the most crucial source

of communication is direct from the head of the organization. Employees are always

doubtful of trickle-down information.

With regard to Communication/Relationship with Subordinates, more than one third

of the respondents said that Subordinates are to some extent responsive to downward

and directive communication, one third say it is to a great extent and one fourth say it
is average. When asked whether the subordinates anticipate their needs for

information half of the respondents said that it is to some extent, more than onf fourth

say it is to a great extent and 17.5% say it is average. Wih regard to over laod of

communication less than one third of the respondents said that to some extent they

feel overload of communication, 26.9% say it is average and one fifth say it is little.

In other case, half of the respondents said that, to some extent their subordinates are

open to ideas, 25.% say it is to a great extent and 21.4% say it is average.

In other case, 38.6% of the respondents said that, to some extent with regrd to

subordinates reception to evaluation, suggestions and criticism more than oen third

say it is to some extent, one third say it is average, one fifth say it is to a great extent.

About subordinates feeling responsible for initiating accurate and upward

communication 32.9% of respondents said that it is experienced to a great extent,

31.% say it is to some extent and more or less the same number say it is average.

Part-VI: Levels of communication and satisfaction

This part of the study deals with communication satisfaction and job satisfaction of

the employees in the organization. Various levels of communication satisfaction,

evaluation of communication, satisfaction with amount of information, and areas of

communication need to be improved etc., were studied in this part-VI.

With regard to level of Communication and Satisfaction, more than half of the

respondents thought that, to some extent trust for management determines the

communication, 40.6% say it is to a great extent and a small number say it is average.

With regard to superiors having influence in Communication more than half of the

respondents said that it is to some extent, one third said it is to a great extent and 13.2

% say it is average. Half of the respondents said that to some extent, superior has
understanding of the problems faced by the subordinates, more than one fourth say it

is to a great extent, 16.2% say it is average. With regard to the Importance of

communication determining the upward mobility 42.5% of the respondents said that,

it is accepted to some extent, the same number say it is true to a great extent and

16.2% say it is average (Table 54).

With regard to frequency of judging of work two thirds of the respondents said

that their work is judged regularly one fourth say it is done very regularly and 8.1%

say it is a normal practice (Table 55).

With regard to having an idea of evaluation nearly half of the respondents said

that, they have idea about how they are being evaluated whereas 28.6% are not sure

about it (Table 56).

With regard to frequency of feedback two thirds of the respondents said that,

Management received it regularly, 17.9% very regularly and 15.5% say it is normal.

Out of 234 respondents, nearly two thirds of the respondents said that, specific

arrangements were made to get feedback in the organization 23.5% answered in

negative.

Out of 150 respondents, who said specific arrangements were made to get

feedback, two thirds said that through meetings management gets feedback, 20.7 %

are provided specific proforma and 9.3% say it is through others (Table 59).

The sampel was asked as to whether they get reports about how their problems

were handled in the organization out of 234 respondents, two thirds said that they

would get and 30% answered in negative(Table 60).

 When the sample were asked about the recognition to their work of 234

respondents nearly 90% said that, their work was recognized in the organization and

6.4% said that it is not the case.

With regard to respondent’s satisfaction with the amount of information

received from different sources, in case of Top Management, nearly two thirds of the

respondents were satisfied, one fourth are very much satisfied and few are normal. In

case of superiors two thirds of the respondents are satisfied and more than one fourth

very much satisfied. In case of peer group two thirds of the respondents are satisfied,

one fourth are very much satisfied and 10.% are normal. In case of subordinates half

of the respondents are satisfied, one fifth are very much satisfied (21.7%) and another

one fifth are normal. In case of others, 42.3% of the respondents are satisfied, one

third are normal (37.2%).

With regard to respondent’s satisfaction with the amount of information

received about specific job items, in case of personal issues half of the respondents

were satisfied and more than one fifth are normal. In case of job related issues two

thirds of the respondents were satisfied, nearly one third are very much satisfied. In

case of general issues two thirds are satisfied and 15.0% say it is normal. In case of

others nearly 60% of the respondents are satisfied, 26.1% say it is normal and few are

very much satisfied (9.7%) (Table 63).

With regard to respondent’s overall satisfaction with communication in the

organization, two thirds of the respondents are satisfied, one fifth are very much

satisfied and 9.2% are normal(Table 64).

With regard to improvement in the areas of communication, for inter personal

category half of the respondents have opined that to some extent it is to be done, one
fourth say to a great extent nearly on fifth say it is to be done at an average level. In

case of letters half of the respondents said that to some extent it needs improvement,

and one fifth said it should be at an average level. With regard to circulars, half of the

respondents said that, to some extent they need improvement, one fifth said it should

be to a great extent and the same number said it shold be average. In case of reports,

less than half of the respondents said that to some extent they need to be improved, on

fourth said it is to a great extent and 18.8% say it should be average.

In case of Notice Boards one third of the respondents said that, to some extent

they need improvement, nearly the same number say it is to a great extent and one

fourth said it should be average. In case of meetings, 41.5% of the respondents said

they need to be improved to a great extent, more than one third said to some extent

and 16.7% say it is average. In case of phone calls, more than one third say they need

to be improved to a great extent, one thirds say to some extent and nearly one fifth to

an average extent. In case of SMS, more than one third of the respondents said that to

some extent it needs improvement, on fourth said it should be average, and the same

number to a great extent. In case of e mails, 45.3% of the respondents said that, to a

great extent its need is to be improved, one fourth say it is to be done to some extent,

average(18.4%). In case of newsletters, 45.7% of the respondents said that they

should be improved to a great extent, 19.2% to some extent. In the sample 41.9% of

the respondents said that others need improvement, 20.9% say it should be at an

average level and 19.2% say it should to some extent (19.3%).

With regard to Satisfaction with the job, in case of Satisfaction with work,

more than half of the respondents were very much satisfied, followed by satisfied

(43.5%) and 4.3% are at normal level. In case of satisfaction with supervision mor
than half of the respondents are satisfied, nearly the same number are very much

satisfied (38.9%) and few (6.4%) are normal. In case of satisfaction with pay, more

than one third of the respondents were satisfied, one fourth are very much satisfied

another one fourth said it should be normal , normal (25.6%). In case of satisfaction

with promotions 32.9% of the respondents feel normal, followed by satisfied (25.1%),

not satisfied (22.7%). In case of satisfaction with Co-workers, half of the respondents

were satisfied, one third are very much satisfied (31.2%) 17.5% are satisfied to a

normal level(Table 66).