Communication Gap within Abraj Energy Services: A Literature Review

This literature review focuses on the communication gap within Abraj Energy Services and its impact on the company. It covers topics such as cross-cultural communication, communication standards, relationship between head office and field employees, and organizational internal trust.

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Dissertation
Name of the student:
Name of the university:
Course ID:

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Table of Contents
CHAPTER ONE: INTRODUCTION..............................................................................................7
1.1 Introduction:...........................................................................................................................7
1.2 Background of the study:.......................................................................................................9
1.3 Research Purpose.................................................................................................................11
1.4 Research Aim.......................................................................................................................12
1.5 Research Objectives.............................................................................................................13
CHAPTER TWO: LITERATURE REVIEW................................................................................14
2.1 Cross-cultural Communication within Abraj Company......................................................14
2.2 Communication Standards within different organizations...................................................16
2.3 Importance of Relationship between Head Office Employees and Field Employees.........20
2.4 Organizational internal trust.................................................................................................25
2.5 Communication Gap within Abraj Energy Services............................................................26
CHAPTER THREE: RESEARCH METHODOLOGY................................................................30
3.1 Introduction..........................................................................................................................30
3.2 Research Design...................................................................................................................30
3.3 Research Approach..............................................................................................................32
3.4 Research Hypotheses...........................................................................................................33
3.5 Research Methods................................................................................................................33
3.6 Data Types...........................................................................................................................34
3.7 Sample Selection and Data Collection.................................................................................35
3.7.1 Sample Selection...........................................................................................................36
3.7.2 Data Collection..............................................................................................................36
3.8 Data Analysis.......................................................................................................................36

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3.8.1 Quantitative Data Analysis............................................................................................36
3.8.2 Qualitative Data Analysis..............................................................................................37
3.9 Ethical Considerations.........................................................................................................37
CHAPTER FOUR: DATA ANALYSIS.......................................................................................38
4.1 Quantitative Analysis:..........................................................................................................38
4.1.1 Reliability analysis:.......................................................................................................38
4.1.2 Frequency Analysis:......................................................................................................40
4.1.3 Kendall’s W:..................................................................................................................53
4.1.4 Spearman’s correlation:.................................................................................................57
4.2 Quantitative Findings:..........................................................................................................65
4.2 Qualitative Analysis:............................................................................................................67
CHAPTER FIVE: CONCLUSION:..............................................................................................69
5.1 Research Findings and Conclusions:...................................................................................69
5.1.1 Research Findings:........................................................................................................69
5.1.2 Conclusion.....................................................................................................................71
5.2 Recommendation:................................................................................................................72
5.3 Student Reflection:...............................................................................................................73
5.4 Scope of Future Research:...................................................................................................73
References:....................................................................................................................................74
Appendix:......................................................................................................................................76

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Table of Tables
Table 1: Reliability Statistic..........................................................................................................11
Table 2: Reliability of all variable.................................................................................................12
Table 3: Frequency distribution of Gender....................................................................................13
Table 4: Frequency distribution of Age-group..............................................................................14
Table 5: Frequency distribution of Designation............................................................................14
Table 6: Frequency distribution of lack of honesty and trust........................................................15
Table 7: Frequency distribution of lack of cleanliness..................................................................16
Table 8: Frequency distribution of lack of respect and clarity......................................................16
Table 9: Frequency distribution of lack of superb vocabulary......................................................17
Table 10: Frequency distribution of lack of credibility and prejudices.........................................17
Table 11: Frequency distribution of the communication gap within HRM...................................17
Table 12: Frequency distribution of Theoretical argument that indicate the absence of linkage or
relationship....................................................................................................................................18
Table 13: Frequency distribution of Loosing of clients and confusion among employer and
employee........................................................................................................................................18
Table 14: Frequency distribution of No evidence of high performance work practices (HPWP) of
the employees................................................................................................................................18
Table 15: Frequency distribution of No evidence of significant personal character and leadership
skills of the employees...................................................................................................................19
Table 16: Frequency distribution of ‘The trust of management’...................................................19
Table 17: Frequency distribution of ‘The advancement of technology’.......................................20
Table 18: Frequency distribution of ‘The strong commonalities’.................................................20
Table 19: Frequency distribution of ‘The effective financial condition of the employees’..........20
Table 20: Frequency distribution of ‘The decision drivers’..........................................................21
Table 21: Frequency distribution of ‘Decrease communication differences’...............................21
Table 22: Frequency distribution of ‘Enhance the process of co-monitoring’..............................22
Table 23: Frequency distribution of ‘Enhance the beneficial legal and worthy policies’.............22
Table 24: Frequency distribution of ‘Decrease the erroneous actions’.........................................22
Table 25: Frequency distribution of ‘Decrease the command conflicts’.......................................23
Table 26: Frequency distribution of ‘Adopt verbal and non-verbal crosschecking’.....................23

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Table 27: Frequency distribution of ‘Understanding the opposite spokesperson’........................23
Table 28: Frequency distribution of ‘Improving the fluency of language and effective listening’
.......................................................................................................................................................24
Table 29: Frequency distribution of ‘Enhance the quality of postures, gestures, expression and
emotions’.......................................................................................................................................24
Table 30: Frequency distribution of ‘Effective way to exchange the information’......................25
Table 31: Kendall’s W test of the causes of communication gap within HRM............................25
Table 32: Kendall’s W test of the identified communication gaps within HRM..........................26
Table 33: Kendall’s W test of the best practice related to communications in other different
companies......................................................................................................................................27
Table 34: Kendall’s W test of the bridging the gap between Head Office Employee and Field
Employee and raise legal, policies awareness...............................................................................27
Table 35: Kendall’s W-test of Suggestion and solutions for the problems facing the
communication gap within HRM..................................................................................................28
Table 36: Spearman’s rank correlation for hypothesis 1...............................................................30
Table 37: Spearman’s rank correlation for hypothesis 2...............................................................31
Table 38: Spearman’s rank correlation for hypothesis 3...............................................................33
Table 39: Spearman’s rank correlation for hypothesis 4...............................................................34
Table 40: Spearman’s rank correlation for hypothesis 5...............................................................36
Table 41: Testing of research hypothesis......................................................................................37
Table of Charts
Chart 1: Communication Gaps......................................................................................................27
Chart 2: Multi-resolution Communication....................................................................................28
Chart 3: Communication across cultures.......................................................................................29

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Table of figures
Figure 1: Types of Research Design................................................................................................4
Figure 2: Types of Research Approaches........................................................................................5
Figure 3: Types of Research Methods.............................................................................................6
Figure 4: Types of Data...................................................................................................................7
Figure 5: Bar plot of Gender..........................................................................................................12
Figure 6: Bar plot of Age-group....................................................................................................13
Figure 7: Bar plot of Designation..................................................................................................14

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CHAPTER ONE: INTRODUCTION
1.1 Introduction:
The effectiveness of communication has an important impact on the retention of
employees. The current research is mainly based on the topic of communication gap within
Abraj Energy Services and its different positive impacts on the company. Communication gap
generally refers to the effectiveness of communication, which is the process of practicing the
effective use of high-end technology in communications in order to close or reduce the gap
between site employees whom working in the oil field and head office employee. Jablin is one
of the first scholars to conduct research. Jablin believes that the employee's intention to leave can
be predicted by the communication relationship between the upper and lower levels; Michael
further studies communication. Xiao Bo (2006) sampled the grassroots employees of private
enterprises in Sichuan and Chongqing. Through structural equation modeling, empirical research
shows that the organization of career management can improve the loyalty of employees and
strengthen the internal management of enterprises while strengthening organizational
management (Soliman, 2010, p.54). Communication, then the company has a more significant
effect on organizational life management and employee loyalty. Deng Lifang (2008) selected
representative employees of enterprises, and institutions as research objects, and quantitative
research found that the relationship between superiors and subordinates, colleague relations, and
communication. Organisational communication factors such as direct supervisor attitude and
information transmission status are closely related to work stress and it will cause psychological,
work behavior, and physiological stress effects. The qualitative analysis of the data not only
supports the conclusions of the above quantitative research, but also gives a more subtle and rich
description and reflection of these conclusions. As the research on management communication

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began to quantify, the focus of its indicator system began to increase (Den Hartog, 2013,
pp.1637-1665). Cheng Zhichao (2005) divided the effectiveness of communication into two
categories of indicators, 10 specific indicators: one is the effect indicators, including consistency,
clarity, content, fluency and credibility. The other is efficiency indicators, including timeliness,
complexity, confusability, ratio of use and rework rate. Wang Wei and Song Yan (2007)
proposed an index evaluation system for the effectiveness of virtual enterprise organization
communication, which simplified Cheng Zhichao's system as follows: performance indicators
include consistency, reliability and innovation; efficiency indicators include timeliness and ratio
Use and consumption. Management communication began to focus on the study of team
performance. Mei Hong, (2008) analyzed the factors affecting the effectiveness of organizational
management communication for leaders and teachers and students in the organization. The study
found that communication satisfaction and open communication have positive effects on
improving college performance (Den Hartog, 2013, pp.1637-1665).
Yang Yaqin (2008) simulates the decision-making task of island survival. Through two
rounds of experiments, it is concluded that the degree of communication has an impact on the
team's mission performance. Under the condition of sufficient communication, the accuracy of
team decision-making tasks is higher than that under the condition of insufficient
communication. At the same time, in terms of performance, the degree of communication has an
impact on the satisfaction of individual decision-making. Under the condition of sufficient
communication, the satisfaction of team members in personal decision-making is lower than that
under the condition of insufficient communication, that is, communication is sufficient to make
team members more agreeable on team decision-making (Kesler, 1995, pp.229-252). With the
deepening of management communication research, researchers encounter more and more

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challenges, but opportunities also coexist. Researchers have found that in order to better conduct
research on management communication and make it more effective in enterprise management,
it is necessary to conduct research from a multi-dimensional perspective. It is necessary to
expand the scope of research and must conduct in-depth quantitative research. Since Taylor’s
scientific management, management communication research has gone from “administrative
communication” to “interpersonal communication”, from “vertical communication” to
“horizontal communication” to “network communication”, and “single task communication”
to "All-round knowledge sharing communication." Since the end of the last century, with the
application and development of network information technology in management communication,
management communication ideas have undergone important changes and encountered new
challenges. With the development of modern management theory, it gradually presents a trend of
more knowledge, flatness, virtualization, humanization, networking, globalization, and
management communication theory. Driven by many new trends, management communication
theory research is bound to enter a new stage (Den Hartog, 2013, pp.1637-1665).
1.2 Background of the study:
The study focus on communication gap within Abraj Energy Services Company, which is
an efficient and bridging the gap between head office and site employee as it will increase the
productivity of the site employee as they are the majority in the company and directly effect in
the production. Nowadays, management communication research has achieved many positive
results, such as preliminary research on the principles, definitions, types and modes of
communication; preliminary establishment of the important position of management
communication in enterprise management; for different aspects such as people's theory and

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organization Conducting comparative research; conducting in-depth research on management
communication methods and techniques; conducting preliminary research on network
communication; and conducting in-depth research on organizations and teams. At present,
although the research on business management communication has made great achievements,
many universities around the world have opened management communication courses, but
today's management communication theory is still in a state of disorder, unable to form an
organic system and complete (Kesler, 1995, pp.229-252). The system is mainly characterized by
the lack of strategic level of enterprise management communication research, the difficulty of
unifying many theoretical viewpoints, and the lag of management communication based on
network information systems. Faced with the inseparable background of management and
communication, the existing management communication theory obviously cannot adapt to the
needs of modern enterprise management, and it is crucial to have a new management
communication theory at the strategic level that is compatible with current enterprise
management. The management practice of enterprises has an important influence and far-
reaching guiding significance.
Company overview
Abraj Energy Services was founded in May 2006 and is growing rapidly within the
industry. In addition, the company handles a variety of engineering services based on well
services and well construction regionally and internationally. In addition, the company has made
great efforts to ensure safe and accident-free drilling operations, bringing higher customer
satisfaction to the company (Abrajoman.com, 2016).

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The company also aims to effectively motivate employees by using the right talent and
hiring experienced human resources as well as innovation and advanced technology. In addition,
Abraj Energy Services is committed to ensuring safe engineering services to sustain sustainable
growth and social success. At present, the company has 3 workover lifts, 20 land rigs, and
different downhole services such as IFS, drilling fluid and well water intervention throughout the
country. It was also observed that respondents from 28 different countries and 86% of local
respondents (Abrajoman.com, 2016) worked at the company.
In this regard, it has been noted that the current communication process in Abraj Energy
Services is traditional and therefore significantly dependent on the old methodologies in the
company.
In this context, the focus of this study is to narrow the gap between Abraj's energy
services employees to minimize problems associated with current communication processes that
still exist in the company.
1.3 Research Purpose
The focus of competition lies in the internal members of each social organization and its
external organizations. Effective communication." At present, the internal management
communication of domestic enterprises is relatively random and scattered. Managers do not
really realize the importance of management communication to enterprise development. The
status quo of management communication and the requirements of management communication
are different. Far from the point of view, it is difficult to effectively improve the management
level of the enterprise (Jiang, 2012, pp.4025-4047). Whether it is from the advancement of
management communication theory or the development of the enterprise itself, the chaotic status

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of management communication is in urgent need of improvement. Although there are many
expositions on management communication theory, they all analyze a certain problem in
management communication. It is one-sided and inconvenient to implement. It does not form an
effective and systematic internal management communication mechanism. In view of this, the
author chooses this question, based on the existing research, based on the internal management
communication of Abraj Energy Services Company and related enterprises, adopts
questionnaires, in-depth interviews and other research methods to conduct the status of internal
management communication. Analyze and improve, in order to provide some ideas for business
managers with similar problems. In addition to the characteristics of a general organization,
Abraj Energy Services has its own characteristics. This study intends to analyze the
management communication of Abraj Energy Services Company through the attention to the
status quo of internal management communication of Abraj Energy Services Company. It
proposes some regular and cognitive suggestions through the research on internal
communication of relevant enterprises, and tries to aim at the introduction (Jiang, 2012, pp.4025-
4047). Corresponding management communication suggestions are given at different stages of
the same enterprise or enterprise development. I hope that I can awaken Abraj Energy Services
Company and related business managers to reflect on their own management communication
process to a certain extent, guide them to consciously summarize the management
communication problems, and promote their management communication skills to further
improve the development of Abraj Energy Services Company.
1.4 Research Aim
This paper comprehensively applies various theories such as management science and
organizational behavior, based on the current situation of management communication of Abraj

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Energy Services Company, and analyses the current situation of enterprise management
communication according to the specific situation of Abraj Energy Services Company. The
problems and causes of internal communication in the company; using the theory of management
communication, proposing improvement countermeasures, proposing solutions, and confirming
their own arguments in combination with the actual situation of the enterprise.
1.5 Research Objectives
• To identify the communication gap within HRM at Abraj Energy Services company.
• To identify the best practice related to communications in other different companies in the
same field.
• To bridging the gap between Head Office Employee and Field Employee and raise legal,
policies awareness.
• To suggest and provide solutions (Mobile application) for the problems facing the
communication gap within HRM in Abraj.

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2.1 Cross-cultural Communication within Abraj Company
Cross-cultural communication Intercultural communication begins with [10].
Intercultural communication generally refers to communication between individuals or
organizations with different cultural backgrounds. For the cross-cultural communication research
of multinational corporations, scholars focus on the following two perspectives: From the static
perspective of national culture describe the cross-cultural communication challenges between
business people of different cultural backgrounds in transnational business. The premise of this
perspective is that the behavior of business people is in accordance with the culture and practice
of their organization, that is, UAE business people will communicate like “typical UAE, in
which the main dimensions of national cultural investigation are individualism and Collectivism
and high and low context. The cross-cultural communication challenge focuses on cross-cultural
communication challenges between employees in multinational companies or cross-cultural
teams, especially cross-cultural communication conflicts between UAE and foreign employees in
overseas branches (D'Aprix 1996).
From the dynamic perspective of cross-cultural communication, examine the cross-
cultural communication and interaction between business people. This perspective holds that the
behavior of business people does not fully comply with their national culture, but will adapt to
different situations, that is, communication behavior is affected by contextual factors. This part
of the communication is mainly focused on the study of cross-cultural negotiations. Business
people will adjust their behaviors during cross-cultural interactions, such as adapting to the
bargaining strategy of the negotiating partner (Clernons 2003). Based on the second research
perspective, this study believes that UAE employees are not only guided by international culture

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but are the same behavior in all situations. On the contrary, they will be affected by different
situational factors in different cross-cultural communication situations, leading to different cross-
cultural communication challenges and adopting different coping strategies. For individuals,
organizational characteristics are given situations, consisting of behavioral constraints, close-
range stimuli, and the similarity of organizational members; for organizations, the external
environment is the given situation, it is the existence, significance, and functional relationship
between variables have an impact.
Intercultural communication scholars believe that context plays an important role in
cross-cultural communication research, and divides the cross-cultural communication situation in
the business context into the following three types (Clernons 2003): 1 management
communication situation within the organization, including departments and departments,
leadership Communication situation between employers and employees, employees and
employees; organizational and external management communication scenarios, including
between enterprises and suppliers, between intermediaries or distributors, between consumers,
and between competitors. And the communication situation with the society and the government;
3 management communication under the circumstances of cross-border joint ventures and
mergers and acquisitions. In-depth analysis of situational factors is the core of understanding
organizational phenomena. ROUSSEAU et al. pointed out four situational factors: external
environmental factors (such as labor supply, institutions, national culture, etc.), organizational
factors (such as business life cycle, organizational structure, organizational culture, etc.),
employee work factors (such as employees) Roles, performance criteria, etc.) And time factors
(such as related events during the same period as the study). In the existing cross-cultural
communication research literature, external environmental factors mainly include national

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cultural differences and language differences. In recent years, the influence of language factors
on cross-cultural communication has received more and more attention (Clernons 2003).
Personal factors are the cross-cultural competence of personnel. In addition, scholars also
explored the cross-cultural communication promotion strategy of employees and the cross-
cultural communication conflict management strategy of enterprises. Contextualization is
important for organizational research. First, contextualization can subdivide the research unit to
make the research model more accurate and the research results more effective. Second, the
context can change the meaning of the construct and the relationship between the constructs. The
situational factors have a regulatory effect, but Situational effects are still not recognized or
underestimated by scholars; third, Contextualization helps to construct and develop theory,
because contextualization is the process of linking observed phenomena to a set of related facts,
events, or ideas that may be constructed to form a larger theory. This study will introduce the
ideas and methods of organizational research contextualization, through a rich qualitative
description, analysis and comparative research methods, to classify cross-cultural
communication situations, identify the contextual effects of cross-cultural communication, and
the coping strategies of UAE employees (Charles 1998).
2.2 Communication Standards within different organizations
Given the incredible facts of the business and economic situation, internal
communication today is more important than before. There is a sufficient amount of data in
business centers, and it is important that employees understand the data. Improvement of
important internal communication systems and their use can benefit the Association, for

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example, to maintain the motivation and involvement of employees, and to provide clear and
reliable information to employees in a favorable form (Black Enterprise Clemons), internal
communication should not be broad and valuable. The necessary factors have all the
characteristics of a constant data flow, regardless of whether each corresponding response
corresponds to the main progress of the report. Think of your employees as open negotiations
about business, because they are. Regardless of whether they talk to clients or neighbors at home,
they transfer photos of the organization and how it gets along (Charles 1998). The higher the
level of education, the more they can communicate with the organization in a wider network
(Phelps 2000). Personal relationships are those things with which the association is related or
should be related. Regardless of their size, mission or reason, an association is simply a person
who gathers after a typical goal. Thanks to the ability of their relatives to communicate, therefore
through communication work (Brennan 1974). Employees have their own sources, their own
data structure and isolation from control channels. Usually they send the news before the
message of the guide. It's not that the layout of the workers is perfect (Charles 1998).
The structure transmits data without a destination. Section. Gossip. Chatter. Usually this
does not give the greatest advantage to the association, but it provides registration when the
administrative dream is hiding as data. In addition, it allows employees to take an interest in
communication programs and meets the requirements of the data, which in any case, appears to
be based on a reliable source: another employee (Brennan 1974). Employees who are similar to
all people should export to consider their considerations and emotions. Moreover, they found
them. Therefore, do not expect that the relative non-participation of workers' protests will be a
positive sign. Employees may communicate on different channels: with individual employees,
representatives of association, governmental experts or by using potentially powerful forms of

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behavior, such as retardation job history, lack of concentration, retention, absenteeism and lack
of attention. It can have side effects, and employees feel that they cannot get different support
methods (Brennan 1974). When we talk about "communication", the hearing of the examination
becomes critical. Management can send information to the business association on numerous
roads, but there are many ways to develop these up (Nichols and Stevens 1999).
Talented communicators can communicate with partners and business partners, which
can help to expand their activities more effectively. They know who can dig out when you need
help, resolve conflicts and establish agreements between colleagues (USA Today 2002). One
side makes full use of the characteristics of administrative management and the quality of the
organization, which can be improved through a communication trend. Whenever pioneers and
leaders are better understood and recognized, they will be persecuted and persevered (Alessandra
1993).
Many basic assumptions about the relationship of the working environment revolve
around the contrast between people, suggesting that the separation of the sexes separates
communication. Ms. is considered more compassionate and inclined than men. Various factors
that motivate people to integrate into their information include comparing age, culture and
financial base. Some tips for administrators to be able to contact any communication gap
(Fortune 1994): 1) Effective listening to the subtext of a person's conversation. 2) Make sure, and
do not call. 3) Put your words in your group of observers. 4) Respond to content, and do not react
to how people report what they need to convey. 5) Let the person realize that the feedback is
welcomed. 6) Clarify your expectations before you act. 7) Suppose that a person is responsible
for what they say (MsnEncarta 2005). The awkward communication leads to mistakes and
missed deadlines, as well as to the many different real problems of the working environment,

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such as low productivity and poor professional performance. Managers need to make the
necessary time to ensure that goals and directions are not ambiguous and contribute to creating
an environment that encourages open minded trade (USA Today 1999). Through effective
communication, when you need it, you can completely convey your thoughts and thoughts.
When this does not work, the thoughts and thoughts you convey do not really reflect your own
thoughts and thoughts, as a result of which communication collapses and bypasses. Both actual
and professional ones will interfere with your goals (Fowler and Mankelow 2005).
Communication, if necessary, is crucial for moving forward. To do this, you need to understand
what your information is, collect the people you send, and how they will be visible. You must
also specify the conditions that cover your communication, such as context and cultural
background (Jackson 2002). Predictability of communication is fragmented; its opportunities and
failures hamper the professionalism and advantages of our associations and suppress the
improvement of the personality that owns these associations. Regardless of whether we ignore it
for a long time, defend or deny our disappointment as a communicator, we will have to contract
for a long time, not the potential for development, enthusiasm and contribution to our savvy
people. (Bremen 1974). In the working environment, administrators and their employees have
the opportunity to create non-threatening, often compensatory relationships (Jackson 2002).
They are very useful for the personal and welfare of the company. They are like our own lives,
which we call important relationships. It is said that the board of directors, who established such
relations with employees, honed "positive relations". Actually. Nevertheless, this is done through
communication. (Brennan 1974).

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2.3 Importance of Relationship between Head Office Employees and Field Employees
With the advent of the information economy era, human resources gradually increase the
importance of various components. The activities and activities of employees cannot be isolated
from the public and cannot be trusted, recognized, accepted and respected. Cooperation of
psychological elements. The relationship between innovative innovation and the social
subproject has improved the relationship between associations. With regard to complex global
commercialization, the processes and strategies for the development of the association have
changed. Only concerted efforts are not very demanding for the development of the enterprise.
Joint efforts, which cross regions and intersect on the bands, eventually become more typical.
The Association and its operating structure are better off. For example, the organization of
associations and the study of serious associations have increased. In accordance with the new
authority structure, the behavior of each entity is usually not subject to defective data contracts.
Trust is still a key part of it (Holden, 2001a).
During this period, trust attracted the attention of academic circles and business circles
and became a problem area for scientific research. Sociologist Luhmann proposed a remote
proposal that in the face of social and environmental vulnerability, people must deconstruct the
system in the process of survival, and trust is an integral component of cooperation. [4]
Confidence can simplify vulnerabilities, expose complexities, increase the likelihood of actions,
and speed up the reaction of characters on the screen. Studies believe that trust is the most
compelling factor in social gathering, and that trust and the gathering of people play a key role in
improving the long-term reliability of the association and increasing the strength between
associations (Gannon, 2004). For the internal management of the association, trust reduces

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management costs and increases the level of use of assets within the association. In particular,
the trust of employees to the boss can promote joint participation and cooperation, improve
communication skills, increase staff recognition of government objectives and overall basic
leadership, improve performance, improve delegates’ performance, improve hierarchical
integration and reduce representation, goals of portability. Trust can improve the social capital of
the association and the actual benefits of the association, reduce the costs of exchange, promote
authoritative training, exchange information and development, and improve the budgetary
performance of the association. It can be seen that strengthening the trust relationship between
the lower level and the dominant level is a viable system for coordinating internal assets and
significantly improving the association in a complex non-professional competition. In any case,
recently, to improve efficiency, reduce costs and resist specific advertising vertigo goals, laid-off
and orderly became the standard for a risk management strategy in China. The conference of
staff is inferior to enthusiasm and enthusiasm in exchange for the fact that the long-term welfare-
related Gospel is not stronger (Bjerke, 1999). Changes in business relations have caused a crisis
of confidence between the management of the association. From the point of view of social
progress in Western Europe, the main methods of building trust in the modern monetary society
are strengthening institutional governance, strengthening the institutional structure and
establishing corporate trust. Despite this, UAE culture differs from the western one. China does
not have the legally binding force of Western culture; but stands for relations between people.
Relationships are the basic system for the UAE to avoid harm and strengthen their trust in
relations (Bjerke, 1999).
The relationship between the aces theory of Beijing Post and Telecommunications
University is based on UAE culture. People create their systems with human emotions and

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rewards, adapt to uncertain tasks, perform multi-level exercises and create common trust. Once
again, with changes in society, the development of the people was strengthened, the regulatory
framework was steadily improving, and the management of the authoritative feeding order
developed rapidly. Part of the familiar system began to weaken in modern society. To this end,
some researchers believe that weakening diffuse relations and strengthening individual legitimate
righteous thoughts for a long time will help standardize and formalize China's social trust, which
will affect the credibility of the first relationship (Berridge, 1992). Showing subjective changes
18, but in turn, the view is that trust based on relationships continues to be at the heart of our
comparisons and creations of our general public. It can be seen that, although the importance of
hierarchical development of trust for enterprise development and financial improvement has
been recognized, it is assumed that the network has not yet agreed on the current model of trust
of social persons. The interweaving of individual culture and social change has affected the
government's information that the UAE association is still in a mixed state and should explore its
development methods. In the face of gradual barbarism in the general market competition,
corporate behavior affects society (Berg, 2004).
Commitment not only to the provision of goods and the leadership of the public, but also
to attempts at social obligations to achieve public recognition. Have the opportunity to start here,
from the back to the front, to win the trust of more partners, to expect that enterprises will
establish a culture of integrity in the enterprise, create trust agreements, create a phase of trust
and support the ultimate goal of considering the strength of the enterprise. Among them, the
issue of trust between Pioneer and employees is the best demand. This affects the creation of an
internal culture of trust. To this end, the study will focus on influencing factors and the
development process of China's efforts, especially on higher-level trust between national

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obligations, as well as on problems caused by various active behaviors and their mixed
relationships with subordinates. In connection with the previous verification of reliability and
corresponding audits of written audit, this survey combines information on direct meetings of
UAE employees to test the impact of compulsory conduct of the authorities through
experimental research (Beardwell 2001).
Communication refers to two or more evaluation functions; emotional communication
function, information function. Communication between individuals, groups and groups through
symbols and languages is an important way to realize management functions or to transfer or
exchange certain information or ideas and opinions. In this case, communication is a bottleneck
in the entire management activities. The purpose of '''communication is to encourage the two
parties to communicate with each other. This bottleneck is not smooth, even blocked, and any
management activities that have a common understanding, adjust the same feeling, enhance the
goal, and benefit a manager cannot be implemented. In the modern enterprise with the
consistency of the staff and the harmony of the training group and the improvement of the
organization's work quality, the emotional communication is the most human resource
integration and achieves the organizational goal (Hofstede 2004). The most important and
effective type of communication in the organization. There are four main functions: control
function, motivation, and guidance and communication theory development theory.
Communication theory is an integral part of management theory. Generally speaking,
organizations under different management concepts or it has experienced different stages and
personal choices of communication methods and channel preferences with the development of
management theory, or different research priorities and different levels of contribution. The

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orientation is different, and the review of the history of the exhibition is guided by the scientific
management.
The organization or individual will prefer the formal, non-emotional color list! The
various schools of communication theory have more extensive and weaker or neglected work
efficiency than the ones that emphasize the management and communication in an organizational
atmosphere because of the task-based work communication that has been passed. Other aspects
or characteristics have a certain degree of attention, people tend to communicate emotionally.
One-sidedness, but the development of communication theory to the reality of the group is based
on the establishment of teamwork, integration of human and group communication in theory, it
provides guidance (Hofstede, 2004). The status quo of the emotional communication of the
upper and lower levels of the organizational resources and the management concept and
management style of the question, the management stage is due to its relevance, and explores the
improvement of the influence of superiors on the lower level and the reduction of the upper and
lower points (Frijda, 2007). The difference is that the communication channels adopted by the
organization, the differences of opinions between the levels, the way to find a reasonable
communication method for the supervisor and the importance of communication are decided.
Communication between subordinates is an interactive process. In a sense, the effective
communication of emotional communication between the upper and lower levels has three key
characteristics: dynamic and uniqueness determine the relationship between the upper and lower
levels of the organization, and even the whole group and interaction. "Every party to the
communication always follows another atmosphere. In order to understand the reaction between
the upper and lower levels of the organization, the response is changing, and the two sides
interact with each other. We have set up eight questions for the employees. Investigate, change

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emotions, meanings, thoughts and reactions, and cause the attitude and line sample size to be 130
pairs, and the range of the variable's score is 1 change. The fact is also true. The sender of the
information (ditch to 7, very disagree) It is 1 point (Fischette, 2004, pp. 1423-1485). It is
completely easy to agree that it is 7 points. It is no longer so easy to distinguish between the
subject of the transfer and the recipient of the information (the object of the interview is based on
the MBA student and find out the role of the employee with the MBA). Corresponding to the
categorization, the MBA student is the supervisor, and at the same time, the quick role
conversion caused by the interaction in the communication makes it possible to find out the three
subordinates of the unit; if the MBA student has its own static nominal (mainly the object) is no
longer of great significance." 'For the staff, then find the head of the unit.') This communication
and improvement communication have great guidance to fill out the questionnaire and mail it to
the research group. The research group should not analyze the participants of the communication
and the behavioral orphans of the two parties, eliminate the invalid questionnaires, and analyze
and deal with the effective positions of the employees (Clingendael, 2004).
2.4 Organizational internal trust
Organizational trust composition and classification Organizational trust can be divided
into two aspects: First, the internal trust of the organization, expressed as the employees, leaders,
and organizations in the organization, between the three-trust generated; the second is the trust
between organizations, expressed as trust between companies. Research on trust within
organizations can be roughly divided into two levels: The first is interpersonal trust in the
organization, including the interpersonal relationship between members and leaders, colleagues,
and leaders. Interpersonal trust can be divided into two small structural dimensions, namely

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vertical structural dimension (between leaders and employees) and horizontal interpersonal trust
(between employees and peers), further dividing vertical interpersonal trust, and can be divided
into the leadership's trust in employees and the trust of employees in leadership are the subjects
of this paper. The other is system trust in the organization. This refers to the non-interpersonal
trust in the organization, that is, the trust of the organization members in the entire
organization. One is interpersonal trust and the other is non-interpersonal trust. Mao mH and, n,
point out the difference between trust leadership and trust organization, and empirically analyze
the difference between the two antecedent and consequence variables ['9]. The structural
dimensions of trust within an organization typically include only three: employee trust in the
leadership, trust between employees, and employee trust in the organization. If you want to
establish a complete intra-organizational trust structure dimension, you should consider three
elements in the organization: leadership, employees, and the organization as a whole, that is, to
consider leadership (Bos, 2004, pp. 52-58). First of all, we must realize that the trust of leaders in
employees and the trust of employees in leadership are very different. Most scholars in the West
do not distinguish between leaders and employees when discussing interpersonal trust in trust
within organizations, but only from trustees and being trusted. To distinguish, this may be based
on two reasons: The model that refers to the trust metrics within the organization is the most
cited model, which is proposed by Ma, and Davis. The model does not distinguish between
leaders and members in the organization but constructs the intra-organizational trust model from
the perspective of Yuchuan stor and mstee. The model was constructed with the perceived
personal characteristics of the object of the Beijing University of Posts and Telecommunications.

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2.5 Communication Gap within Abraj Energy Services
Communication gaps: The use of multicultural labor from a nationwide, infallible
organizational society and different age groups by increasing barriers on communication barriers
or gaps is in itself a test. Organizations around the world should now strive to combine their
knowledge in disciplines in various disciplines of experience and culture (Trompenaars and
Hampden-Turner, 1997; Hofstede and Hofstede, 2004). These differences pose a danger to traps
in the exchange. Strong communication skills and emphasis on the importance of organizational
learning to improve emotional intelligence allow people to completely share information. The
main boundaries that impede successful communication are (Berkhout, 2008):
Test technology gaps: when leading and senior experts work together, recipients and
senders may not have normal dialects, slang, language, vocabulary, or images. For example,
junior store engineers do not have experience working with local resource directors.
Coordination of their databases is based on the constant movement of the gap. An important
place here is the creation of a community of practice, coaching and career growth (Gifford, 1985,
729–736).
Interdisciplinary technological gaps: for oil missions, experienced experts are required to
connect to different fields of knowledge. For example, a static store presentation by an expert is
provided to the repository specialist for dynamic display, and then sent to the financial overview.
Because beneficiaries and senders often have to understand vocabulary and images, they need to
work together to facilitate a break in work, expanding their technical training among the
disciplines (Gifford, 1985, 729–736).

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Chart 1: Communication Gaps
Organizational gaps: In a broad association of leadership level, there may be too many
levels of communication between the sender and the recipient. A large number of recipients
require clear, clear and predictable methods for exchanging messages. Important goals must be
understood at all levels of government, although they are defined at all levels of time and
theoretical levels (Barry, 2004). For example, a faster, more powerful field improvement team
can reduce the normal time from inspiration to power generation to four years. Expanding the
speed of learning - and the nature of communication - is a true supporter of the association.

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Chart 2: Multi-resolution Communication
Cultural gaps: different cultural traditions and beliefs can significantly hamper common
understanding. Investing in foreign energy in various societies and organizations is very useful
for overcoming cultural gaps - if not basic ones. Clear secret behind the convincing cooperation
between experts is to stay away from mistrust. Experts working in newly merged international
oil companies (such as energy service companies) or experts working in extended national oil
companies and international oil companies are very clear about the individual, prejudice,
practice, society, people's conflicts. Goals and their strong contrasts with emotions can
undermine common understanding (Clingendael 2004). If people are on the other side of the
problem, they may be reluctant to share their knowledge to achieve full impact. Quite a lot of
these emotions, prejudices and customs have a potential foundation in the cultural personality.

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We focus on the influence of emotional intelligence and the associated enthusiasm that can
hinder the effectiveness of business-cycles of upward and downward movement (Allen, 1997,
407–446).
Chart 3: Communication across cultures
CHAPTER THREE: RESEARCH METHODOLOGY
3.1 Introduction
For any research or study to be robust, purposeful and insightful, it is of immense
importance to construct a proper research methodological framework, consisting of appropriate
tools and research techniques as well as proper research design and approaches, relevant to the

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particular study. The absence of a proper and theoretically as well as conceptually supported
research methodological framework can compromise the quality and authenticity of the research
(Meyers, Gamst and Guarino 2016). Keeping this into consideration, this chapter of the
concerned research, portrays the research methods, tools, techniques and approached which have
been applied to carry out the research related activities for the concerned study, emphasizing on
the aspects of identification of the communication gaps within the Human Resource
Management in Abraj Energy Services, on that of the best practices in communications present
in different countries, as well as on the ways to bridge the said gaps (Lewis 2015).
3.2 Research Design
The research design refers to the overall construction and framework for efficient
utilization of the information and research tools, such that the quality of the findings of the
research is enhanced. In general, there are three types of research designs:
Figure 1: Types of Research Design
e earcR s h
de i ns g
planatorEx y ploratorEx y e cripti eD s v

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(Source: As created by the author)
In the domain of explanatory research design, the different relevant event related to the
issue of interest and their reasons for occurrence are studied in a highly structured framework.
This type of research design is mainly suitable for quantitative or numerical studies. On the other
hand, the exploratory research design facilitates both quantitative studies of large cardinal
samples as well as in-depth analysis of small samples in order to infer about the concerned issues
more elaborately (Smith 2015). The descriptive research design, facilitates widespread study of
the different events and occurrences related to the research topic, thereby finding new
information regarding the same.
Keeping this into consideration and also the objectives of the concerned research into
account, the exploratory research design is adopted for the concerned research as the same helps
the research to incorporate both the quantitative as well as the qualitative aspects regarding the
area of interest of the concerned study (Mackey and Gass 2015).
3.3 Research Approach
The approach of conducting a research, in general, refers to the overall conceptual
framework in which a particular research is conducted. There are, in general, two types of
research approaches, which are as follows:

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Figure 2: Types of Research Approaches
(Source: As created by the author)
The inductive approach for research is a bottom-up approach, where the data and
evidences present, regarding an issue of consideration, are first collected and analyzed and then
on the basis of the same, the inferences and theories are drawn. On the other hand, in the
deductive research approach, the hypotheses or presumptions are first formed regarding a certain
topic and then on the basis of collection and analysis of the relevant data, these hypotheses are
tested and are either accepted or rejected (Johnston 2014).
The concerned research includes the attributes of both of these approaches. On one hand,
hypotheses are formed regarding the cause and effect relationships of the different aspects of
communication, communication gaps and best practices regarding the human resource
management and the same are tested on the basis of the relevant data collected. On the other
hand, based on the qualitative data and evidences, new inferences about the same have been
drawn.
3.4 Research Hypotheses
Apart from the qualitative and descriptive studies, the concerned research primarily tries
to analyze the validity of the following hypotheses:
e earcR s h
approach
nd cti eI u v
ed cti eD u v

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Null Hypothesis (H1): There exists statistically significant relationship between the causes of
communication gap within HRM and the identified communication gaps within HRM in the
concerned organization.
Null Hypothesis (H2): There exists statistically significant relationship between communication
gap and methods of bridging the gaps between the Head Office Employees and Field Employees
in the concerned organization.
Null Hypothesis (H3): There exists statistically significant relationship between the practices
related to communication and the aspects of bridging the gaps of communication in the
concerned organization.
Null Hypothesis (H4): There exists statistically significant relationship between the
communication gap within HRM and the suggestions and solutions for the problems facing the
communication gap within HRM in the concerned organization.
Null Hypothesis (H5): There exists statistically significant relationship between the best practice
related to communications in other different companies and the suggestions and solutions for the
problems facing the communication gap within HRM in the concerned organization.
3.5 Research Methods
The research method for a particular study refers to the different techniques adopted to
carry out the particular research and also the types of data and evidences which the research
adheres to for gathering and analyzing information regarding the area of interest. In general,
there exist two broad research methods:

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Figure 3: Types of Research Methods
(Source: As created by the author)
The quantitative method for research deals with analysis and interpretation of cardinal
and numerical aspects of the issue of interest and thus, facilitates study of large quantitative
samples. However, there also remain various ordinal or abstract attributes in a phenomenon,
which cannot be numerically measured but which may have significant influence and
implications in the issue of consideration for a study (Jackson 2015). To incorporate these
abstract and non-numerical aspects related to an issue, the qualitative research methods are used,
which, in turn, help in in-depth and elaborate analysis of different aspects of a phenomenon
which cannot be taken into consideration by the quantitative research methods.
The concerned research, keeping into account the relevance of both the quantitative as
well as qualitative research methods for studying the aspects of communication gaps, best
practices and ways of bridging such gaps in the aspects of HRM in the concerned organization,
the concerned research adopts a mixed research method, consisting of both quantitative as well
as qualitative research methods for the purpose of collection, analysis and interpretation of the
data and for reaching to conclusions regarding the same.
3.6 Data Types
In general, the data used for different researches and studies are of two types:
Research
Methods
Qualitat
ive
Quantit
ative

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Figure 4: Types of Data
(Source: As created by the author)
The primary data refers to those evidences which are collected by the researcher
himself/herself from the direct sources like that of relevant respondents. This type of data, in
general, tends to be more authentic and devoid of errors or biases (Englander 2012). However,
collection of such data can be a costly as well as time taking process. The secondary data, on the
other hand, refers to the evidences which are collected from different sources (like literary
sources, journals, statistical sources), where the data remains pre-collected, for the purpose of
conduction of researches (Finfgeld-Connett and Johnson 2018). These types of data are in
general, easy to collect and are both time-efficient as well as less costly. However, there remains
the threat of presence of high errors and intended or unintended biases in these kinds of data.
Keeping into consideration, the concerned research relies on primary data, both
qualitative, collected from the relevant personnel.
3.7 Sample Selection and Data Collection
For the purpose of the concerned research, primary data (both quantitative as well as
qualitative) have been collected from different employees of the concerned organization.
ataD
collection
proced reu
Primary econdarS y

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3.7.1 Sample Selection
For the concerned research, on the aspects of communication gap, communication gaps
and bridging the same within the domain of the HRM at Abraj Energy Services, a sample of 75
employees (consisting of 46 male and 29 female employees) of the concerned organization, has
been selected by the process of random sampling, to rule out any kind of intended bias in the
aspects of sample selection (Palinkas et al. 2015). The employees belong to different
departments of the concerned organization and a diverse age-group and different designations
have been considered to make the findings more robust and not limited to a particular type or age
group of the employees. For the purpose of in-depth interview, 9 out of these 75 candidates have
been again randomly selected.
3.7.2 Data Collection
A primary interview has been conducted with the selected 75 employees, with the help of
survey questionnaires, containing close-ended questions regarding their perceptions of the causes
of communication gaps in the HRM of the concerned company, the features of the
communication gaps within HRM, best practices in this aspect in other places and solutions to
the concerned problem. The data collected, have been used for the purpose of quantitative
analysis (Robinson 2014).
On the other hand, for the purpose qualitative analysis, in-depth interviews, with open-
ended questions have been carried out with 9 of the selected 75 employees of different
departments of the concerned company, with the objective of collecting in-depth insights
regarding the perceptions of the employees in these aspects and also incorporate the non-cardinal
and abstract aspects existing in this domain.
3.8 Data Analysis
3.8.1 Quantitative Data Analysis
The quantitative data has been analyzed with the help of the statistical software platform,
SPSS and the following statistical tests have been conducted:
a. Cronbach’s Alpha- To analyze the validity and reliability of the data collected, this test has
been incorporated.

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b. Frequency Distribution- The demographic characteristics of the selected sample as well as
the weightage of the different perceptions of the same regarding the reasons behind
communication gaps, ways of bridging the same and others have been captured with the help of
this method (Neuman 2013).
c. Spearman’s rank Correlation- Spearman’s Correlation Test has been performed to analyze
the cause and effect relationship between the different variables taken into consideration.
d. Kendall’s W- To study the relationships and levels of associations between the different non-
parametric variables, this test has been incorporated (Treiman 2014).
3.8.2 Qualitative Data Analysis
The qualitative data collected for the purpose of the concerned research has been
analyzed thematically, to find the linkages and variations of the findings of the same with that of
the quantitative research findings (Braun, Clarke and Terry 2014).
3.9 Ethical Considerations
The research activities have been conducted only after receiving permission from the
ethical board of the esteemed institution. The interviews have been conducted with the selected
respondents after receiving their consent and their responses have been used only for the
concerned study. The sample has also been selected by random sampling method to rule out any
intended or unintended biases (Kono 2012). The anonymity of the respondents has also been
maintained and their responses have been kept confidential to respect their integrity.

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CHAPTER FOUR: DATA ANALYSIS
Data analysis is the crucial chapter in the dissertation projects when it plays a role of
linkage of literature review and conclusion of the research. The data analysis chapter involves
primary or secondary, quantitative or qualitative, exploratory or explanatory or descriptive
analysis. With the collected data from different sources, the researcher in this chapter finds the
significance of research hypotheses.
4.1 Quantitative Analysis:
The quantitative data analysis is executed with the help of SPSS-20 software. The
analysis only undertakes the quantitative and surveyed data set. The responses in the form of
‘Likert’ scale are utilized in this chapter to validate primary research questions and objectives.
4.1.1 Reliability analysis:
The reliability of data set is a crucial factor for data analysis.
Reliability Statistics
Cronbach's Alpha N of Items
.878 28
Table 1: Reliability Statistic
The Cronbach’s alpha (0.878) of the whole data set is greater than 0.8 and less than 0.9.
Therefore, the data set is highly reliable (Landers 2015).
Item-Total Statistics
Scale Mean if Item
Deleted
Scale Variance if
Item Deleted
Corrected Item-
Total Correlation
Cronbach's Alpha
if Item Deleted
Gender 98.83 160.767 -.152 .882
Age-group 97.87 159.009 -.051 .891
Designation 97.21 164.467 -.203 .896
Lack of honesty and trust 96.55 143.521 .669 .868
Lack of cleanliness 96.35 144.148 .628 .869
Lack of respect and clarity 96.60 143.568 .649 .868
Lack of superb vocabulary 96.43 147.464 .513 .872
Lack of credibility and prejudices 96.39 146.889 .563 .871

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Conceptual confusion in the
behaviour of attitude 96.59 140.300 .733 .865
Theoretical argument that
indicate the absence of linkage
or relationship
96.51 143.118 .649 .868
Loosing of clients and confusion
among employer and employee 96.64 143.585 .605 .869
No evidence of high
performance work practices
(HPWP) of the employees
96.76 142.671 .654 .868
No evidence of significant
personal character and
leadership skills of the
employees
96.51 141.794 .688 .867
The trust of management 96.47 146.550 .624 .870
The advancement of technology 96.76 142.698 .673 .867
The strong commonalities 96.53 142.009 .685 .867
The effective financial condition
of the employees 96.48 143.145 .664 .868
The decision drivers 96.24 149.509 .519 .872
Enhance communication
differences 96.88 155.242 .123 .881
Enhance the process of co-
monitoring 96.08 151.156 .418 .874
Enhance the beneficial legal and
worthy policies 96.53 149.847 .361 .875
Decrease the erroneous actions 96.17 152.415 .367 .875
Decrease the command conflicts 96.25 152.003 .358 .875
Adopt verbal and non-verbal
crosschecking 96.63 150.453 .425 .874
Understanding the opposite
spokesperson 96.29 154.453 .235 .877
Improving the fluency of
language and effective listening 96.37 155.426 .128 .880
Enhance the quality of postures,
gestures, expression and
emotions
96.35 149.338 .346 .876
Effective way to exchange the
information 96.51 145.929 .498 .872
Table 2: Reliability of all variable

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The value of Cronbach’s alpha of all the variables is greater than 0.8. Hence, all the
variables are reliable and valid. No variable could be omitted or dropped from the data set.
4.1.2 Frequency Analysis:
 Demographics:
The frequency table shows that out of 75 valid responders, 61.3% responders are male.
On the other hand, 38.7% responders are females.
Gender
Frequency Percent Valid Percent Cumulative
Percent
Valid
Male 46 61.3 61.3 61.3
Female 29 38.7 38.7 100.0
Total 75 100.0 100.0
Table 3: Frequency distribution of Gender
Figure 5: Bar plot of Gender

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The frequency distribution of age-groups shows that most of the responders are young
(18-27 years, 38.7%). Only 9.3% responders are more than 58 years old. The number of
responders decreases for greater age-groups.
Age-group
Frequency Percent Valid Percent Cumulative
Percent
Valid
18-27 years 29 38.7 38.7 38.7
28-37 years 16 21.3 21.3 60.0
38-47 years 12 16.0 16.0 76.0
48-57 years 11 14.7 14.7 90.7
More than 58 years 7 9.3 9.3 100.0
Total 75 100.0 100.0
Table 4: Frequency distribution of Age-group
Figure 6: Bar plot of Age-group
The number of responders is almost equal for all five types of designations that are
business developer, mechanic, and executive in supply chain management, constructor and
management.
Designation

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Frequency Percent Valid Percent Cumulative
Percent
Valid
Business developer 15 20.0 20.0 20.0
Mechanic 14 18.7 18.7 38.7
Executive in Supply Chain
Management 16 21.3 21.3 60.0
Constructor 16 21.3 21.3 81.3
Management 14 18.7 18.7 100.0
Total 75 100.0 100.0
Table 5: Frequency distribution of Designation
Figure 7: Bar plot of Designation
 The causes of communication gap within HRM
In the below the frequency distribution of five factors of communication gaps within
HRM are given.
Lack of honesty and trust

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Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly disagree 3 4.0 4.0 4.0
Disagree 5 6.7 6.7 10.7
Neutral 15 20.0 20.0 30.7
Agree 43 57.3 57.3 88.0
Strongly agree 9 12.0 12.0 100.0
Total 75 100.0 100.0
Table 6: Frequency distribution of lack of honesty and trust
The lack of honesty is detected as the cause of communication gap by almost 70% of the
responders.
Lack of cleanliness
Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly disagree 3 4.0 4.0 4.0
Disagree 3 4.0 4.0 8.0
Neutral 11 14.7 14.7 22.7
Agree 42 56.0 56.0 78.7
Strongly agree 16 21.3 21.3 100.0
Total 75 100.0 100.0
Table 7: Frequency distribution of lack of cleanliness
The lack of cleanliness is detected as the cause of communication gaps within HRM by
77.3% responders.
Lack of respect and clarity
Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly disagree 3 4.0 4.0 4.0
Disagree 6 8.0 8.0 12.0
Neutral 17 22.7 22.7 34.7
Agree 40 53.3 53.3 88.0
Strongly agree 9 12.0 12.0 100.0
Total 75 100.0 100.0

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Table 8: Frequency distribution of lack of respect and clarity
53.3% responders agree and 12% responders strongly agree that lack of respect and
clarity is the reason of communication gap within HRM.
Lack of superb vocabulary
Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly disagree 1 1.3 1.3 1.3
Disagree 8 10.7 10.7 12.0
Neutral 8 10.7 10.7 22.7
Agree 47 62.7 62.7 85.3
Strongly agree 11 14.7 14.7 100.0
Total 75 100.0 100.0
Table 9: Frequency distribution of lack of superb vocabulary
Only 12% responders disagreed or strongly disagreed that lack of superb vocabulary is
the reason of communication gap within HRM of any organisation.
Lack of credibility and prejudices
Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly disagree 1 1.3 1.3 1.3
Disagree 5 6.7 6.7 8.0
Neutral 13 17.3 17.3 25.3
Agree 43 57.3 57.3 82.7
Strongly agree 13 17.3 17.3 100.0
Total 75 100.0 100.0
Table 10: Frequency distribution of lack of credibility and prejudices
Only 9% responders strongly disagreed or disagreed that lack of credibility and
prejudices is one of the main reason of communication gap.
 The communication gap within HRM
In below, frequency distribution of five kinds of identified communication gaps are shown.

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Conceptual confusion in the behaviour of attitude
Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly disagree 2 2.7 2.7 2.7
Disagree 12 16.0 16.0 18.7
Neutral 10 13.3 13.3 32.0
Agree 39 52.0 52.0 84.0
Strongly agree 12 16.0 16.0 100.0
Total 75 100.0 100.0
Table 11: Frequency distribution of the communication gap within HRM
A significant percentage of responders (68%) informed that conceptual confusion in the
behaviour of attitude is one of the identified communication gaps within HRM of any
organization.
Theoretical argument that indicate the absence of linkage or relationship
Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly disagree 3 4.0 4.0 4.0
Disagree 6 8.0 8.0 12.0
Neutral 13 17.3 17.3 29.3
Agree 41 54.7 54.7 84.0
Strongly agree 12 16.0 16.0 100.0
Total 75 100.0 100.0
Table 12: Frequency distribution of Theoretical argument that indicate the absence of linkage or
relationship
More than 70% responders accepted that theoretical argument that indicate the absence of
linkage or relationship is the reason of communication gap within HRM.
Loosing of clients and confusion among employer and employee
Frequency Percent Valid Percent Cumulative
Percent
Valid Strongly disagree 2 2.7 2.7 2.7
Disagree 12 16.0 16.0 18.7

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Neutral 12 16.0 16.0 34.7
Agree 39 52.0 52.0 86.7
Strongly agree 10 13.3 13.3 100.0
Total 75 100.0 100.0
Table 13: Frequency distribution of Loosing of clients and confusion among employer and
employee
52% responders agreed and 13.3% responders strongly disagreed that loosing of clients
and confusion among employer and employees is one of a kind of communication gap between
HRM of any organisation.
No evidence of high performance work practices (HPWP) of the employees
Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly disagree 4 5.3 5.3 5.3
Disagree 10 13.3 13.3 18.7
Neutral 14 18.7 18.7 37.3
Agree 42 56.0 56.0 93.3
Strongly agree 5 6.7 6.7 100.0
Total 75 100.0 100.0
Table 14: Frequency distribution of No evidence of high performance work practices (HPWP) of
the employees
A significant percentage (37.3%) of responders either denied or stayed neutral about the
fact that absence of high performance work practices (HPWP) of the employees is one kind of
communication gap between employers and employees.
No evidence of significant personal character and leadership skills of the employees
Frequency Percent Valid Percent Cumulative
Percent
Valid Strongly disagree 3 4.0 4.0 4.0
Disagree 6 8.0 8.0 12.0
Neutral 15 20.0 20.0 32.0
Agree 37 49.3 49.3 81.3

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Strongly agree 14 18.7 18.7 100.0
Total 75 100.0 100.0
Table 15: Frequency distribution of No evidence of significant personal character and leadership
skills of the employees
68% responders accepted that the presence of no significant personal character and
leadership skills is a kind of communication gap within HRM of any organisation.
 The best practice related to communications in other different companies
In below, the five best practices related to communications in other different companies are
shown with the help of frequency distributions.
The trust of management
Frequency Percent Valid Percent Cumulative
Percent
Valid
Disagree 7 9.3 9.3 9.3
Neutral 14 18.7 18.7 28.0
Agree 45 60.0 60.0 88.0
Strongly agree 9 12.0 12.0 100.0
Total 75 100.0 100.0
Table 16: Frequency distribution of ‘The trust of management’
The trust of management is not treated as best practice related to communication in other
various companies by 9.3% responders.
The advancement of technology
Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly disagree 3 4.0 4.0 4.0
Disagree 8 10.7 10.7 14.7
Neutral 24 32.0 32.0 46.7
Agree 32 42.7 42.7 89.3
Strongly agree 8 10.7 10.7 100.0
Total 75 100.0 100.0
Table 17: Frequency distribution of ‘The advancement of technology’

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The advancement of technology is regarded as the best practice related to communication
in other various companies by only 53.3% responders.
The strong commonalities
Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly disagree 1 1.3 1.3 1.3
Disagree 10 13.3 13.3 14.7
Neutral 16 21.3 21.3 36.0
Agree 33 44.0 44.0 80.0
Strongly agree 15 20.0 20.0 100.0
Total 75 100.0 100.0
Table 18: Frequency distribution of ‘The strong commonalities’
The presence of strong commonalities is detected as the best practice related to
communication in other different companies by only 64% responders.
The effective financial condition of the employees
Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly disagree 1 1.3 1.3 1.3
Disagree 9 12.0 12.0 13.3
Neutral 13 17.3 17.3 30.7
Agree 38 50.7 50.7 81.3
Strongly agree 14 18.7 18.7 100.0
Total 75 100.0 100.0
Table 19: Frequency distribution of ‘The effective financial condition of the employees’
The effective financial condition of the employees is found to be the best practice
associated to the communication in other different companies by almost 70% responders.
The decision drivers
Frequency Percent Valid Percent Cumulative
Percent
Valid Disagree 4 5.3 5.3 5.3

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Neutral 8 10.7 10.7 16.0
Agree 49 65.3 65.3 81.3
Strongly agree 14 18.7 18.7 100.0
Total 75 100.0 100.0
Table 20: Frequency distribution of ‘The decision drivers’
The decision drivers are not regarded as the best practice associated to the communication in
other different countries by only 5.3% responders.
 Bridging the gap between Head Office Employee and Field Employee and raise legal
& policy awareness
The five ways to bridge the gap between Head Office Employee and Field Employee and
raise legal & policy awareness are shown in the following five frequency tables.
Decrease communication differences
Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly disagree 2 2.7 2.7 2.7
Disagree 12 16.0 16.0 18.7
Neutral 28 37.3 37.3 56.0
Agree 25 33.3 33.3 89.3
Strongly agree 8 10.7 10.7 100.0
Total 75 100.0 100.0
Table 21: Frequency distribution of ‘Decrease communication differences’
The major way of bridging the employers and employees is by decreasing the
communication differences. 44% responders strongly agreed or agreed that.
Enhance the process of co-monitoring
Frequency Percent Valid Percent Cumulative
Percent
Valid Disagree 3 4.0 4.0 4.0
Neutral 6 8.0 8.0 12.0
Agree 44 58.7 58.7 70.7
Strongly agree 22 29.3 29.3 100.0

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Total 75 100.0 100.0
Table 22: Frequency distribution of ‘Enhance the process of co-monitoring’
Only 4% people disregarded the process of enhancing the process of co-monitoring
finding a major way of bridging the employers and employees.
Enhance the beneficial legal and worthy policies
Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly disagree 1 1.3 1.3 1.3
Disagree 9 12.0 12.0 13.3
Neutral 16 21.3 21.3 34.7
Agree 36 48.0 48.0 82.7
Strongly agree 13 17.3 17.3 100.0
Total 75 100.0 100.0
Table 23: Frequency distribution of ‘Enhance the beneficial legal and worthy policies’
13.3% responders disregarded to enhance the beneficial legal and worthy policies. 34.7%
responders stayed neutral about it.
Decrease the erroneous actions
Frequency Percent Valid Percent Cumulative
Percent
Valid
Disagree 3 4.0 4.0 4.0
Neutral 7 9.3 9.3 13.3
Agree 49 65.3 65.3 78.7
Strongly agree 16 21.3 21.3 100.0
Total 75 100.0 100.0
Table 24: Frequency distribution of ‘Decrease the erroneous actions’
Only 10 responders out of 75 responders disregarded to decrease the erroneous actions as
a way of bridging the employers and employees within the HRM.
Decrease the command conflicts
Frequency Percent Valid Percent Cumulative
Percent

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Valid
Strongly disagree 1 1.3 1.3 1.3
Disagree 1 1.3 1.3 2.7
Neutral 13 17.3 17.3 20.0
Agree 45 60.0 60.0 80.0
Strongly agree 15 20.0 20.0 100.0
Total 75 100.0 100.0
Table 25: Frequency distribution of ‘Decrease the command conflicts’
Only 2.7% responders disregarded the way of decreasing the command conflicts as a way of
bridging the employers and employees within the HRM.
 Suggestion and solutions for the problems facing the communication gap within
HRM
In the below segment, the frequency distribution of five suggestion and solutions for the
problems facing the communication gap within HRM are given below.
Adopt verbal and non-verbal crosschecking
Frequency Percent Valid Percent Cumulative
Percent
Valid
Disagree 7 9.3 9.3 9.3
Neutral 23 30.7 30.7 40.0
Agree 39 52.0 52.0 92.0
Strongly agree 6 8.0 8.0 100.0
Total 75 100.0 100.0
Table 26: Frequency distribution of ‘Adopt verbal and non-verbal crosschecking’
60% responders responded that adoption of verbal and non-verbal crossing is one of the
suggestion and solution of communication gap.
Understanding the opposite spokesperson
Frequency Percent Valid Percent Cumulative
Percent
Valid Strongly disagree 1 1.3 1.3 1.3
Neutral 16 21.3 21.3 22.7

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Agree 45 60.0 60.0 82.7
Strongly agree 13 17.3 17.3 100.0
Total 75 100.0 100.0
Table 27: Frequency distribution of ‘Understanding the opposite spokesperson’
22.7% responders responded that understanding the opposite spokes-person could be one
of the probable suggestion and solution of communication gap.
Improving the fluency of language and effective listening
Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly disagree 2 2.7 2.7 2.7
Disagree 4 5.3 5.3 8.0
Neutral 13 17.3 17.3 25.3
Agree 41 54.7 54.7 80.0
Strongly agree 15 20.0 20.0 100.0
Total 75 100.0 100.0
Table 28: Frequency distribution of ‘Improving the fluency of language and effective listening’
A significant percentage of almost 75% responders agreed or strongly agreed that
improving the fluency of language and effective listening could be a solution to reduce the
communication gap.
Enhance the quality of postures, gestures, expression and emotions
Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly disagree 4 5.3 5.3 5.3
Disagree 5 6.7 6.7 12.0
Neutral 6 8.0 8.0 20.0
Agree 42 56.0 56.0 76.0
Strongly agree 18 24.0 24.0 100.0
Total 75 100.0 100.0
Table 29: Frequency distribution of ‘Enhance the quality of postures, gestures, expression and
emotions’

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A significant percentage of 80% responders consider that enhancement of quality of
postures, gestures, expression and emotions might reduce the communication gap.
Effective way to exchange the information
Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly disagree 2 2.7 2.7 2.7
Disagree 7 9.3 9.3 12.0
Neutral 19 25.3 25.3 37.3
Agree 30 40.0 40.0 77.3
Strongly agree 17 22.7 22.7 100.0
Total 75 100.0 100.0
Table 30: Frequency distribution of ‘Effective way to exchange the information’
Almost 62.7% responders responded that effective way to exchange the information
could be the much evident way out to reduce the communication gap within HRM.
4.1.3 Kendall’s W:
Kendall’s W is an effective non-parametric test that indicates the extent to which the
column totals of a determining factor differ. It is the complementary non-parametric test of one-
way ANOVA. It is defined as-
W =
Variance
column totals
Maximum possible variance
column totals
Its value lies in the interval of 0 and 1. For, perfect disagreement, W = 0 and for perfect
agreement W = 1 (Habibi, Sarafrazi and Izadyar 2014). The Kendall’s W test is executed at 5%
level of significance.
 The causes of communication gap within HRM
Ranks
Mean Rank
Lack of honesty and trust 2.79
Lack of cleanliness 3.25

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Lack of respect and clarity 2.75
Lack of superb vocabulary 3.11
Lack of credibility and prejudices 3.10
Test Statistics
N 75
Kendall's Wa .036
Chi-Square 10.785
df 4
Asymp. Sig. .029
a. Kendall's Coefficient of Concordance
Table 31: Kendall’s W test of the causes of communication gap within HRM
The Kendall’s coefficient of concordance (W) is 0.036 refers that there exists almost no
agreement within the columns of the causes of communication gap within HRM. The chi-square
statistic (10.785, p-value = 0.029) interprets that the assumption of significant concordance
among the columns of causes of communication gap could be rejected with 95% confidence
(Nikulin 2009).
 The identified communication gaps within HRM
Ranks
Mean Rank
Conceptual confusion in the behaviour of attitude 2.99
Theoretical argument that indicate the absence of linkage or
relationship 3.18
Loosing of clients and confusion among employer and employee2.99
No evidence of high performance work practices (HPWP) of the
employees 2.67
No evidence of significant personal character and leadership
skills of the employees 3.16
Test Statistics
N 75
Kendall's Wa .034
Chi-Square 10.076
df 4
Asymp. Sig. .039
a. Kendall's Coefficient of Concordance

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Table 32: Kendall’s W test of the identified communication gaps within HRM
The Kendall’s coefficient of concordance (W) is 0.034 refers that there exists almost no
agreement within the columns of the identification of communication gap within HRM. The chi-
square statistic (10.076, p-value = 0.039) interprets that the assumption of significant
concordance among the columns of identification of communication gap could be rejected with
95% confidence.
 The best practice related to communications in other different companies
Ranks
Mean Rank
The trust of management 3.07
The advancement of technology 2.51
The strong commonalities 2.95
The effective financial condition of the employees 3.06
The decision drivers 3.41
Test Statistics
N 75
Kendall's Wa .084
Chi-Square 25.298
df 4
Asymp. Sig. .000
a. Kendall's Coefficient of Concordance
Table 33: Kendall’s W test of the best practice related to communications in other different
companies
The Kendall’s coefficient of concordance (W) is 0.084 refers that there exists almost no
agreement within the columns of the best practice related to communications in other different
companies. The chi-square statistic (25.298, p-value = 0.0) interprets that the assumption of
significant concordance among the columns of best practice related to communications in other
different companies could be rejected with 95% confidence.

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CHAPTER TWO: LITERATURE REVIEWCHAPTER TWO: LITERATURE
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 Bridging the gap between Head Office Employee and Field Employee and raise legal,
policies awareness
Ranks
Mean Rank
Decrease communication differences 2.26
Enhance the process of co-monitoring 3.50
Enhance the beneficial legal and worthy policies 2.77
Decrease the erroneous actions 3.33
Decrease the command conflicts 3.15
Test Statistics
N 75
Kendall's Wa .151
Chi-Square 45.336
df 4
Asymp. Sig. .000
a. Kendall's Coefficient of Concordance
Table 34: Kendall’s W test of the bridging the gap between Head Office Employee and Field
Employee and raise legal, policies awareness
The Kendall’s coefficient of concordance (W) is 0.151 refers that there exists almost no
agreement within the columns of the bridging the gap between Head Office Employee and Field
Employee and raise of legal as well as policy awareness. The chi-square statistic (45.336, p-
value = 0.0) interprets that the assumption of significant concordance among the columns of
bridging the gap between Head Office Employee and Field Employee and raise of legal as well
as policy awareness could be rejected with 95% confidence.
 Suggestion and solutions for the problems facing the communication gap within HRM
Ranks
Mean Rank
Adopt verbal and non-verbal crosschecking 2.60
Understanding the opposite spokesperson 3.08
Improving the fluency of language and effective listening 3.15

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Enhance the quality of postures, gestures, expression and
emotions 3.29
Effective way to exchange the information 2.88
Test Statistics
N 75
Kendall's Wa .042
Chi-Square 12.652
df 4
Asymp. Sig. .013
a. Kendall's Coefficient of Concordance
Table 35: Kendall’s W-test of Suggestion and solutions for the problems facing the
communication gap within HRM
The Kendall’s coefficient of concordance (W) is 0.042 refers that there exists almost no
agreement within the columns of the suggestion and solution for the problems facing the
communication gap within HRM. The chi-square statistic (12.652, p-value = 0.013) interprets
that the assumption of significant concordance among the columns of the suggestion and solution
for the problems facing the communication gap within HRM could be rejected with 95%
confidence.
4.1.4 Spearman’s correlation:
Spearman’s rank correlation finds the links between the ranks of two ordinal (categorical)
variables (Stamatakis et al. 2012).
Null Hypothesis (H0): The causes of communication gap in HRM and the identified
communication gaps within HRM are significantly correlated with each other.
Alternative Hypothesis (HA): The causes of communication gap in HRM and the identified
communication gaps within HRM are insignificantly correlated with each other (Bowen 2012).

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CHAPTER TWO: LITERATURE REVIEWCHAPTER TWO: LITERATURE
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 ‘The causes of communication gap within HRM’ and ‘The communication gap within
HRM’:
Lack of
honesty
and trust
Lack of
cleanliness
Lack of
respect
and
clarity
Lack of
superb
vocabulary
Lack of
credibility
and
prejudices
Spearman’s
rho
Conceptual
confusion in
the behaviour
of attitude
Correlation
Coefficient .555** .493** .490** .510** .533**
Sig. (2-
tailed) .000 .000 .000 .000 .000
N 75 75 75 75 75
Theoretical
argument that
indicate the
absence of
linkage or
relationship
Correlation
Coefficient .341** .403** .442** .525** .391**
Sig. (2-
tailed) .003 .000 .000 .000 .001
N 75 75 75 75 75
Loosing of
clients and
confusion
among
employer and
employee
Correlation
Coefficient .355** .408** .534** .391** .512**
Sig. (2-
tailed) .002 .000 .000 .001 .000
N 75 75 75 75 75
No evidence
of high
performance
work practices
(HPWP) of
the employees
Correlation
Coefficient .258* .340** .419** .381** .409**
Sig. (2-
tailed) .025 .003 .000 .001 .000
N 75 75 75 75 75
No evidence
of significant
personal
character and
leadership
skills of the
employees
Correlation
Coefficient .483** .503** .437** .452** .449**
Sig. (2-
tailed) .000 .000 .000 .000 .000
N 75 75 75 75 75
**. Correlation is significant at the 0.01 level (2-tailed).
*. Correlation is significant at the 0.05 level (2-tailed).
Table 36: Spearman’s rank correlation for hypothesis 1

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CHAPTER TWO: LITERATURE REVIEWCHAPTER TWO: LITERATURE
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The spearman’s correlation coefficients between the columns of causes of communication
gap and identification of communication gap within HRM indicate that all the columns are
positively and significantly correlated to each other (Xu et al. 2013). The correlations are
moderately strong. All the factors of causes of communication gap within HRM are found to be
significantly correlated with each other. Therefore, the null hypothesis is accepted in this context
at 5% level of significance.
 ‘The communication gap within HRM’ and ‘Bridging the gap between Head Office
Employee and Field Employee and raise legal, policies awareness’:
Null Hypothesis (H0): The identified communication gaps in HRM and the bridging of Head
Office Employee and Field Employee raising legal as well as policy awareness are significantly
correlated with each other.
Alternative Hypothesis (HA): The identified communication gaps in HRM and the bridging of
Head Office Employee and Field Employee raising legal as well as policy awareness are
insignificantly correlated with each other.
Conceptual
confusion
in the
behaviour
of attitude
Theoretical
argument
that
indicate the
absence of
linkage or
relationship
Loosing
of clients
and
confusion
among
employer
and
employee
No evidence
of high
performance
work
practices
(HPWP) of
the
employees
No
evidence
of
significant
personal
character
and
leadership
skills of
the
employees
Decrease
communication
differences
Correlation
Coefficient -.045 .065 .082 .221 .099
Sig. (2-
tailed) .701 .581 .484 .057 .396
N 75 75 75 75 75
Enhance the
process of co-
monitoring
Correlation
Coefficient .409** .345** .201 .272* .394**
Sig. (2-
tailed) .000 .002 .084 .018 .000
N 75 75 75 75 75

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CHAPTER TWO: LITERATURE REVIEWCHAPTER TWO: LITERATURE
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Spearman’s
rho
Enhance the
beneficial legal
and worthy
policies
Correlation
Coefficient .246* .177 .157 .296** .118
Sig. (2-
tailed) .033 .129 .179 .010 .315
N 75 75 75 75 75
Decrease the
erroneous
actions
Correlation
Coefficient .325** .324** .259* .313** .297**
Sig. (2-
tailed) .004 .005 .025 .006 .010
N 75 75 75 75 75
Decrease the
command
conflicts
Correlation
Coefficient .208 .239* .113 .127 .201
Sig. (2-
tailed) .074 .039 .335 .276 .085
N 75 75 75 75 75
**. Correlation is significant at the 0.01 level (2-tailed).
*. Correlation is significant at the 0.05 level (2-tailed).
Table 37: Spearman’s rank correlation for hypothesis 2
The Spearman’s correlation coefficients refer that factors of identified communication gaps
within HRM are more or less correlated with-
 ‘Enhance the process of co-monitoring’
 ‘Decrease the erroneous actions’
 ‘Enhance the beneficial legal and worthy policies’
The factors of “Bridging the gap between Head Office Employee and Field Employee and
raise legal, policies awareness” that are ‘Decrease communication differences’ and ‘Decrease the
command conflicts’ are almost uncorrelated with the identified communication gap. Hence, as a
whole the null hypothesis could not be rejected with 95% confidence.
 ‘The best practice related to communications in other different companies’ and
‘Bridging the gap between Head Office Employee and Field Employee and raise legal,
policies awareness’:
Null Hypothesis (H0): The best practice related to communications in other different companies
and the bridging of Head Office Employee and Field Employee raising legal as well as policy
awareness are significantly correlated with each other.

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CHAPTER TWO: LITERATURE REVIEWCHAPTER TWO: LITERATURE
REVIEWDISSERTATION
Alternative Hypothesis (HA): The best practice related to communications in other different
companies and the bridging of Head Office Employee and Field Employee raising legal as well
as policy awareness are insignificantly correlated with each other.
The trust of
managemen
t
The
advancemen
t of
technology
The strong
commonalitie
s
The
effective
financial
condition
of the
employee
s
The
decisio
n
drivers
Spearman’
s rho
Decrease
communicatio
n differences
Correlatio
n
Coefficien
t
.213 -.048 -.020 .230* .199
Sig. (2-
tailed) .066 .680 .862 .048 .087
N 75 75 75 75 75
Enhance the
process of co-
monitoring
Correlatio
n
Coefficien
t
.210 .286* .302** .318** .347**
Sig. (2-
tailed) .070 .013 .008 .005 .002
N 75 75 75 75 75
Enhance the
beneficial
legal and
worthy
policies
Correlatio
n
Coefficien
t
.259* .210 .177 .362** .331**
Sig. (2-
tailed) .025 .070 .130 .001 .004
N 75 75 75 75 75
Decrease the
erroneous
actions
Correlatio
n
Coefficien
t
.202 .350** .240* .233* .114
Sig. (2-
tailed) .082 .002 .038 .044 .331
N 75 75 75 75 75
Decrease the
command
conflicts
Correlatio
n
Coefficien
t
.232* .239* .348** .232* .198

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Sig. (2-
tailed) .045 .039 .002 .045 .089
N 75 75 75 75 75
**. Correlation is significant at the 0.01 level (2-tailed).
*. Correlation is significant at the 0.05 level (2-tailed).
Table 38: Spearman’s rank correlation for hypothesis 3
The table of Spearman’s rank correlation coefficient shows that ‘The best practice related to
communications in other different companies’ is related to-
 ‘Enhance the process of co-monitoring’
 ‘Enhance the beneficial legal and worthy policies’
 ‘Decrease the erroneous actions’
 ‘Decrease the command conflicts’
Only the factor of ‘Bridging the gap between Head Office Employee and Field Employee and
raise legal, policies awareness’ that is ‘Decrease communication differences’ is not significantly
and positively correlated with the factors of ‘The best practice related to communications in
other different companies’. Hence, overall the null hypothesis could not be rejected with 95%
probability.
 ‘The communication gap within HRM’ and ‘Suggestion and solutions for the
problems facing the communication gap within HRM’:
Null Hypothesis (H0): The communication gap within HRM and the suggestion and solutions
for problems facing the communication gap within HRM are significantly correlated with each
other.
Alternative Hypothesis (HA): The communication gap within HRM and the suggestion and
solutions for problems facing the communication gap within HRM are insignificantly correlated
with each other.

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REVIEWDISSERTATION
Conceptual
confusion
in the
behaviour
of attitude
Theoretical
argument
that
indicate the
absence of
linkage or
relationship
Loosing
of clients
and
confusion
among
employer
and
employee
No evidence
of high
performance
work
practices
(HPWP) of
the
employees
No
evidence
of
significant
personal
character
and
leadership
skills of
the
employees
Spearman’s
rho
Adopt verbal
and non-
verbal
crosschecking
Correlation
Coefficient .273* .245* .177 .204 .259*
Sig. (2-
tailed) .018 .034 .129 .079 .025
N 75 75 75 75 75
Understanding
the opposite
spokesperson
Correlation
Coefficient .089 .133 .032 -.090 .128
Sig. (2-
tailed) .450 .254 .786 .441 .274
N 75 75 75 75 75
Improving the
fluency of
language and
effective
listening
Correlation
Coefficient .101 .097 -.036 .055 -.085
Sig. (2-
tailed) .387 .409 .762 .639 .470
N 75 75 75 75 75
Enhance the
quality of
postures,
gestures,
expression
and emotions
Correlation
Coefficient .162 .160 .135 .095 .157
Sig. (2-
tailed) .165 .170 .248 .418 .179
N 75 75 75 75 75
Effective way
to exchange
the
information
Correlation
Coefficient .314** .259* .285* .236* .226
Sig. (2-
tailed) .006 .025 .013 .042 .052
N 75 75 75 75 75
**. Correlation is significant at the 0.01 level (2-tailed).

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CHAPTER TWO: LITERATURE REVIEWCHAPTER TWO: LITERATURE
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*. Correlation is significant at the 0.05 level (2-tailed).
Table 39: Spearman’s rank correlation for hypothesis 4
The table of Spearman’s rank correlation coefficient shows that ‘The communication gap
within HRM’ is related to the following factors of ‘Suggestion and solutions for the problems
facing the communication gap within HRM’-
 ‘Adopt verbal and non-verbal crosschecking’
 ‘Effective way to exchange the information’
Other three factors of ‘Suggestion and solutions for the problems facing the communication
gap within HRM’ that is ‘Understanding the opposite spokesperson’, ‘Improving the fluency of
language and effective listening’ and ‘Enhance the quality of postures, gestures, expression and
emotions’ are not significantly and positively correlated with the factors of ‘The communication
gap within HRM’. As a whole, the null hypothesis could be rejected with 5% level of
significance.
 ‘The best practice related to communications in other different companies’ and
‘Suggestion and solutions for the problems facing the communication gap within
HRM’:
Null Hypothesis (H0): The best practice related to communication in other different companies
and the suggestion and solutions for problems facing the communication gap within HRM are
significantly correlated with each other.
Alternative Hypothesis (HA): The best practice related to communication in other different
companies and the suggestion and solutions for problems facing the communication gap within
HRM are insignificantly correlated with each other.

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CHAPTER TWO: LITERATURE REVIEWCHAPTER TWO: LITERATURE
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Adopt verbal
and non-
verbal
crosscheckin
g
Understandin
g the opposite
spokesperson
Improvin
g the
fluency of
language
and
effective
listening
Enhance
the
quality of
postures,
gestures,
expressio
n and
emotions
Effective
way to
exchange
the
informatio
n
Spearman’
s rho
The trust of
management
Correlatio
n
Coefficien
t
.205 -.017 .058 .215 .349**
Sig. (2-
tailed) .078 .884 .619 .064 .002
N 75 75 75 75 75
The
advancement
of technology
Correlatio
n
Coefficien
t
.225 .092 .125 .095 .223
Sig. (2-
tailed) .052 .431 .285 .416 .054
N 75 75 75 75 75
The strong
commonalitie
s
Correlatio
n
Coefficien
t
.309** .205 .193 .272* .191
Sig. (2-
tailed) .007 .078 .098 .018 .101
N 75 75 75 75 75
The effective
financial
condition of
the
employees
Correlatio
n
Coefficien
t
.241* .158 .059 .300** .374**
Sig. (2-
tailed) .038 .175 .614 .009 .001
N 75 75 75 75 75
The decision
drivers
Correlatio
n
Coefficien
t
.197 .222 .185 .242* .232*
Sig. (2-
tailed) .091 .056 .112 .037 .045
N 75 75 75 75 75
**. Correlation is significant at the 0.01 level (2-tailed).
*. Correlation is significant at the 0.05 level (2-tailed).
Table 40: Spearman’s rank correlation for hypothesis 5

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CHAPTER TWO: LITERATURE REVIEWCHAPTER TWO: LITERATURE
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The table of Spearman’s rank correlation coefficient shows that ‘Suggestion and solutions for
the problems facing the communication gap within HRM’ is related to the following factors of
‘The best practice related to communications in other different companies’ -
 ‘The strong commonalities’
 ‘The effective financial condition of the employees’
 ‘The decision drivers’
Other three factors of ‘The best practice related to communications in other different
companies’ that is ‘trust of management’ and ‘The advancement of technology’ are not
significantly and positively correlated with the factors of ‘Suggestion and solutions for the
problems facing the communication gap within HRM’. As a whole, the null hypothesis could not
be rejected at 5% level of significance.
4.2 Quantitative Findings:
From quantitative analysis, the researcher finds that-
Variables Correlation and
significance
Null hypothesis
‘The causes of communication
gap within HRM’ and ‘The
communication gap within HRM’
Significantly correlated Null hypothesis cannot be
rejected.
‘The communication gap within
HRM’ and ‘Bridging the gap
between Head Office Employee
and Field Employee and raise
legal, policies awareness’
Significantly correlated Null hypothesis cannot be
rejected.
‘The best practice related to
communications in other different
companies’ and ‘Bridging the gap
between Head Office Employee
and Field Employee and raise
legal, policies awareness’
Significantly correlated Null hypothesis cannot be
rejected.

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CHAPTER TWO: LITERATURE REVIEWCHAPTER TWO: LITERATURE
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‘The communication gap within
HRM’ and ‘Suggestion and
solutions for the problems facing
the communication gap within
HRM’
Insignificantly correlated Null hypothesis can be
rejected.
‘The best practice related to
communications in other different
companies’ and ‘Suggestion and
solutions for the problems facing
the communication gap within
HRM’
Significantly correlated Null hypothesis cannot be
rejected.
Table 41: Testing of research hypothesis
As a whole all but only one research hypotheses are accepted with 95% confidence. The
association between the paired observations are established. On the other hand, it is also found
that the identified communication gap within HRM and suggestion and solutions for the
problems facing the communication gap within HRM has no Cause and effect relationship.
4.2 Qualitative Analysis:
The quantitative analysis of nine responders of Abraj Energy Services Company shows
an overall scenario of the communication gap, employer-employee relationship and the probable
ways of its recovery. The focus on current asset, opinions, suggestions and thoughts are very
much essential in this context. The lack of HRM communication and policies are prominent in
every aspect. The reasons for communication gap are the lack of scheduled meeting or
engagement, lack of verbal training and leadership management. The solutions of these kinds of
incidents as per interview responses are more site visit with clear program with head-staff,
indirect involvement to the fields of staffs, improvement of training process and material.
Creating access to Abraj head office for field key personnel. Email and telephonic
communication service along with fast network is very essential to improve the communication
service. The more engagement with field employees could enhance the decision-making
capability of the company. Lots of gaps that are already found in this system is the responsibility

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CHAPTER TWO: LITERATURE REVIEWCHAPTER TWO: LITERATURE
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of the management. The authority should take necessary measures to clear out the drawbacks and
take care of individual employees. The direct communication alike meetings or conversations are
the reason of it. The priority would be to resolve the operational issues and mismanagement.
Lack of internal communication as per conversation of some employees is generating the
communication gaps.
The field maintenance from the end of superintended, operation manager and
maintenance manager are the key factor of the recovery. To attain timely call and interviews are
the main aspects of indirect meetings in the form of calls and mails. The field employees would
provide satisfactory performances if they are supported. No doubt, communication gap is a
critical issue as per all the responders. The communication channels must be supportive to bring
the required goals near all achievements. Miscommunication might hamper the aims and
concentration of the employees in any reputed company such as Abraj Energy Services. The
improvement depends on the persistence of following up the traces of head office. AlMijilis is
also a popular mode of communication in the undertaken company. New ideas from the
hierarchies may improve the communication services with other organizations and competitive
companies also. Improvement is required in the managing authority rather than field people as
per the response of one interviewee.
Information sharing and gathering is the vital factor for the progressiveness of an
organization these days. Management should consider the issues of field employees and take
appropriate action based on the suggestion and opinion. HRM should ensure the appropriate
level of information sharing. Employees have trust and faith on the management. Hence, they
should not fail to provide that kind of responsiveness. Direct communication rather than indirect
communication increases the experience of customer; it is the moral asset of the customers.
Other communication paths should be discovered and implemented for better communication
and interactions alike social media. One employee consider that the communication gap is totally
the responsibility of the employees. In his/her company HRM is good but surely require more
improvement. The strong relationship between field employees and head office employees or
officials is very important. For keeping high level information services, the employees should
receive and send the correct information. As per the responses of an interviewee of Abraj Energy
Services, it is found that failure of HRM policy always does not occur. To avoid

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REVIEWDISSERTATION
miscommunication frequent site visits of the employees is necessary. Also, one sided
information flow is not satisfactory from the end of any organization. Controlled and streamlined
information flow is highly acceptable. Direct communication of inter-organizational or intra-
organizational employees are pretty much essential. The management cannot deny their failure in
this regard. Clear communication services dramatically would improve the communication
services. Proper training to communicate nicely is very essential in this context.
More of it, the high effort on information share must not leak out the confidential
information. Abraj is not an irresponsible service providing organization. However, the lack in
communication services could be brought to minimal level with the concerns of both employers
and employees.

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CHAPTER FIVE: CONCLUSION:
5.1 Research Findings and Conclusions:
5.1.1 Research Findings:
The communication between subordinates that includes head office employees and office
employees is an interactive process. The communication between other organizations of same or
different fields are also essential these days to withstand the business. Abraj energy company has
an objective to improve efficiency, reduce cost and resist definite advertising targets. The cross-
cultural communications within Abraj company conflicts between UAE and foreign employees.
The communication standards within various organizes rely on maintenance of motivation and
involvement of the employees. The internal communication of Abraj company have all the
characteristics of a constant data flow. Employers must export their emotion and consideration
about satisfaction as well as loyalty. The critical sharing of information and administrative
management could improve the communication trend. A good working environment would
provide the low productivity and poor professional performance. The association of employer
and employees is the accepted subjective behavioral part to resist the communication gaps within
HRM. The trust attracted the attention of academic and business circles and easily become a
problem area for scientific research. The relationships among employers and field employees
constructs the basic system for the UAE to avoid harm and strengthen their faith in relations.
Different issues are critically found as per the literature review of this research. The
findings are elaborated in the followings:

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CHAPTER TWO: LITERATURE REVIEWCHAPTER TWO: LITERATURE
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Despite the communication gaps, the importance of hierarchical enhancement of trust for
enterprise development and financial improvement are recognized within the HRM of Abraj
energy company. The issues regarding trust between pioneer and employees are obligated
nationally. Communication theory is an integral aspect of management theory that has
experienced various stages and personal preferences of communication processes. The lack of
communication by e-mails, telephones or direct conversion are the significant causes of
misunderstanding and fall of performance. The communication improvement and guidance
analyze the participation of the employers and effective dealing. The organizational internal trust
is essential for the prosperity of developing organization. Proper training could eliminate the
issues regarding verbal interaction. The exchange of message could uplift the organizational gaps
also. However, focus on target and their strong contrasts with emotions may undermine the
general understanding.
All the causes of organizational communication gaps are found significant to cause the
identified significant cause. Similarly, all the identified causes are found significant with respect
to proven best practices. The undertaken ways to bridge the gaps between field employees and
office employees are significantly associated to the recommended ways to fulfil the
communication gap. Also, the best practices have highly correlation with the ways to bridge the
gap between head office employees and field employees. The identified communication gap
within HRM has significant effect on the bridging the gap between head office employee and
field employee to raise legal and political awareness. The best practice associated to
communications in other different companies relies upon the bridging of gap between head
office employee and field employee as per policies and legal awareness. The research objectives
are found completely fulfilled while the communication gaps within HRM of Abraj Energy

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Services company are found, best practice related to communications in other various companies
in the same field are identified and the bridging of gap between head office employees and field
employees are executed. Finally, in the recommendation section, the recommendations and
solutions for the problems facing communication gap within HRM in Abraj are suggested.
5.1.2 Conclusion
It is a notable fact that the link between the aces theory of post and telecommunication is
based on the UAE culture. The familiar system develops the strength, regulatory framework and
authoritative feedback rapidly. The data analysis executed in this study shows that lack of
honesty and trust, cleanliness, respect and clarity, superb vocabulary, credibility and prejudices
are the causes of inter-organizational and intra-organizational communication gap. This causes
significantly occur the conceptual confusion in behavior of attitude, theoretical argument that
refer the absence of linkage or relationship, loosing of clients and confusion among employee
and employer, absence of high performance work practices of the employees and absence of
significant personal character and leadership skills of the employees. The significantly proved
best practice associated to communications in other various companies are the trust of
management, the advancement of technology, strong commonalities, effective financial
condition of the employees and decision-drivers that dictates proper decision-making. The
undertaken ways of bridging the gap between head office employees and field employees with
respect to legal and policy awareness are- decrease of communication differences, enhance the
process of co-monitoring, enhance the beneficial legal and worthy policies, decrease the
erroneous actions and decrease the command conflicts. The hierarchies particularly can promote
joint participation and co-operation, vibrant communication skills and enhanced staff recognition
very easily. The basic leadership, improved personality and cleanliness, improved performance

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CHAPTER TWO: LITERATURE REVIEWCHAPTER TWO: LITERATURE
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and improved delegacy are the prominent measure of reducing bad representation at the time of
communication. The discussion about assimilated effcet of all types of interaction gaps that are
communication gaps, test-technology gaps, inter-disciplinary technology gaps, organizational
gaps and cultural gaps are performed in this research.
5.2 Recommendation:
The probable suggestion and solutions for the problems facing the communication gap
within HRM could be the adoption of non-verbal and verbal cross-checking, understanding of
opposite spokesperson, improving the fluency of language and effective listening, enhancing the
quality of postures, gestures, expression and emotions and effective way to exchange the
information. The suggestion and solutions for the problems facing the communication gap within
HRM are related as per the communication gap within HRM as well as the best practice related
to communications in other different companies. All the foresaid suggestions must be improved
to grow the performance of the Abraj energy reducing the barriers of performance and
presentation.
Interpersonal trust and understanding including vertical and horizontal structural
dimension should be undertaken. Besides, the technology of communication and control over
information sharing should be focused. Interdisciplinary technological gaps must not be
resolved. Coordination of databases must be based on constant movement of the gap. The strong
communication skills must be adopted that would provide the importance of organizational
learning to enhance emotional intelligence that permit the organizations to share suitable
information. The speed network of e-mails, telephones and internet would grow the performance
level. Abraj should focus on the influence of emotional intelligence and the enthusiasm that can
hinder the effectiveness of business cycles of downward and upward movement. The

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CHAPTER TWO: LITERATURE REVIEWCHAPTER TWO: LITERATURE
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organizational communication gap could be eliminated by technical and cultural personality,
emotions and prejudices as well as customs.
5.3 Student Reflection:
The research variables and aspects, causes for communication gaps are not exactly same
for data analysis and literature re views. Besides, no information about address of the employees
has caused the literature gap. This segment of the chapter draws all the issues of the research and
fulfils the aim and objectivity. It is evident that the problems and causes of internal
communication in Abraj Energy company are hereby linked with the theory of management,
communication, improvement countermeasures, proposed solution and confirmation of
arguments in combination with actual situation of the enterprise.
5.4 Scope of Future Research:
The future research indicates that predictability of communication, improved personality,
enthusiasm and compensatory association are the fundamental communicating improvement
techniques. These factors are not properly discussed in this dissertation. These could be
elaborated in future researches. The cross-cultural communication within the individuals and
organizations decides the cultural backgrounds. The data analysis could not undertake the cross-
cultural communication. Not only inter-transformational but also intra-transformational model
must be properly developed in future researches. In future, these could be taken into
consideration.

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References:
Bowen, H.P., 2012. Testing moderating hypotheses in limited dependent variable and other
nonlinear models: Secondary versus total interactions. Journal of Management, 38(3), pp.860-
889.
Braun, V., Clarke, V. and Terry, G., 2014. Thematic analysis. Qual Res Clin Health Psychol, 24,
pp.95-114.
Englander, M., 2012. The interview: Data collection in descriptive phenomenological human
scientific research. Journal of phenomenological psychology, 43(1), pp.13-35.
Finfgeld-Connett, D. and Johnson, E.D., 2018. Data Collection and Sampling. In A Guide to
Qualitative Meta-synthesis (pp. 18-30). Routledge.
Habibi, A., Sarafrazi, A. and Izadyar, S., 2014. Delphi technique theoretical framework in
qualitative research. The International Journal of Engineering and Science, 3(4), pp.8-13.
Jackson, S.L., 2015. Research methods and statistics: A critical thinking approach. Cengage
Learning.
Johnston, A., 2014. Rigour in research: theory in the research approach. European Business
Review, 26(3), pp.206-217.
Kono, N., 2012. Ethics in research. The Encyclopedia of Applied Linguistics.
Landers, R., 2015. Computing Intraclass Correlations (ICC) as Estimates of Interrater Reliability
in SPSS.
Lewis, S., 2015. Qualitative inquiry and research design: Choosing among five
approaches. Health promotion practice, 16(4), pp.473-475.
Mackey, A. and Gass, S.M., 2015. Second language research: Methodology and design.
Routledge.
Meyers, L.S., Gamst, G. and Guarino, A.J., 2016. Applied multivariate research: Design and
interpretation. Sage publications.

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Neuman, W.L., 2013. Social research methods: Qualitative and quantitative approaches.
Pearson education.
Nikulin, M.S., 2009. STATISTICAL TESTING OF HYPOTHESES. PROBABILITY AND
STATISTICS-Volume II: Probabilistic Models and Methods Foundations of Statistics, 2, p.307.
Palinkas, L.A., Horwitz, S.M., Green, C.A., Wisdom, J.P., Duan, N. and Hoagwood, K., 2015.
Purposeful sampling for qualitative data collection and analysis in mixed method implementation
research. Administration and Policy in Mental Health and Mental Health Services
Research, 42(5), pp.533-544.
Robinson, O.C., 2014. Sampling in interview-based qualitative research: A theoretical and
practical guide. Qualitative research in psychology, 11(1), pp.25-41.
Smith, J.A. ed., 2015. Qualitative psychology: A practical guide to research methods. Sage.
Stamatakis, E., Davis, M., Stathi, A. and Hamer, M., 2012. Associations between multiple
indicators of objectively-measured and self-reported sedentary behaviour and cardiometabolic
risk in older adults. Preventive medicine, 54(1), pp.82-87.
Treiman, D.J., 2014. Quantitative data analysis: Doing social research to test ideas. John Wiley
& Sons.
Xu, W., Hou, Y., Hung, Y.S. and Zou, Y., 2013. A comparative analysis of Spearman's rho and
Kendall's tau in normal and contaminated normal models. Signal Processing, 93(1), pp.261-276.

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Appendix:
Questionnaire for Quantitative Analysis:
Q1. What is your gender?
Ans: Male (1) and Female (2)
Q2. What is your age-group?
Ans: 18-27 years (1), 28-37 years (2), 38-47 years (3), 48-57 years (4), more than 58 years (5).
Q3. What is your designation?
Ans: Business developer (1), Mechanic (2), Executive in SCM (3), Constructor (4), Management
(5).
The causes of communication gap within HRM
Q4. Lack of honesty and trust
Ans: Strongly disagree (1), Disagree (2), Neutral (3), Agree (4) and Strongly agree (5).
Q5. Lack of cleanliness
Ans: Strongly disagree (1), Disagree (2), Neutral (3), Agree (4) and Strongly agree (5).
Q6. Lack of respect and clarity
Ans: Strongly disagree (1), Disagree (2), Neutral (3), Agree (4) and Strongly agree (5).
Q7. Lack of superb vocabulary
Ans: Strongly disagree (1), Disagree (2), Neutral (3), Agree (4) and Strongly agree (5).
Q8. Lack of credibility and prejudices
Ans: Strongly disagree (1), Disagree (2), Neutral (3), Agree (4) and Strongly agree (5).
The communication gap within HRM

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Q9. Conceptual confusion in the behaviour of attitude
Ans: Strongly disagree (1), Disagree (2), Neutral (3), Agree (4) and Strongly agree (5).
Q10. Theoretical argument that indicate the absence of linkage or relationship
Ans: Strongly disagree (1), Disagree (2), Neutral (3), Agree (4) and Strongly agree (5).
Q11. Loosing of clients and confusion among employer and employee
Ans: Strongly disagree (1), Disagree (2), Neutral (3), Agree (4) and Strongly agree (5).
Q12. No evidence of high performance work practices (HPWP) of the employees
Ans: Strongly disagree (1), Disagree (2), Neutral (3), Agree (4) and Strongly agree (5).
Q13. No evidence of significant personal character and leadership skills of the employees
Ans: Strongly disagree (1), Disagree (2), Neutral (3), Agree (4) and Strongly agree (5).
The best practice related to communications in other different companies
Q14. The trust of management
Ans: Strongly disagree (1), Disagree (2), Neutral (3), Agree (4) and Strongly agree (5).
Q15. The advancement of technology
Ans: Strongly disagree (1), Disagree (2), Neutral (3), Agree (4) and Strongly agree (5).
Q16. The strong commonalities
Ans: Strongly disagree (1), Disagree (2), Neutral (3), Agree (4) and Strongly agree (5).
Q17. The effective financial condition of the employees
Ans: Strongly disagree (1), Disagree (2), Neutral (3), Agree (4) and Strongly agree (5).
Q18. The decision drivers
Ans: Strongly disagree (1), Disagree (2), Neutral (3), Agree (4) and Strongly agree (5).

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CHAPTER TWO: LITERATURE REVIEWCHAPTER TWO: LITERATURE
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Bridging the gap between Head Office Employee and Field Employee and raise legal, policies
awareness
Q19. Enhance communication differences
Ans: Strongly disagree (1), Disagree (2), Neutral (3), Agree (4) and Strongly agree (5).
Q20. Enhance the process of co-monitoring
Ans: Strongly disagree (1), Disagree (2), Neutral (3), Agree (4) and Strongly agree (5).
Q21. Enhance the beneficial legal and worthy policies
Ans: Strongly disagree (1), Disagree (2), Neutral (3), Agree (4) and Strongly agree (5).
Q22. Decrease the erroneous actions
Ans: Strongly disagree (1), Disagree (2), Neutral (3), Agree (4) and Strongly agree (5).
Q23. Decrease the command conflicts
Ans: Strongly disagree (1), Disagree (2), Neutral (3), Agree (4) and Strongly agree (5).
Suggestion and solutions for the problems facing the communication gap within HRM
Q24. Adopt verbal and non-verbal crosschecking
Ans: Strongly disagree (1), Disagree (2), Neutral (3), Agree (4) and Strongly agree (5).
Q25. Understanding the opposite spokesperson
Ans: Strongly disagree (1), Disagree (2), Neutral (3), Agree (4) and Strongly agree (5).
Q26. Improving the fluency of language and effective listening
Ans: Strongly disagree (1), Disagree (2), Neutral (3), Agree (4) and Strongly agree (5).
Q27. Enhance the quality of postures, gestures, expression and emotions
Ans: Strongly disagree (1), Disagree (2), Neutral (3), Agree (4) and Strongly agree (5).

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Q28. Effective way to exchange the information
Ans: Strongly disagree (1), Disagree (2), Neutral (3), Agree (4) and Strongly agree (5).
Questionnaire and responses of Qualitative Analysis:

Running Head: MARKETING RESEARCH
Question
s
Respond
er1
Respond
er2
Respond
er3
Respond
er4
Responder5 Respond
er6
Respond
er7
Respond
er8
Responde
r9
In which
departme
nt you are
from?
Business
Develop
ment
Maintena
nce/
Mechanic
al
Departme
nt/ Rig
305
Cementin
g
Supply
chain
departme
nt.
Drilling Department Drilling
Rig 105
HSE HR
departme
nt
Business
Developm
ent
Accordin
g to you,
how
important
is the
relationsh
ip
between
Head
Office
Internal
communi
cation is
the key to
running
successful
operation
s due to
Quite
important
as the
Field
depend
most of
the time
on the
Head
office for
It is good
for
running
the
business
smoothly,
with high
quality
It is very
important
to have a
cordial
relations
hip as
this
would
Very important to
have good
relationship/commu
nication/team work.
It’s very
important
to be
strong
relations
hip
Field
Employe
e
The
relations
hip
should be
stable to
complete
each
other
This
relation is
very
important
as they
are our
hands and
eyes on
fields

1MARKETING RESEARCH
Employee
and Field
Employee
?
the
remote
locations
of the rigs
guiding
and
advising
and
confirmin
g required
actions,
also
concernin
g
providing
spare
parts
and keep
improve
solutions
improve
any gap
in
communi
cation
What type
of
communi
cation is
used in
Abraj
Energy
Services
company,
Email and
telephone
are the
main
tools but
the
company
Communi
cation is
through
mails and
conferenc
e calls
and direct
calls and
72 hours
Phones,
Emails
and
AlMajilis
Mostly
by email
Both type The
Phone,
Email &
on line
communi
cation
( AL
Both Mail,
Face to
Face and
Phone
Telephone
and
Emails

2MARKETING RESEARCH
visible
and
communi
cative?
is very
good at
communi
cating key
informati
on to field
employee
s through
regular
visits
including
MSV
audit.
planning Majlis)
What is
the level
with
which
This is an
area
where I
Sharing
informati
on is
according
High
level
since
Medium
level
High level High
level
Communi
cative –
Emails
Very
good
They
share the
informatio
n which

3MARKETING RESEARCH
superviso
rs in
Abraj
Energy
Services
company
share
important
informati
on within
the
office?
feel we
are poor,
communi
cations
internally
between
teams
needs to
be
improved
to break
the silo
mentality
that
exists.
to the
criticality
of the
status as
most of
times we
share with
the FDS,
DS, PME,
however
if
somethin
g more
critical
we share
up to
maintena
nce
Superinte
nded,
operation
manager
superviso
rs
reflecting
the
company
on the
fields
therefore
they
sharing
good
ideas
need to be
shared
and they
kept the
confidenti
al
informatio
n as
confidenti
al

4MARKETING RESEARCH
and
maintena
nce
manager
Accordin
g to you
what is
the level
to which
Field
Employee
are able
to provide
input to
the
organizati
on?
I feel that
there
should be
more
engageme
nt with
field
employee
s in
decision
making in
the
company.
Too often
Each
single
Field
Employee
are able
to do so
through
many
ways ,and
the least
one is by
stop card
system
which is a
powerful
and
effective
way for
Superviso
rs can
give new
ideas and
solutions
to
develop
QHSE
based on
their
experienc
e
The level
should be
accessibl
e to all
field
employee
s to be
able to
provide
their
input to
the
organizat
Low level The
employee
received
& send
the
correct
informati
on
Field
employee
s are
communi
cating
through
their
superviso
rs. Also
when
there is
Office
DS
meetings
He can
do more
than his
job
descripti
on
They are
the core
employee
in Abraj.
They are
the direct
many
maker.
With their
recommen
dation and
suggestio
n we can
improve
the
current
asset

5MARKETING RESEARCH
head
office
implemen
ts changes
with no
consultati
on
leading to
reluctance
. This
could be
improved
with more
engageme
nt in
advance
so that
inputs and
improvem
ent,
another
way is
through
morning
meetings ,
NCA and
72 hours
meetings
along
with the
mails and
calls and
SAP
program
itself
ion then
directly
communi
cate and
provide
inputs.

6MARKETING RESEARCH
field
employee
s feel
ownershi
p of the
change.
Do
suggestio
ns,
opinions,
thoughts
of Field
Employee
listened
and acted
on?
Not at all
times, this
could be
improved.
Yes they
are, and
many
evident
can prove
that, as in
most of
times we
take
Pictures
before
and after
showing
Most of
the time
YES
They are
listened
to and
considere
d for
appropria
te action,
although
the
duration
for action
differs,
dependin
Not sure Sometim
e yes
Yes they
are
listened
and acted
upon.
Some of
them
Not in all
departmen
t. Most of
their
suggestio
n are not
listened
special
when its
came to
HR

7MARKETING RESEARCH
what
improvem
ent has
been done
after
getting
confirmat
ion from
Head
office
g on the
kind of
suggestio
ns and
opinion
made
Do you
feel that it
is
managem
ent’s
responsibi
lity to
create
positive
work
environm
ent?
100% and
as a rule I
feel that
this is the
case
Yes in the
first
place,
however
also it is
the field
employee
s
responsibi
lity as
well by
reducing
All
employee
s should
be
responsib
le about
their job
and tasks
This will
I feel it is
every
employee
’s
responsib
ility but
the
managem
ent can
It is all employee
responsibility
Yes Yes Off
Course
Its two
way
relation. It
should
come
through
managem
ent by the
feedback
of their
subordinat
e

8MARKETING RESEARCH
stresses
and
supportin
g and
backing
up each
other
lead to
positive
work
environm
ent
contribut
e by
encourag
ing and
providing
incentive
s.
In a
company
filled with
a number
of
different
departme
nts being
involved,
do you
think that
the
Too
often,
people are
unaware
of
decisions
made
until they
are
implemen
ted.
Don’t
think so,
as all
informati
on are
being
implemen
ted and
tracked
by
managem
ent and
I think
this is
rarely
happen
because
we have a
good
communi
cation
I don’t
think it
gets lost
so far all
concerne
d people/
departme
nts are
copied in
Yes sometimes Yes
sometime
s
Yes
sometime
s it
happens.
If the
channel
of
communi
cation is
organised
so will
not lost
any
informati
on
normally
not on
Abraj
Energy
Services
SAOC

9MARKETING RESEARCH
informati
on that is
being
transferre
d from
the higher
hierarchie
s around
the office
often gets
lost
before
reaching
too many
of the
middle
people?
requestin
g
confirmat
ion from
all field
employee
s to
confirm
receiving
and
implemen
ting the
informati
on
system,
but we
have to
keep
following
.
the email
Is this due
to lack of
HRM
communi
cation &
Both, the
message
should be
clear so
If gaps
will exist,
I believe
it will be
for those
If there is
lost, this
maybe
because
No but
HRM
can
ensure
Yes it is Yes
HRM
have to
improve
Yes Maybe 200/200

10MARKETING RESEARCH
higher
level of
self-
involvem
ent?
that it is
understoo
d by all.
Individual
ly, people
could take
more
responsibi
lity but
sometime
s do not
know
where
informati
on can be
sourced.
reason
according
to the
criticality
of the
issue
concerned
of poor
personal
following
.
that
informati
on
reaches
the
appropria
te level
the way
to bass
all
informati
on to
employee

11MARKETING RESEARCH
Do you
think field
people are
unrespons
ive in
Abraj
Energy
Services
Company
?
In the
context of
field
operation
s no,
however
communi
cations
between
HO and
field are
often
ignored
until they
are
escalated
to senior
a\
managem
ent and
that leads
to
Field
Employee
s are
responsiv
e and that
can be
detected
from each
Rig chart
and KPI
and safety
history as
well as
implemen
ting all
NCA,
MOC,
and any
Bulletin
Defiantly
NO
I think
they are
responsiv
e and
give
feedback
when
needed
Not all of them
cannot judge
No No Little of
them
Not at all.
They take
care more
than
office
people

12MARKETING RESEARCH
frustratio
n.
What do
you think
direct
communi
cation
between
top
managem
ent and
non-desk
employee
s could
dramatica
lly
improve
Occasion
al town
hall
meetings
with all
employee
s where
senior
managem
ent get to
pass on
latest
news,
changes
etc. to the
It is very
important
for the
field
Employee
s to feel
there are
communi
cation
channels
and full
support
from the
head
office to
raise
improvem
ent in all
ways and
Of course
it
improve
I think
direct
communi
cation
can
improve
customer
experienc
e
Yes, it can be Agreed Frequent
site visits
by the
Office
employee
s
Off
course.
The
informati
on will
reach
very
clear
Not
responded

13MARKETING RESEARCH
the
customer
experienc
e?
whole
team at
one team,
also a
good
opportuni
ty for
employee
s to
directly
question
senior
managem
ent.
achieve
all goals
required
to raise
the Rig to
a higher
level
Accordin
g to you
Lack of
communi
cation
Though
the
communi
Usually
Communi
cation
I think
the gap is
limited,
Communication
between HR team
and field team good
Sometim
e poor in
One
sided
Some of
them
don’t
There is
no

14MARKETING RESEARCH
what are
the
communi
cation
gaps
between
Head
Office
Employee
and Field
Employee
in Abraj
Energy
Services
Company
?
tends to
be from
the site to
HO due
to
operation
s and
poor
access to
email etc.
cations
channels
are well
known to
both sides
,however
,miss
communi
cation or
gaps still
can be
exist and
that could
happen on
concentra
ting on
some
points
more than
the others
so some
issues
between
mangers
and focal
points
without
informing
all
superviso
rs.
because
all head
office
employee
s are
accessibl
e by
email
and
telephone
which
bridges
the
barrier of
distance.
but require more
improvement
the
internet
system /
ignoring
the
Emails
informati
on flow is
too large
to be
appropria
tely
handled
at site by
few who
are
already
involved
physicall
y in the
operation
.
know
how to
use the
mail
schedule
meeting
or
engageme
nt with
field staff
in Abraj
head
office.
No
Training
courses in
leadership
or self-
improvem
ent.

15MARKETING RESEARCH
may got
neglected
or ignored
,and this
depends
on the
capability
of each
employee
in
superviso
r position
How it
can be
resolved?
It cannot
be easily
resolved
as
operation
s will
always
take
There is
always
improvem
ent and
working
on that
point and
gap,
I think all
informati
on should
be circle
to all
field
superviso
rs’ not
Other
communi
cation
avenues
can be
provided
for better
communi
cation
and
Good
communication and
work as a team
Improve
the
internet
power in
the
company
/ make
sure to
The
informati
on flow
can be
streamlin
ed /
controlle
d through
We can
teach
them in a
group
and
encourag
e them to
use it
Fix
different
schedule
to meet
field staff
in Head
Office.
More site

16MARKETING RESEARCH
priority. however
it depends
on the
persisting
for
following
up and
tracing
from the
head
office
employee
s and we
have
noticed
great
improvem
only focal
points
interactio
n like use
of social
media
applicati
ons
read all
informati
on &
bass to
crew
a focal
person at
the head
office.
visit with
clear
program
to head
office
staff.
Improve
training
material
and focus
in
improving
staff skills
not only
mandator
y safety

17MARKETING RESEARCH
ent
through
the last
year and
still going
on
courses.
Indirectly
involve
staff field
in some
suggestio
n.
Create
access to
Abraj
head
office for
field key
personal