Employee Engagement and Communication Challenges Report

This report provides an analysis of organizational communication within a multinational consulting company, focusing on the impact of communication barriers on employee engagement and turnover. The report identifies language and cultural diversity as key barriers, leading to team conflicts and reduced employee involvement. It examines the application of the Shuck Employee Engagement Scale and the Utrecht Engagement Scale to assess employee engagement levels. The analysis reveals areas for improvement, highlighting the need for enhanced communication strategies to foster collaboration, employee satisfaction, and active participation in decision-making. The report concludes by emphasizing the importance of effective communication in driving employee engagement and organizational success, offering insights into overcoming communication challenges and promoting a more engaged workforce.

Running head: ORGANIZATIONAL COMMUNICATION
ORGANIZATIONAL COMMUNICATION
Name of the Student:
Name of the University:
Author Note:

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Employee Engagement:
Employee engagement refers to the extent to which the employees of an organization feel
involved with the conducts of the organization. The factor of employee engagement refers to the
relationship between the employees and the organization. This relationship includes both the
qualitative and the quantitative factor, referring to the nature of relationship and the extent of
employee involvement within the organizational conducts and the employee turnover factor of an
organization. According to the organizational analysts and the scholars, an engaged employee is
characterized by his or her roles, enthusiasm and his or her passion towards the organization and
the organizational conducts (Anitha, 2014). According to the scholars there is a positive
relationship between the organization and its employees, and according to the researchers the
relationship between the employees and the managers of the organization must be good in order
to ensure the quality of the production, as well as the position and the reputation of the
organization in the market. At the same time employee engagement refers to the promotion and
practice of the organizational values and the principle of the organization.
Now, in order to ensure an active participation and employee engagement it is important
for the organization to ensure an active communication process between the organizational
managers and the employees. The researchers have claimed that the organizational success
depends upon two factors, first, and effective communication system and an active participation
of the employee of the organization in the organizational processes and conducts as well as in the
decision making system of the organization. Further the researchers have mentioned that the
former factor influences and ensures the second one.

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Therefore, in the following assignment, the barriers to the communicational process in
the organization will be discovered. The considered organization is one of the most important
multinational consultancy company of the country. The organization has an exclusive niche in
the market, which now, however, is being affected because of the high rate of employee attrition
(Saks, & Gruman, 2014). Therefore, in the following essay, the barriers of communication will
be discussed, and in this notion, the factor which is affecting the employee turnover of the
organization will also be highlighted. At the same time, the employee engagement level of the
organization will also be analyzed.
Communication:
Communication is the most effective and powerful tool of an organization which
determines the success of the organization. The scholars and the organizational analysts have
claimed that the success factor of an organization is determined by the communicational
channels and programs of the organization. It increases the employee involvement and the
organizational performance (Velentzas, & Broni, 2014). However, there are certain factors which
effectively impacts upon the organizational communication. In the following the most important
factor that act as a barrier of communication will be discussed.
Barriers to Communication:
The considered multinational consulting organization is one of the most diversified
organization of the country. The country itself is much diversified with a major population
coming from china, and the other section coming from different parts of Asia. Therefore, the
employee base of the organization, is highly diversified. Now, according to the organizational
members, this particular factor of diversity is the prime factor contributing to the communication

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barrier. The members have stated that the organization is characterized with highly diversified
language group, which is effectively contributing to the language and cultural gap within the
organization, further leading to a communicational gap.
As the employees belong to the multi- linguist and multi- cultural background, therefore,
there is a language gap between the employees leading towards a communication gap.
Occasionally it could be found that the performances of the teams were affected and there was a
huge mismanagement between the members of the team. In such a situation, the organizational
members had decided to make teams with the employees belonging from the same or a similar
language group (Almutairi, 2015). Now, such a situation hard resulted into a different situations.
The mangers of the organization observed that each of the teams are performing well, and there
is no issues within the teams, however, there were then mismanagement and communication
group between the teams. A particular project is unusually handled and performed by a number
of teams and each of these teams are provided with different roles and responsibilities. Since,
there is a huge communication gap between the teams, therefore, there had been no professional
communication regarding the projects, in between these teams. More importantly, there had been
issues or conflicts between the teams (Chang, Hung, & Hsieh, 2014). According to the managers,
there is an extreme conflicting situation within the organizations, and these conflicting situations
became very difficult to manage.
The managers of the company stated that the employees were very hesitant in
communication among themselves. They had even tried to plan for events in order to involve all
the employees together, but even in these events, the employees kept to the people who belong to
their language group (Campbell, & Göritz, 2014). Further, such a situation had affected the
organizational conducts and the processes.

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Therefore, such communication gap impacted upon the employee engagement process.
Communication is the most important tool of an organization. An effective and active
communication between the employees would have resolved the team conflicts, more
importantly an active communication between the members of the teams as well as between the
teams would have developed an involvement of the employees within the team. An active
communication system would have developed employee satisfaction as well. An active and
effective communication system would ensure more involvement of the teams within the projects
and all the team members would have taken part in the decision making process (Jekat, &
Massey, 2018). Thus, an active communication system within the organization would have
ensured an active participation of the employees, thus increasing the employee engagement
within the system.
Employee Engagement Scale:
In the following, the evaluation of two employee engagement scale have been presented,
in order to provide a better understanding of the engagement of the team members within the
organizational processes.
Shuck Employee Engagement Scale:
This particular scale involves evaluation of the employee engagement at three levels,
cognitive, emotional, and behavioural. At the cognition level, the organizational employee
engagement has scored 16 out of 20, which refers that the mental energy of the employees
towards the organizational conducts are quite positive. At the emotional level, the organization
has scored only 14 out of 20, which refers that the willingness and the investment of emotional
level towards the organizational conducts among the employees are quite less. Lastly at the

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behavioural level, the organization has only scored 16 out of 20, which determines that
psychologically the employees are quite involved into the organizational conducts, however the
involvement and the intensity can be increased.
All in all, the organization has scored only 46 out of 60, and in order ensure an active
communication and utmost organizational performance it is important for the organization to
increase its score.
Utrecht Engagement Scale
This particular scale also evaluates the performance of the employees at three levels.
First, the vigour, which refers to the level of energy and the mental involvement of the
employees. Second, the dedication level, which refers to the efforts and the willingness of the
individuals. Lastly, the absorption factor, which determines the happiness and the satisfaction of
the employees, now according to the test result, the organization has only scored 4.33 out of 7,
which is an average result. Therefore, the organization immediately needs to increase the level of
employee engagement in order to ensure an active participation and to ensure organizational
gain.
Conclusion:
In the above discussion, a detailed understanding of employee engagement and the factor
of communication and the relation between employee involvement and communication has also
offered. At the same time the work has provided an understanding of the communicational
barrier which is affecting the communication as well as the employee involvement in the
considered organization. Further through proper measurement the level of employee engagement
of the organization gas been offered.

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References:
Almutairi, K. M. (2015). Culture and language differences as a barrier to provision of quality
care by the health workforce in Saudi Arabia. Saudi medical journal, 36(4), 425.
Anitha, J. (2014). Determinants of employee engagement and their impact on employee
performance. International journal of productivity and performance management.
Campbell, J. L., & Göritz, A. S. (2014). Culture corrupts! A qualitative study of organizational
culture in corrupt organizations. Journal of business ethics, 120(3), 291-311.
Chang, H. H., Hung, C. J., & Hsieh, H. W. (2014). Virtual teams: cultural adaptation,
communication quality, and interpersonal trust. Total Quality Management & Business
Excellence, 25(11-12), 1318-1335.
Jekat, S. J., & Massey, G. (2018). Barrier-free communication: methods and products:
proceedings of the 1st Swiss conference on barrier-free communication. In 1st Swiss
conference on barrier-free communication, Winterthur, 15-16 September 2017. ZHAW
Zürcher Hochschule für Angewandte Wissenschaften.
Saks, A. M., & Gruman, J. A. (2014). What do we really know about employee
engagement?. Human Resource Development Quarterly, 25(2), 155-182.
Velentzas, J. O. H. N., & Broni, G. (2014). Communication cycle: Definition, process, models
and examples. Recent advances in financial planning and product development, 117-131.