A CASE STUDY ON

WORKPLACE
COMMUNICATION

Submitted by:
Bikash Sharma

in partial fulfilment of
Master's in Development Communication (MDC)
st
1 Semester, College of Journalism and Mass Communication
Table of Content

1
Background
One morning in November 2012, Gozazi Oil and Gas Company Limited, became
cold like a graveyard. At about 9:00am, some employees carrying placards with
different messages walked towards the main entrance. Some of the messages
read: ‘No to oppression’; ‘enough of low pay’; ‘say no to discrimination’.
Customers were denied access into the company premises. Meanwhile, a
meeting of top management was holding as this strike action was going on.
Various news media captured the event the following day. The purpose of this
essay is twofold. First, is to identify the factors that caused the communication
breakdown between management and labour union. In subsequent paragraphs,
this essay will analyse these factors using theories and models of
organisational communication. Second, to propose strategies to avert the
occurrence of issues of this nature in future. It will also focus on the ethical
communication issues involved, and finally proffer some solutions. Additionally,
psychological fields such as organisational communication audit, positive
psychology, and organisational decision-making process will be employed.
Other psychological fields that will also be referred to in this work will include
Adlerian Psychology (AP) and Appreciative Inquiry (AI).

Introduction
To start with, three facts finding communication audit techniques were
employed namely: Interpersonal interview, structured questionnaires and focus
group discussion. The finding revealed the following: First of all, these
categories of employees are the lowest cadres of workers in the oil and gas
industry. The highest academic qualification among them is Ordinary National
Diploma (OND). Secondly, their proficiency in the use of English is poor. As a
result, only a few have access to the company’s email and intranet service. For
this cadre of staff, the motive of management engagement sessions is to
inform and not for the purpose of deliberations. Though they ‘turn the valves’
that enables the flow of oil and gas, and convey the refined products to their
final destination, they are often marginalised. Third and lastly, the company

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hires some of the employees directly, while service contractors provide others.
Those directly hired by the company are managed by the company’s Human
Resources team, and are remunerated in accordance with the company’s
remuneration scheme. For those under service contracts, albeit the company
have a fair rate for remunerations that are paid by the service contractors,
other juicy bonuses and incentives enjoyed by direct hired workers are not
included.

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

casual workers, contract staff and service contract. The display of various
categories of identity cards (ID) by staffs, is one easily noticeable thing within
the company’s premises before this incident. In essence, this shows that the
perception of discrimination in the workplace is a fair judgement from their
angle. According to Bowling and Beehr (2006), physical and psychological
aggressions in the workplace results mostly from perceived harassment. In
agreement with this, the categorisation of ID cards can be seen as a form of
harassment. Fundamentally, their agitation against discriminatory
remuneration and work condition can be inferred from Krumboltz’s (1979, cited
in Krumboltz, 2009) social learning theory, which posits that people compare
their output, proficiencies, and capabilities against some standards as a
measure of their competence and worth. Hence it can be argued that these
employees want a comparative recognition because they see their outputs as
competitive with other employees who earn better recognition within the
organisation.

Under the above circumstances, four implications are currently evident. The
first is legal, as many see the company’s position on remuneration being
against the 1951 law of Equal Remuneration Convention of the International
Labour Organisations (ILO, 1951). It is believed that the reason for
discriminations in the workplace is the flaw in the Nigerian constitutional labour
laws (Danesi, 2012; Aturu, 2010), and this strike action could be seen as
enlightening the public on workplace discriminatory remuneration and
condition of service. Consequently, there is a tendency that the company will
have litigations to settle if this case goes to court, and this could run into

3
thousands of dollars from loss of working hours, delays in delivery fines, and
the cost of hiring new employees should many decide to resign. For instance,
workplace conflicts have been found to cost up to 50,000 Euros per company in
Germany (KPMG 2009, cited in Kals, Thiel, & Freund 2016), and as much as
27,000 Euros per company in Netherlands (Euwema et al., 2007, cited in Kals,
Thiel, & Freund 2016).

Again, there is a social implication from this agitation. Their roles put them on
the forefront of publicity, because they interact with the customers more often,
and the public can easily feel the impact of their agitations. A third implication
is on the economy; because of the possibility of a nationwide strike action
should the national body join the local union. This will no doubt lead to the
absence of fuel and gas for vehicles, generators, gas turbines and other
domestic use, and can ground the Nigerian economy for days. Finally, a fourth
implication is the negative impact on the company’s reputation. Since this
incident went public, it is already generating unfavourable press image for the
company.

From the above analysis, instituting effective organisational communication is

imminent going forward. The company under investigation operates the
hierarchical type of leadership structure, and this defines the communication
pattern (Yildirim, 2014). Research has shown that channels of communication
within an organisation are derived from where communication is needed – such
as among employees within the business, customers and clients, vendors and
distributors, and engagement with government regulatory bodies (Miller,
2015). It is reasonable to assume that for a big organisation as Gozazi with its
multifunctional departments, there is the likelihood that employees will be
dissatisfied with the existing communication pattern, hence the current
disagreement. This agrees with Harrison’s (2014) report that, in larger
organisations some employees are often kept in the dark about company
decisions.

Further investigations carried out revealed the following models of

communication within this organisation. First is the Linear Model of
Communication due to the hierarchical leadership structure discussed earlier
(Widhiastuti, 2012). Another model easily seen is the Interactive

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Communication Model (Jones & George, 2016). Though, it has a feedback loop,
this model is only visible within those who have access to email and telephone.
It has been argued that the linear and interactive models do not address
communication complexities in 21st century organisations (Miller, 2015).

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

Transactional Model of Communication, which is also used during management
feedback sessions. As stated earlier, the employees are often not so opportune
to engage top management on issues that borders them because of the
hierarchy reporting structure in place. In support of this statement, Widhiastuti
(2012) reports that the role of bureaucracies affects the flow of information in
hierarchical organisational structure. Even in the perceivable management
briefing sessions, there is the possibility of interference because the feedback
is simultaneous (Jones & George, 2016). Employees have also been angered in
such sessions with many walking out of the discussion (Widhiastuti, 2012).

Furthermore, the following three communication barriers as explained in

Mclean and Moman (2012) can be adjudged as factors that have undermined
the flow of messages from top to bottom. First, semantic barriers are related to
misunderstandings from the use of language in communication (Miller, 2015).
Earlier it was stated that their use of English is poor. Second, Physical barriers
leads to communication disconnect, because of the hierarchy structure - hence
decision from top management does not get to the bottom objectively. Third,
Psychological barriers are evident as the workforce feel discriminated against.

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

components have influenced the communication process between top
management and . For instance, discrimination and bullying in the workplace
are often perceived from communication messages (Grubb et al., 2005, cited in
Bernstein, Penner, Clarke-Stewart & Roy 2011, p. 792). The first is that the use
of different ID cards has created an offensive discriminatory mind-set among
the staff. This is against the ethics of organisational communication that states
that the conveyed message should not be seen as offensive by the receiver
(Kishore & Pius, 2015). The second ethical issue is the perceived discriminatory
messages that have severed the relationship between management and

5
employees. Communication ethics ensures that messages create harmony and
relationships (mclean & Moman, 2012).

Thirdly, it is not ethical to withhold vital information (Kishore & Pius, 2015).
The hierarchical and complex nature of the company’s leadership structure
creates room for the possibility of withholding vital information, especially as it
relates to these categories of employees. Fourthly, communication ethics
advocates that communication should create a wellorganised value system
(mclean & Moman, 2012). From the foregoing discussion, discrimination cannot
be seen as an ethical value system. Fifth and lastly, information needed to be
accurate in order to convey the intended meaning of the message. Kishore and
Pius (2015, p. 11) posit that ‘truth’ is the end of communication. This cannot be
proven in the context under evaluation. Therefore, it seems appropriate for me
at this point to say that until management comes out with a communication
plan that is seen as inclusive, the belief will always be that the information
passed down by supervisors might not be authentic and true.

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

the communication process that this complain had followed using the forms of
communication which are visible in organisations, as explained in mclean and
Moman (2012): Individual workers perceived management messages and
actions as discriminatory (Intrapersonal Communication). Their intrapersonal
opinions were aired out as they discussed with one another (Interpersonal
Communication). As they met in groups these issues were further discussed
(Group Communication). Then, the leadership of the union addressed the
workers under the union (Public Communication) and finally, the union
members unanimously involved the press and news media to voice their
grievances (Mass Communication).

I also believe that the spread of rumour is one form of communication that
affected this organisation because of its ease of transmission, especially among
a workforce that perceives being discriminated against. In agreement with this,
Widhiastuti (2012) reports in a study conducted that rumour, which was
referred to in the study as ‘grapevine communication,’ is easily transmitted and
faster than other forms of communication. Also, Kreitner and Kinicki (2001,

6
cited in Widhiastut, 2012) report that most employees rely on rumours to
gather most of their information on the decisions of the organisation.

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

company should stop communicating discriminative messages. I believe this
will help to reduce the negative emotional behaviours that these workers
displays at the sight of the differences in employee ID cards, for instance. This
is the first goal of positive psychology, and it is aimed at building thriving and
flourishing relationships in the workplace (Seligman & Csikszentmihalyi 2000,
cited in Fredrickson 2001). In effect, this workplace communication can benefit
from ‘Positive Psychology’ field of research if management decisionmaking
process is aimed at ensuring that employees are positively motivated to feel
happy. Positive psychology and ethical decision making strategies enhances
workplace communication by putting the employee first (Sheldon &
Lyubomirsky, 2006).

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

employed. Oliveira (2007) explained four ethical decision-making models
namely: First, Descriptive model focuses on how individual cognitive ability
affect their decision making process; Second, Normative model focuses on how
a particular set of alternatives are employed in the decision making process
(Goodwin & Wright 1998, cited in Oliveira 2007); Third, Rational model is
simply seen as the compatibility between choice and value by ranking various
alternatives; Fourth, Psychological model posits that people’s belief and values
affects their information gathering process, and therefore how they process
and interpret information. In my opinion, these models are interwoven and they
also points out where communication barriers will likely emerge as seen earlier.
Once the ethical rules of communication are understood and adhered to,
individual’s cognitive influence, and belief and value system will play minimal
role in the decision making process, and management communication will be
devoid of ethical bias. This is corroborated in Oliveira (2007), where it is said
that decision-making process is specifically a reaction to current realities in the
environment and ensuring that the process is free from ethical implications. I
tend to agree that this would set the stage on how positive psychology is
administered to motivate the workforce.

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 Comparatively, while positive psychology can enhance the trust between
management and employees as their relationship develops (Sperry, 2007), an
ethical decision making process is practically an offshoot of an already existing
cordial relationship. It is important to also take learning from Adlerian
Psychology – a field of psychology which have argued that humans have five
main tasks in life: love, occupation, society, self-development, and spiritual
development (Sharf, 2012). How positive psychology and ethical
decisionmaking enables employees to fulfil these tasks is important. According
to Adlerian’s assumptions, motivation is achieved as employees strive for
recognition and significance within the organisation (Green, 2012). I am of the
opinion that this seems to be the arguments of several motivational theories.
For instance, Maslow’s hierarchy of needs theorised that humans fulfils each of
the five needs he identified in a successive order as follows – Physiological,
Safety, Love, Self-Esteem, and Self-actualization (Spector, 2012). Though this
have been argued against with the reason that humans do not actually fulfil
these needs in the above successive order (Wahba & Bridwell 1976, cited in
King-Hill, 2015), Maslow indeed showed that humans thrive in relationships to
fulfil certain needs in life. Also, the ‘Hawthorne Studies’ in the US (1924-1932)
has shown that apart from remuneration, workplace motivation is also
dependent on employees’ attitudes towards their job (Lindner 1998, cited in
Kuranchie-Mensah & Amponsah-Tawiah 2015). The above propositions will be
useful in how the company establishes its communication plans going forward.

Taking the above into perspective, Positive Psychology can be useful to this
organization in the following ways. Firstly, the workplace should encourage the
creation of positive emotions by making all employees feel important.
Fredrickson (2001) identified the following ten positive emotions: love, joy,
gratitude, serenity, interest, hope, pride, amusement, inspiration and awe. One
way this can be achieved is by harmonising staff ID cards. Secondly, I am of the
opinion that building and maintaining strong labour relations is dependent on
the feeling in people that they are seen as important. Study evidence by
Huettermann, Doering, and Boerner (2017) support that individuals are either
active, reactive or withdraw from the ‘team identification’ process depending
on how accepted they feel. Thirdly, since positive emotions grow through
cultivation (Seligman, 2004), I propose that career growth should be mapped

8
out for these employees so that they would own their own developments with a
display of optimism towards life. This is in agreement with Seligman (2004)
position that optimism towards life is a core strength that individuals must
develop to achieve a state of wellbeing. In my view, management must see
the process of communicating decisions as win-win. According to Nelson-
Zlukpo (2014), the goals of communication include: to be heard, to be in
control, to win or convince others, to build rapport, and to solve a problem. In
the case at hand, the goals of whatever decision that is communicated should
be the last two namely: to build rapport, and problem solving. However, in
most organisations the aim of communication is on the first three goals: either
to be heard or vent management dissatisfaction; to inform the workforce why
management is right and in control; or to win employees so they could identify
with management steer (Nelson-Zlukpo, 2014). It is also my belief that
management that toe the first three goals of communication above would be
adamant to employee concerns. Zentall and Crowley (2013) posits that
decisions should foresee the implications on the positive emotions of workers in
the long run. I completely agree with their position. This is because positive
emotions are not static, but are cultivated over time (Fredrickson, 2001).

Evidently, research has also shown that decision communication styles

include: ‘Aggressive and Urgent’, ‘Emotional and Manipulative’, ‘Avoidant and
Appeasing’, ‘Direct and Clear’, ‘Proactive and Assertive’, and ‘Partnering and
Problem solving’ (Nelson-Zlukpo, 2014). I suggest the implementation of the
last three sets in this case study, that is: ‘Direct and Clear’; ‘Proactive and
Assertive’; ‘Partnering and Problem solving’. To me, these three styles reflect
the ethics of organisational communication discussed earlier. They also support
the overall goals of ethical decision-making process as it relates to justice,
moral duty towards others and respect for others (Kishore & Pius, 2015).

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

centred on restructuring work to enhance productivity and flow, and workers
should be encouraged to be more open-minded when contributing to the
decision making process. Hence, in communicating management decisions,
care should be taking not to be perceived as inconsistent. In support of this
position, Mehrabian and Ferris (1967) report that when the tone of

9
communication is not in agreement with the facial expression, the receiver
tends to believe the message is inconsistent and double binding.

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

assist in identifying what has gone wrong in this organisation. AI is more of an
appreciation and the celebration of diversity, nurturing relations and creating
shared responsibility in the workplace, hence paving the way for
communication. With AI, the voice of those affected by management decisions
are heard first and included in the final decision (Cooperrider, & Avital, 2005). I
believe that AI will affect decision-making positively because it focuses on
creating a sense of ownership among the workforce. In addition, a field of
workplace behavioural psychological research known as, Family Supportive
Supervisor Behaviours (FSSB) will also find usefulness in providing solution in
this case study. It encourages employees to value and respect one another,
and helping to reduce physical and psychological aggressions that impacts
employees’ wellbeing (Yragui, Demsky, Hammer, Dyck, & Neradilek, 2017). In
my opinion, Positive Psychology can be implemented side by side with AI and
FSSB, in encouraging employees to have a holistic sense of engagement and
ownership.

Additionally, communicating decisions requires a suitable communication

media choice. This will assist in communicating effectively to all employees,
based on the level of social presence and media richness expected (Robert &
Dennis, 2005). According to Kraut, et al. (1990, cited in Flepp, et al. 2017),
social presence is simply the feeling of having someone listen to one’s
conversation, and the bonding relationship expected. Our choice will be guided
using the chart in figure 1, as proposed in Robert and Dennis (2005).

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

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

tours and visit, and formal group meetings which are rich in both social
presence and media richness, should form the foundation of interaction for
effective and efficient labour relations, and possibility of increasing motivation.
In effect, between 80% and 90  % of all interpersonal interaction in the work
place is informal (Kraut et al. 1990, as cited in Flepp C. Et al., 2017) and deals
mostly with work related topics (von Bismarck et al. 1999, as cited in Flepp C.
Et al., 2017). Here, feedback is synchronous because, both the sender and
receiver are co-located (same place, same time) as seen in the lower left box of
the chart. The workers might own the decision(s) because it was a collective
resolve.

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

every employee, it has been reported that actively ‘engaged’ workforce
performs better because they feel motivated and equally activated (Reijseger,
Peeters, Taris, & Schaufeli, 2017). Employees’ active engagement increases

11
their emotional bond to the organisation and its goals’ (Kruse, 2012). It is my
candid opinion that communication sets the pace for active engagement in
organisations. In corroborating this position, Taylor (2006, as cited in Keyton
2011) said: “the modern organisation is a universe of endless talk, occurring
both simultaneously and successively.” Employees’ active engagement
includes mapping out a hybrid communication and ethical decision-making
framework based on the proposed solutions in this write-up. In conclusion, this
essay has identified the reasons behind the past impasse between workers and
the management of Gozazi. Using psychological theories and models, likely
communication barriers were identified, and solutions proffered. The way
forward depends on how positive psychology, and ethical decision-making
process and communication can help improve the bond of workplace relations
between management and staff. Owning to the influence of global advances in
communication technology and social networking platforms, organisations
must strive to continually bridge cross-cultural, cross-political, and cross-
professional boundaries to remain in business in this 21st century and beyond.

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