Effective Communication with Employees is Good for Business
With a stiff upper lip, Steve Job is sure to discourage many experts working for Apple from increasing their productivity and efficiency. What is more, these experts who have supported Apple in its success thus far may even be considering leaving their jobs. After all, effective employee communication is not only known to improve organizational performance but also satisfy workers enough to encourage them to stay on their jobs while consistently increasing their efficiency and productivity (Cook, 2004).
According to Abraham Maslow’s well-known need theory of motivation, a sense of belongingness is crucial before an individual, a team, or the organization as a whole may hope to reach the highest potential. This is the reason why effective communication with employees may increase organizational commitment by almost 18 percent, job satisfaction by nearly 23 percent, and satisfaction with communication by almost 50 percent (Carriere & Bourque, 2009).
Employees need to feel that they are respected, valued and trusted in their organization. Moreover, their self-worth requires for them to be listened to. While it is true that the employer’s foremost responsibility is to explain the organizational goals as well as the job to an employee, it is also a fact that employees may provide invaluable feedback and creative ideas to the employer.
Wherever creativity is thwarted and employees are made to feel that they are not important enough to be communicated with on a regular basis, the organization should expect an increase in turnover, absenteeism, customer dissatisfaction because of poor service provided by dissatisfied employees, high rates of defects in products, loss of focus on organizational goals, and lack of innovation (“Effective Communication in the Workplace,” 2008).
Successful organizations should consider all of their employees as part of a single group. Steve Jobs should actually consider himself the team leader of Apple’s employees, that is, its team members. According to Voight & Callaghan (2001), an effective team consists of a group of people with “shared vision, role clarity-acceptance, strong leadership, individual/team accountability, team identity, and open/honest communication” (p. 1).
Thus it is impossible to separate open and honest communication from the very definition of an effective team. After all, team members are individuals that work towards a common goal. Without sharing their unique ideas about various methods of efficiently achieving a goal, members of a team cannot be expected to work as productively as they would if they are absolutely comfortable with the idea of free and honest communication.