Improving Employee Trust and Engagement Through Effective Communication Techniques

BBA 2026, Organizational Communication 1
Course Learning Outcomes for Unit IV
Upon completion of this unit, students should be able to:
3. Explain communication techniques that improve employee
trust and engagement.
3.1. Explain why communication is essential in an organization
3.2. Explain types of situations where specific communication
techniques would be most
effective.
Reading Assignment
In order to access the following resources, click the links
below:
Asencio, H., & Mujkic, E. (2016). Leadership behaviors and
trust in leaders: Evidence from the U.S. federal
government. Public Administration Quarterly, 40(1), 156-179.
Retrieved from
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earch.proquest.com.libraryresources.c
olumbiasouthern.edu/docview/1770073259?accountid=33337

Erdil, G. E., & Tanova, C. (2015). Do birds of a feather
communicate better? The cognitive style congruence
between managers and their employees and communication
satisfaction. Studia Psychologica, 57(3),
177-193. Retrieved from
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t=true&db=a9h&AN=110055805&site=ehost-live&scope=site
Course/Unit
Learning Outcomes
Learning Activity
3
Unit Lesson
Unit IV Presentation
Article: “Do birds of a feather communicate better?
The cognitive style congruence between managers and their
employees and communication satisfaction"
Article: “Managing on three planes"
Article: “Leadership behaviors and trust in leaders: Evidence
from the U.S.
federal government”
Article: “Communication provides foundation for being a best
place to work
Article: “Talk nerdy to me: The role of intellectual stimulation
in the supervisor

employee relationship”
Unit IV Essay
3.1
Unit Lesson
Article: “Do birds of a feather communicate better?
The cognitive style congruence between managers and their
employees and communication satisfaction"
Article: “Communication provides foundation for being a best
place to work”
Article: “Talk nerdy to me: The role of intellectual stimulation
in the supervisor
employee relationship”
Unit IV Essay
3.2
Unit Lesson
Article: “Leadership behaviors and trust in leaders: Evidence
from the U.S.
federal government”
Unit IV Essay
UNIT IV STUDY GUIDE
Improving Employee Trust and
Engagement Through
Communication Techniques

earch.proquest.com.libraryresources.columbiasouthern.edu/docv
iew/1770073259?accountid=33337
earch.ebscohost.com/login.aspx?direct=true&db=a9h&AN=1100
55805&site=ehost-live&scope=site
UNIT x STUDY GUIDE
Title
Mintzberg, H. (2010). Managing on three planes. Leader to
Leader, 2010(57), 29-33. Retrieved from
earch.ebscohost.com/login.aspx?direc
t=true&db=a9h&AN=51237063&site=ehost-live&scope=site
Skidmore-Williams, K. (2013). Communication provides
foundation for being a best place to work. Public
Manager, 42(2), 52-56. Retrieved from

Smothers, J., Doleh, R., Celuch, K., Peluchette, J., & Valadares,
K. (2016). Talk nerdy to me: The role of
intellectual stimulation in the supervisor-employee relationship.
Journal of Health and Human
Services Administration, 38(4), 478-508. Retrieved from
Click here to view the Unit IV Presentation.
Click here to view the Unit IV Presentation transcript.
Unit Lesson
Introduction
According to Henry Mintzberg (2010), managers engage in
multiple functions throughout the workday. Within
the organization, managers need to collect and convey
information, make decisions, and promote unity. All of
these functions are carried out through communication.
Mintzerg (2010) explains that managers have an
image of themselves as decision-makers, but their jobs entail
much more. Managers have to balance roles as
facilitators and analysts. They also have to create an effective
corporate culture.
Managers collect information through conversation, reports,
memos, phone calls, meetings, e-mail messages,

speeches, and videos, and managers distribute the information
along the same channels. Effective managers
utilize a wide variety of media and strategies to communicate.
As Mintzerg (2010) explains, managers need to
listen to employees at all levels of the organization, build a
strong group with people who care about the
company and its core values, and encourage employees to be
innovative.
In “Talk Nerdy to Me: The Role of Intellectual Stimulation in
the Supervisor-Employee Relationship,”
Smothers, Doleh, Celuch, Peluchette, and Valadares (2016)
describe how vital it is for managers to employ
communication techniques that improve employee performance.
If the employees trust the managers—if the
communication fosters engagement—then job performance and
the psychological well-being of the
employees will increase. The authors stress communication
transparency and leader integrity as key points.
Galip Erdil and Cem Tanova (2015) focus on employee
perception of trust and how managers communicate
in “Do Birds of a Feather Communicate Better? The Cognitive
Style Congruence Between Managers and
Their Employees and Communication Satisfaction.” The extent
to which employees feel that their managers
listen to them and respect their opinions influences the
employees’ feelings of trust toward the organization.
The style that the managers use to communicate to the
employees makes a difference in comprehension.
In all three articles, certain core ideas are highlighted:
communication, trust, and employee engagement. But,
how do all of these concepts work together? The focus of this
unit will be an in-depth examination of the
communication techniques managers in an organization can use

to improve employee trust and engagement.
In this unit, we will be revisiting terms and ideas first discussed
in Unit I and in Unit II. It may be helpful to
review the information.
Organizing Information to Fit the Audience, the Purpose, and
the Situation
In Unit I, the lesson focused on the sender, the channel, and the
receiver. The Unit I graphic showed that the
interaction moved in a straight line. In the units that followed,
concepts of feedback were introduced. The
https://online.columbiasouthern.edu/bbcswebdav/xid-
53427130_1
https://online.columbiasouthern.edu/bbcswebdav/xid-
53427151_1

UNIT x STUDY GUIDE
Title
graphic no longer moved in a straight line but, rather, looped
back onto itself as the sender “received”
information from his or her audience after the message had
traveled along the channel.
But, there is yet another step in the process—audience analysis.
When added to a graphic, it would appear
as shown below:
Audience Analysis
Preparation is required to effectively communicate messages to
employees so they understand the reasons
for a decision and also grasp how it affects them. In the very
first step of any type of communication, the
sender of the message needs to focus on who will be receiving
his or her words. This type of consideration
should occur for both written and verbal communication forms.
Some experts feel that this step needs to
occur even before the sender forms the idea for the message;
other experts believe this should happen
concurrently. In part, this depends on the sender’s perspective
toward the receivers; how essential is it to
know information about the employees in the organization?

Mintzberg (2010) believes that managers should
focus first on the people involved. It is a more nuanced
approach than beginning with the information and
requires reflection prior to action (sending the message). Erdil
and Tanova (2015) feel it is essential that the
sender be aware of the receiver’s cognitive style.
Acknowledging the way the receiver processes information
will improve satisfaction with the communication process. This
will also help to build a constructive
relationship between the two parties. Being proactive rather
than reactive in this regard will help to improve
communication and establish a more productive relationship
with the employees in an organization.
The sender needs to transcend his or her own perspective and
consider the needs/interests of the audience;
then, the sender should decide how to account for this in the
message. Certain questions, such as those
listed below, can assist in this step:
1. Which employees make up the audience? The message could
be constructed differently for
executives and technicians, for example.
2. If the message needs to be delivered to more than one person,
how do the people in the audience
differ? The sender has to account for diverse needs of his or her
audience. In a written document, for
example, the sender may write separate sections that address the
needs of the different audiences.
3. What factors impact the way the audience feels about the
subject? There are factors outside of the
sender’s control, such as recent news reports, the economy, and
even the weather that may influence

the way the message is received. All of these aspects affect the
message and need to be considered
when the sender constructs it.
UNIT x STUDY GUIDE
Title
Purpose Analysis
What is the purpose in sending the message? What does the
message need to accomplish to serve the
organizational problem? What do the readers/listeners need to
do? Planning the purpose of the message
helps to create focus on the part of the sender. Even a simple
message may have several related purposes.
What information needs to be included in the message? Plan by
creating a list of necessary points. Determine
what reasons or benefits the audience will find convincing. The
message may first originate with the sender,
but feedback from the audience can often alter the information
and the subsequent message(s).
Case Study: Being a “Best Place to Work”
In “Communication Provides Foundation for Being a Best Place
to Work,” Kathleen Skidmore-Williams (2013)
describes the working conditions of federal agencies in recent

times. Federal workers face negative aspects
such as pay freezes, hiring freezes, no awards, sequestration,
the year-to-year threat of plunging over the
fiscal cliff, and government shutdowns. In 2013, the overall job
satisfaction for federal agencies that
participated in the Partnership for Public Service Survey was
60.8 %. However, the U.S. Army Audit Agency
had the highest score for job satisfaction among employees at
87.5 %. Employees consider it one of the best
places to work in the federal government (Skidmore-Williams,
2013, p. 52).
What sets the agency apart from the others? Auditor General
Randall L. Exley explains that the U.S. Army
Audit Agency has made communication a top priority for the
organization (as cited in Skidmore-Williams,
2013). He believes that information and transparency helps to
build trust in an organization, which leads to a
happier workforce. Clear, concise, and open communication will
increase productivity (Skidmore-Williams,
2013).
During the course of the year, Exley and his executive team
have on-site visits to field offices, and they
conduct group meetings with staff members and with
supervisors (Skidmore-Williams, 2013). Regarding the
years when the overall job satisfaction was low, staff members
routinely expressed concerns about being
excluded from the decision-making process for their audits.
Some staff felt that the supervisors did not trust
them to perform their duties because of micromanagement.
Other staff stated frustration with the
inconsistency of management practices.
After gathering information, Exley decided that effective and
open communication between staff and

managers would improve the situation (Skidmore-Williams,
2013). His first step was not to form an idea but to
gather information about his audience and to analyze it. This
preparation allowed him to focus on the people
involved and, eventually, gave him the opportunity to craft his
message so that it met the needs of his
audience.
For Exley, there were two different types of audience
members—staff and supervisors—and he had to
address the needs of both in his message. He and his
management team developed a plan to gather
information and to utilize it. They created a short, anonymous
survey for agency staff that collected data on
current communication issues in the organization. Exley and his
management team then hired a contractor to
create two-day workshops for managers at the various field
offices that took these surveys into consideration
(Skidmore-Williams, 2013).
In the article, Exley explains that the workshops were designed
to improve communication and candor
between managers and to address the staff concerns (as cited in
Skidmore-Williams, 2013). The managers
who attended the workshops were expected to develop their
skill levels. When they returned, the managers
then needed to coach their teams in the principles of good
communication (Skidmore-Williams, 2013).
Exley sent an agency-wide message announcing the workshops.
He explained that the workshops were not
targeted toward the mistakes of a few but had been designed to
improve everyone’s ability to communicate.
The workshops were mandatory for everyone—including the
auditor general (Skidmore-Williams, 2013). The
agency-wide message helped to establish transparency in the

process right from the start.
To distribute the information, the management team created a
communication best-practices handbook for
the supervisors and staff. The organization formed a Strategic
Communications Branch. To build support,
Principal Deputy Auditor General Joseph Mixxoni, the second-
in-command of the U.S. Army Audit Agency,
makes sure that staff members are asked what they need to
accomplish their mission and to feel like an
UNIT x STUDY GUIDE
Title
important member of the team. They are also asked the best
channel to use to get them that information
(Skidmore-Williams, 2013). Exley uses multiple channels, such
as blog posts, e-mail, and town hall meetings,
to foster effective communication (Skidmore-Williams, 2013).
Exley’s message to improve communication worked. Within the
agency, there is an increased frequency of
communication between staff and supervisors. The quality of
the communication has improved as well. Staff
reports indicate that the employees feel empowered; the
supervisors are listening to their ideas (as cited in
Skidmore-Williams, 2013). At the same time, supervisors are
imparting the communication principles they

have learned through the workshops to the staff at topic team
meetings or office “lunch and learn” sessions.
One agency staff member summarizes the results by stressing
the fact that the leadership now listens to the
concerns of the staff and also takes action on those concerns.
This is meaningful. The staff also appreciates
the multiple channels of communication that are now available,
including the auditor general’s blogs, the
workshops, and the human capital plan (Skidmore-Williams,
2013, p. 56). This has led to the agency being
one of the best places to work year after year.
References
Erdil, G. E., & Tanova, C. (2015). Do birds of a feather
communicate better? The cognitive style congruence
between managers and their employees and communication
satisfaction. Studia Psychologica, 57(3),
177-193.
Mintzberg, H. (2010). Managing on three planes. Leader to
Leader, 2010(57),
29-33.
foundation for being a best place to work. Public
Manager, 42(2), 52-56.
Smothers, J., Doleh, R., Celuch, K., Peluchette, J., & Valadares,

K. (2016). Talk nerdy to me: The role of
intellectual stimulation in the supervisor-employee relationship.
Journal of Health and Human
Services Administration, 38(4), 478-508.
Learning Activities (Nongraded)
Nongraded Learning Activities are provided to aid students in
their course of study. You do not have to submit
them. If you have questions, contact your instructor for further
guidance and information.
Apply What You Have Learned
Consider organizations where you have worked in the past or
where you are currently employed. Have you
encountered any situations where it was difficult to
communicate with a supervisor? If so, how did this affect
your working environment and job performance?
Read the mini-case, Building Shared Services at RR
Communications and answer the following questions.
Questions below
1. Devise an implementation strategy that would guarantee the
support of the divisional presidents for the shared customer
service center.
2. What governance mechanisms need to be put in place to
ensure common customer data and a shared customer service
center? What metrics might be useful?
Guidelines

· Use APA level one headings to separate your answers to each
question.
· Comply with the APA and writing standards for this course.
· Have two scholarly sources, not including our textbook.
WWW.THEPUBLICMANAGER.ORG52
EMPLOYEE ENGAGEMENT
At the U.S. Army Audit
Agency, communication
is vital to success and
to reaching the next
level of organizational
performance and
employee satisfaction.
Communication Provides
Foundation for Being
a Best Place to Work
by Kathleen Skidmore-Williams
�ese are tough times to be a federal employee. At nearly every
turn, fed-
eral workers are facing pay freezes (no cost-of-living increase
in three years and
counting), no awards, threats of government shutdowns, fiscal
cliffs, hiring
freezes, and sequestration (and with that, furloughs). �e federal
workforce is

often denigrated as a key reason why there’s a bloated federal
bureaucracy, but in
reality there are fewer federal workers doing more work today
than ever before
and most take their charge to serve their country very
seriously—and proudly.
�is year’s average overall score of job satisfaction for
participating fed-
eral organizations from the survey of federal workers by the
Partnership for
Public Service was 60.8 percent—the lowest score since the
partnership began
reporting these statistics in 2003 and a drop of 3.2 percent from
last year.
Despite this downward trend across the federal government, the
U.S.
Army Audit Agency had the highest score for job satisfaction
(85.7 percent) of
all participating federal agencies—large, midsize, small, and
subcomponent.
�e agency also placed first among 292 subcomponent agencies
in this year’s
rankings, making it one of the federal government’s best places
to work.
So, in this challenging environment, what makes a federal
agency a
great place to work and how does it get there? According to the
Army Audit
53THE PUBLIC MANAGER | SUMMER 2013

Agency’s leader, Auditor General Randall L. Exley, there
are a number of important factors but none more impor-
tant than communication. “An informed and happy
workforce is a productive one,” he says, “and happiness
depends, to a large degree, on trust, which is built by
effective and open communication.”
A Top Priority
Exley has made improved communications a top prior-
ity for his agency. “Whether it’s between peers, between
supervisor and staff, or between auditor and client,
communication is vital to our continued success and to
reaching the next level of
organizational performance
and employee satisfaction,”
Exley says. “Improving our
already very good commu-
nication is of paramount
importance up, down, and
across the organization.”
�e agency serves the
Army’s evolving needs by
helping senior leaders assess and mitigate risk, and by pro-
viding solutions through independent auditing services for
the benefit of the American soldier. �ough its authorized
level is 577, the agency has 550 staff divided into 20 func-
tional audit teams and a support staff directorate. About
80 employees work at the agency’s operations center at
Fort Belvoir, Virginia; the rest work at 20 field offices (18
offices are spread across the United States; the other two
offices are in Germany and the Republic of Korea). �e
agency also deploys auditors to Kuwait and Afghanistan,
where they serve alongside soldiers downrange.
Fixing Sta�-Management

Communication
�e auditor general and his executive team regularly visit
field offices for town hall meetings and separate group
meetings with staff members and with supervisors. It
was during these group meetings over the past few years
that Exley heard a recurring concern voiced by staff of a
disconnect in staff-management communications—from
top-level leadership to first-line supervisors.
Some staff felt excluded from the decision-making
process for their audits. Others felt that their managers
didn’t trust them to work independently even though
they were capable of doing so. Without an explanation
by management, staff were left frustrated. Some staff
also voiced that management practices weren’t consistent
within field offices or across the agency. Auditors had to
learn each supervisor’s way of doing business whenever
they changed teams.
Exley recognized that this disconnect was creating
missed opportunities to capture and expand the flow of
ideas that could make the agency an even more fulfill-
ing place to work. Consequently, he tasked the agency’s
workforce management team to develop an effective and
affordable plan to train all agency managers, dedicating
time and resources to improving communications and
fostering open and transparent dialogue.
Tailored Training Puts Work into Context
After extensively researching training programs and
products, the workforce management team recommended
an off-the-shelf program from a contractor that provides
communications training programs. �e team then devel-
oped a short, closed-ended, and anonymous survey for
agency employees to get their perception of current com-

munication in the organization. Survey results helped
ensure that the training focused on areas with the lowest
scores. In the end, the team incorporated the training
program into a tailored workshop full of practical exer-
cises that put the auditors’ work into context.
Over six months, managers held 10 two-day sessions
of the workshop at various field office locations. Each
session was packed with valuable content and practical
exercises. Students completed course evaluations, and the
team modified subsequent iterations of the workshop to
make the training even more focused and effective.
During each session, participants were introduced to
the principles of communication contained in the off-the-
shelf training program. �ey then had opportunities to
apply these principles to critical conversations and situ-
ations that supervisors regularly encounter in the work-
place, including
• building trust and creating collaboration
• giving praise, criticism, and performance reviews
This disconnect was creating missed opportunities to capture
and expand the flow of ideas that could make the agency an
even more fulfilling place to work.
• gathering information
• disagreeing effectively
• resolving conflict.
“When I originally announced the workshop, I

spoke about my desire to create a culture in which effec-
tive communication and candor are a natural part of how
we work together,” Exley explains. He and other agency
senior leaders were very deliberate in explaining why the
training was mandatory for all agency leaders—including
the auditor general. “I wanted each of our managers to
use the workshop as an opportunity to get a little better
each day at this important part of our craft, and to coach
their team members on the principles of good communi-
cation,” he says.
His executive team developed a strategic communi-
cations message that Exley forwarded to the entire work-
force explaining that this effort was not to correct the
mistakes of a few, but to improve the agency as a whole
because everyone—no matter how good a communica-
tor—had something to gain from the training.
An Overall Communications Strategy
�e workshop has been just one part of a multifaceted
effort to improve communication at the Army Audit
Agency. Subsequent to the workshops, the auditor gen-
eral has asked for feedback from agency leaders on how
they are applying the principles taught in the class.
At leadership meetings, program directors and audit
managers are regularly asked to share what they’ve done
or are doing to improve communication with their teams.
Communication has been added to performance stan-
dards for supervisors, and it’s become a key criterion for
agency awards.
�e agency’s second-in-command, Principal Deputy
Auditor General Joseph Mizzoni, says staff members are
asked three questions: What information do you need
to successfully accomplish your mission? What informa-

tion do you need to feel like you’re an important part of
the organization? What is the best way to get you that
information?
�e workforce management division also created a
handbook of best practices in communication, which was
disseminated to all staff. And the agency has dedicated
a full-time staff member to its newly formed Strategic
Communications Branch.
�e auditor general continues to reinforce effective
communications throughout the year through blog posts
and email, and at town hall and agency leadership meet-
ings. Exley has an image he likes to show at these town
hall meetings: a bottle of water next to a dead plant. No
matter how good the quality of the water, it cannot bring
a dead plant back to life. He extrapolates this to good
communication. “No matter how well-organized and
well-presented your message is,” he says, “communication
will not be effective if it’s about the wrong things.”
He recognizes that effective communications is
hard work. “It’s a balanced mixture of art and scientific
method. It’s more about receiving than sending, and it
requires more listening than presenting,” Exley says. He
continues: “It’s as much about how you communicate as it
is what you communicate. It’s as much about your knowl-
edge of your receivers and your relationships with them as
it is about the subject of conversation.”
Heightening Empowerment
Exley notes that employees are seeing a difference in both
the frequency and nature of communications with their
Figure 1. Workforce Perception of Raters’ Communications
Skills

Pre- and Post Workshop
Before (%) After (%)
Effectively creates an environment of trust 72 80
Provides effective feedback on my performance efforts 71 80
Asks questions in a way that I can easily understand 86 90
Effectively communicates position/point of view without
offending me 77 84
Communicates effectively when resolving work-related personal
conflicts that I may have 74 81
55THE PUBLIC MANAGER | SUMMER 2013
leaders and feedback from staff shows that the course has
markedly improved communication (see Figure 1). Audi-
tors feel like they have a voice and are listened to. One
commented, “Open communication has made relation-
ships with peers and supervisors much better.”
Additionally, staff feels more empowered. “Generally
speaking, we’re given enough authority to talk to people,
gather data, analyze it, and make decisions (or at least
recommendations) to complete our work,” one staff mem-
ber said.
Managers are creatively passing on the communica-
tion principles they have learned. Some have made “office
communication” the topic at team meetings or the focus
of a field office “lunch and learn.” One field office posts

photos and supportive messages; another has a “thank
you” whiteboard where anyone can write a note thanking
someone for something nice or helpful he or she has done.
Some offices have instituted employee advisory boards
to facilitate better communication between staff and
management. “As with any new initiative, it will take time
to achieve our goals,” Exley says, “but this progress in
such a short time is heartening and fills me with pride in
our management team.”
One staff member adds, “What makes our agency
great is that leadership listens and takes action. We iden-
tified that communication needed improvement and our
leaders stepped up and addressed the deficiency. �e com-
munications workshop, our human capital plan, the audi-
tor general’s blogs…. all of these are examples of how our
agency listens to the concerns of its employees and then
takes meaningful steps to try to address the concerns.”
�e emphasis on communication also has helped
staff members feel even more like they’re part of a team.
One auditor noted, “My management allows me to voice
my opinions openly and freely—they always listen and
they make you feel like what you’re saying matters. �ey
value your input and say thanks. �ey treat me more as
a peer than an employee—it’s about accomplishing the
mission as a team.”
According to Mizzoni, after listening, leaders must
act. “Without the next step (acting upon what the staff
says), the words are empty,” he says. “We want to listen
because we want to know what to address to make the
agency better.”
Another staff member commented, “With clear

goals and mission and message—and how we go about
Auditor General Randall Exley discusses his priorities and
solicits feedback from staff at a town hall meeting at Fort
Meade, Maryland.
accomplishing them successfully—staff are empowered
to excel and care about what they do.”
One of Exley’s guiding philosophies is to communi-
cate broadly and deeply—and to lead transparently. He
regularly blogs to employees, sharing what he and his
executive team hear at top-level Pentagon and command
meetings so staff knows what’s happening almost as soon
as he does.
According to Mizzoni, “We need to share all the
information we can. When you don’t fully disclose all
information, people will fill in the blanks with either the
wrong or worst-case information.” Mizzoni discussed
the auditor general’s initiatives when he participated in
a recent panel discussion on effective communications
sponsored by the Partnership for Public Service with
leaders from several other highly successful organizations.
Exley says agency auditors are an integral part of the
Army team, seeking to improve the Army by providing
timely, value-added audit services. “We are the Army’s
internal auditors,” he explains. “We audit what matters
most to Army senior leaders and quickly deliver results in
support of soldiers, civilians, and families.”

Secretary of the Army John M. McHugh congratu-
lated the agency on winning the Best Places to Work
award. “Your accomplishments are great news for the
Army, and we are inspired by your sustained and excep-
tional performance,” he wrote in a letter. “You stand as a
stalwart example of success for our Army organizations
and the rest of the federal government. You have estab-
lished a high standard of excellence and I am proud to
serve on the Army team with you.”
Kathleen Skidmore-Williams is chief of the Army Audit
Agency’s
editorial branch. Her team edits more than 200 audit reports,
attestations,
and follow-up audits each year. In her spare time, she enjoys
arguing the
merits of the serial comma and sharpening red pencils. Contact
her at
[email protected]
Staff from the St. Louis field office participate in one of the
agency’s communications workshops.
Communication has been added to
performance standards for supervisors
and it’s become a key criterion for
agency awards.
Reproduced with permission of the copyright owner. Further
reproduction prohibited without
permission.

Unit IV Essay Instructions
For this assignment, compare and contrast two communication
techniques that can be used to improve employee trust and
engagement. Feel free to use the channels or techniques
discussed in “Communication Provides Foundation for Being a
Best Place to Work” by Kathleen Skidmore-Williams—an
article that is located in the Unit IV Required Reading section—
or feel free to research your own.
Your assignment should include the components below:
· Explain why communication is essential in an organization.
· Explain the ways that effective communication improves
employee trust and engagement. Focus on
comparing/contrasting two types of channels or techniques
(e.g., on-site meetings, employee surveys, workshops).
· Explain the types of situations where each channel or
technique would be most effective. Provide examples and facts
for your audience. Avoid simply offering an opinion; rely on
valid, academic research.
APA format should be used. The assignment should be a
minimum of three pages in length. Content, organization, and
grammar/mechanics will be evaluated.
References
foundation for being a best place to
work. Public Manager, 42(2), 52-56. Retrieved from

Improving Employee Trust and Engagement Through Effective Communication Techniques

Improving Employee Trust and Engagement Through Effective Communication Techniques

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