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PERCEIVED LEADERSHIP COMMUNICATION AND WORK ENGAGEMENT AS PREDICTOR OF QUALITY OF WORK LIFE AMONG EMPLOYEES

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PERCEIVED LEADERSHIP COMMUNICATION AND WORK ENGAGEMENT AS PREDICTOR OF QUALITY OF WORK LIFE AMONG EMPLOYEES

Chapter one

Introduction

Background to study

It has long been thought that leaders play an important role in communicating the brand promise to all stakeholders, including employees (Vallaster & de Chernatony, 2002). A Watson Wyatt (20082009) study found that those strategies that engage employees include communication from managers, leadership communication, and a focus on internal communication. In fact, the most effective brand building efforts emphasize the importance of employees in transmitting information from company leadership to external stakeholders (Vallaster & de Chernatony, 2002). D’Aprix (2009) concluded that organizational leaders have lost credibility with external stakeholders because they have not been truthful with employees about a variety of issues that impact the company and its customers. However, employees are more willing to take on the role of brand ambassador when they understand and trust brand information from the top (Vallaster & de Chernatony, 2002).

In fact, recent research confirms that authentic and transparent leadership communication leads to employee engagement, trust, and collaboration (Men & Stacks, 2014). In particular, employees consider communication more transparent when they perceive their leaders as more ethical (Men & Stacks, 2014). Employees are also more engaged when they feel like the communication they receive from their company leadership is honest, able to withstand scrutiny, and focused on their best interests (Men & Stacks, 2014).

 

Historically, work has been an important part in the life of humanbeings. It has been accepted that work influences individuals affective state and well-being. Today, Quality Of Work Life (QWL) is viewed as an essential dimension of the quality of life. Furthermore, a high QWL is crucial for organizations to attract and retain workers (Boonrod, 2009: 7). When organization offers Quality Of Work Life to their employees, it is a good indicator to boosts its image in attracting and retaining employees. This is important as it indicates firms are able to offer appropriate working environment to employees (Noor and Abdullah, 2012: 739). Many factors contribute to QWL which includes leaderships an individual to develop and use all his or her capacities (Gupta and Sharma, 2011: 80). Quality Of Work Life (QWL) is a philosophy, a set of principles, which holds that people are the most important resource in the organization as they are trustworthy, responsible and capable of making valuable contribution and they should be treated with dignity and respect (Tabassum et. al, 2011: 17; Rose et. al, 2006: 61). Quality of working life is essentially a multidimensional concept and is a way of reasoning about people, work and its organization (Hsu and Kernohan, 2006: 120). Quality Of Work Life is important to organizational performance and it is an important factor that affects employee motivation at work. (Gupta and Sharma, 2011: 80).

 

Quality Of Work Life is the employees’ mental perception from the physical and psychological desirability in the work place. Quality Of Work Life is related to the welfare of employees at work and it is quite different from the subject of job satisfaction. Domain of Quality Of Work Life does not only affect the employees’ job satisfaction but it is also influence the lives outside work of employees such as family, leisure and social needs. When the needs of employees at work does not meet, likely they experience a lot of work stress that will have adverse consequences on the welfare of employees and job performance (Emadzadeh et. al, 2012: 438).

 

Statement of problem

Most studies focus on the relationship of QWL with some of the variables such as job satisfaction, organizational commitment, job performance, turnover intention, and labor relations etc. which play a crucial role in determining the overall wellbeing of any industrial organization. However, there are have been limited empirical evidence that shows the relationship between leadership communication, employee work engagement and QWL. Work engagement is fundamentally a motivational concept that represents the active allocation of personal resources toward the tasks associated with a work role (Christian, et. al, 2011: 91). This study aims at contributing to the recent efforts to improve organizational performance by analyzing the relationship between leadership communication work engagement and QWL.

Research objectives

The general objective of this study was to analyze the perception of employees on the effect of Leadership Communication and employee engagement on Quality Of Work Life of employee in the Nigerian.

The specific objectives of this study were to:

  • Determine the relationship between Leadership Communication And Work Engagement and Quality Of Work Life;
  • Determine the relationship between Leadership Communication and Quality Of Work Life;
  • Determine the relationship between Leadership Communication and employee engagement; and to
  • Determine the relationship between employee engagement and Quality Of Work Life.

 

 

Research questions

  • What is the relationship between transformational, transactional and laissez-faire (passive/avoidance) Leadership Communication and Quality Of Work Life?
  • What is the relationship between Leadership Communication and employee engagement?
  • What is the relationship between employee engagement and Quality Of Work Life?

Significance

  1. The study findings are expected to benefit organizations and local councils intending to obtain effective performance from their workers by using new approaches to leadership by reducing the influence of authoritative leadership and increasing the use of corporate leadership.

 

  1. The study would also be useful to leaders, councilors, and managers in organizations by employing leadership styles in relevant situations effectively. This would help reduce social accidents, wastage of and internal conflicts in the working environment.

 

  1. The research was also intended to be useful to future researchers, students and academicians digesting the effect and importance of the different leadership styles on performance. By exploring how this study revealed new findings and adding to the existing knowledge.

 

Scope of the study

The study focuses on analyzing the relationship between Leadership Communication And Work Engagement Of Quality Of Work Life Among Employees the study uses sales personnel of AMICO chemical plant uyo as case study.

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