The Impact of Communication on Organizational Performance
Keywords:
communication, employees, management, performance measurement, strategies
Abstract
An organization's success is significantly affected by efficient communication, according to the conclusions of this study. The problem that motivated the study is the lack of access to information that may help workers perform better. An organization's ability to achieve its goals may be directly attributed to the quality of its communication. Secondary and primary data were used using a survey research technique in this study. There were 60 persons in all that took part in the poll from different organizations. A regression software was used to examine the hypotheses. According to the findings of the study, strong communication might be the key to effective human resource management in a business. According to the findings of researchers, every company should try to enhance its data management and communication in order to avoid data loss, eliminate misunderstanding, and increase communication inside the organization.
References
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Pan, W., Zhang, Q., Teo, T. S. H., & Lim, V. K. G. (2018). The dark triad and knowledge hiding. International Journal of Information Management, 42, 36–48. https://doi.org/10.1016/j.ijinfomgt.2018.05.008.
Zhao, H., Liu, W., Li, J., & Yu, X. (2019). Leader–member exchange, organizational identification, and knowledge hiding: The moderating role of relative leader–member exchange. Journal of Organizational Behavior, 40(7), 834–848. https://doi.org/10.1002/job.2359.
Zhao, H., Qingxia, He, P., Sheard, G., & Wan, P. (2016). Workplace ostracism and knowledge hiding in service organizations. International Journal of Hospitality Management, 59, 84–94. https://doi.org/10.1016/j.ijhm.2016.09.009.
Arain, G. A., Bhatti, Z. A., Hameed, I., & Fang, Y. H. (2020). Top-down knowledge hiding and innovative work behavior (IWB): a three-way moderated-mediation analysis of self-efficacy and local/foreign status. Journal of Knowledge Management, 24(2), 127–149. https://doi.org/10.1108/JKM-11-2018-0687.
Bari, M. W., Abrar, M., Shaheen, S., Bashir, M., & Fanchen, M. (2019). Knowledge Hiding Behaviors and Team Creativity: The Contingent Role of Perceived Mastery Motivational Climate. SAGE Open, 9(3). https://doi.org/10.1177/2158244019876297.
Burmeister, A., Fasbender, U., & Gerpott, F. H. (2019). Consequences of knowledge hiding: The differential compensatory effects of guilt and shame. Journal of Occupational and Organizational Psychology, 92(2), 281–304. https://doi.org/10.1111/joop.12249.
Butt, A. S. (2019). Antecedents of knowledge hiding in a buyer–supplier relationship. Knowledge and Process Management, 26(4), 346–354. https://doi.org/10.1002/kpm.1618.
Černe, M., Nerstad, C. G. L., Dysvik, A., & Škerlavaj, M. (2014). What goes around comes around: Knowledge hiding, perceived motivational climate, and creativity. Academy of Management Journal, 57(1), 172–192. https://doi.org/10.5465/amj.2012.0122.
Demirkasimoglu, N. (2015). Knowledge Hiding in Academia: Is Personality a Key Factor? International Journal of Higher Education, 5(1). https://doi.org/10.5430/ijhe.v5n1p128.
Fong, P. S. W., Men, C., Luo, J., & Jia, R. (2018a). Knowledge hiding and team creativity: the contingent role of task interdependence. Management Decision, 56(2), 329–343. https://doi.org/10.1108/MD-11-2016-0778.
Fong, P. S. W., Men, C., Luo, J., & Jia, R. (2018b). Knowledge hiding and team creativity: The contingent role of task interdependence. Management Decision, 56(2), 329–343. https://doi.org/10.1108/MD-11-2016-0778.
Hernaus, T., Cerne, M., Connelly, C., Poloski Vokic, N., & Škerlavaj, M. (2019). Evasive knowledge hiding in academia: when competitive individuals are asked to collaborate. Journal of Knowledge Management, 23(4), 597–618. https://doi.org/10.1108/JKM-11-2017-0531.
Huo, W., Cai, Z., Luo, J., Men, C., & Jia, R. (2016). Antecedents and intervention mechanisms: a multi-level study of R&D team’s knowledge hiding behavior. Journal of Knowledge Management, 20(5), 880–897. https://doi.org/10.1108/JKM-11-2015-0451.
Jiang, Z., Hu, X., Wang, Z., & Jiang, X. (2019). Knowledge hiding as a barrier to thriving: The mediating role of psychological safety and moderating role of organizational cynicism. Journal of Organizational Behavior, 40(7), 800–818. https://doi.org/10.1002/job.2358.
Khalid, M., Bashir, S., Khan, A. K., & Abbas, N. (2018). When and how abusive supervision leads to knowledge hiding behaviors: An Islamic work ethics perspective. Leadership and Organization Development Journal, 39(6), 794–806. https://doi.org/10.1108/LODJ-05-2017-0140.
Labafi, S. (2017). Knowledge hiding as an obstacle of innovation in organizations a qualitative study of software industry. AD-Minister, 131–148. https://doi.org/10.17230/ad-minister.30.7.
Offergelt, F., Spörrle, M., Moser, K., & Shaw, J. D. (2019). Leader-signaled knowledge hiding: Effects on employees’ job attitudes and empowerment. Journal of Organizational Behavior, 40(7), 819–833. https://doi.org/10.1002/job.2343.
Pan, W., Zhang, Q., Teo, T. S. H., & Lim, V. K. G. (2018). The dark triad and knowledge hiding. International Journal of Information Management, 42, 36–48. https://doi.org/10.1016/j.ijinfomgt.2018.05.008.
Zhao, H., Liu, W., Li, J., & Yu, X. (2019). Leader–member exchange, organizational identification, and knowledge hiding: The moderating role of relative leader–member exchange. Journal of Organizational Behavior, 40(7), 834–848. https://doi.org/10.1002/job.2359.
Zhao, H., Qingxia, He, P., Sheard, G., & Wan, P. (2016). Workplace ostracism and knowledge hiding in service organizations. International Journal of Hospitality Management, 59, 84–94. https://doi.org/10.1016/j.ijhm.2016.09.009.
How to Cite
Mushtaq, M., Ahmad, D. N., & Ahmad, D. M. (2024). The Impact of Communication on Organizational Performance. International Journal of Applied Service Marketing Perspectives, 13(1), 40-61. Retrieved from https://asmp.gfer.org/index.php/asmp/article/view/66
Section
Articles
