Interpersonal communication skills that enhance organisational commitment

Purpose – The purpose of this paper is threefold. First, to investigate the interpersonal communication skills that human resource (HR) managers expect managers in supervisory positions possess. Second, to identify which of these skills HR managers expect managers use to engender subordinate commitment to the organisation. Third, the paper aims to investigate what interpersonal communication skills that enhance employee commitment to the organisation are most lacking in managers in supervisory positions.Design/methodology/approach – The approach of the study is a series of in‐depth interviews with 32 senior HR managers in organisations with over 100 staff.Findings – The paper finds that senior HR managers expected managers to be effective in interpersonal communication focusing mainly on the clarity and frequency of the messages, their ability to actively listen and the ability to lead in a collaborative way. The way messages were sent, especially their clarity, and a leadership style that engendered trus...

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