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Impact of Supervisory Communication Skills on Employee Job Satisfaction: A

Case Study on KIA Motors

Article · February 2017

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Impact of Supervisory Communication Skills on Employee Job Satisfaction: A Case

Study on KIA Motors

Mayesha Tasnim1* Professor Ali Akkas2

1.Department of Business Studies, State University of Bangladesh
2.Department of Management, University of Dhaka

Abstract
Communication within an organization plays a very crucial role in motivating the
employees in order to achieve their personal as we well as company goals. Hence
communication skills are very important especially between the supervisors and the team
members in order to improve their job performance and also for the organization success.
This study was conducted to show the impact of effective supervisory communication skills
on employee satisfaction in an automobile company named KIA MOTORS in Dubai. A
survey was conducted with 20 employees working full-time with the company and four
interviews were made face to face which included both supervisors and subordinates. The
survey indicated that verbal and written responses given by the supervisors created a much
more positive impact on employee job satisfaction compared to immediate responses such
as emails, messages etc. The results indicated that supervisors’ communication skills had a
positive correlation with job satisfaction. Supervisory Communication Skills also include
feedback clarity and also interpersonal communication skills. Specifically, overall 66.67 %
of the employees who took part in the survey agreed that supervisory communication
contributed to their job satisfaction. However, this study is subject to limitations in terms of
the size of data collected (number of employees) and unit of analysis (only one company).
Hence, we cannot generalize our findings to other industries but a similar study done with
larger number of employees from different companies will provide a better picture regarding
the impact of supervisory communication on job satisfaction and will help us perhaps reduce
the barriers of effective communication if any. Keywords: motivation, job satisfaction,
communication, supervisory communication method, communication skill, workplace
communication

1. Introduction
Communication is vital to all functions of organizations and the main key to cultivation of
an efficient working environment is through coordinated communication. Communication
satisfaction with methods adopted by supervisors has a major influence on job satisfaction
and the extent of the quality and consistency of communication methods reiterates its
importance. Accordingly, job satisfaction is an independent variable that could be
determined by many factors and one of the most important issues that lead to positive or
negative effects are those of effectiveness of supervisory communication styles.
Indeed, the relationship between the employees and their direct supervisor is one of
the core aspects that would lead to job satisfaction (Dupre and Day, 2007). Communication
explains interactions with people in an organization and how each selected tool makes these
interactions effective. Studies have shown that supportive and effective supervisor could
lead to high job satisfaction (Darby, 2000; Hisam,1997). According to a study that has done

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on the Gulf region, expatriates are dissatisfied with their work place supervision and that
attributed to a negative impact on their overall job satisfaction (Daher and Al-Salem, 1985).

1.2 Aim of the Study

The aim of this study is to explore how supervisory communication with employees has a
direct relationship with job satisfaction in the automobile service setting. Exploring the
correlation between the mentioned variables determines whether there are positive or
adverse correlations. Results will be analysed and compared to those of other studies to
further identify potential patterns that support established evidence.

1.3 Research Questions

The following research questions will be addressed in this study.
What is the level of job satisfaction among employees as a result of supervisory
communication methods?
Is there a relationship between supervisor communication methods and employee job
satisfaction at KIA motors?

1.4 Research Hypothesis

There will be a significant and positive relationship between supervisor communication
competence and employee job satisfaction.

2. Company Background
About KIA motors – Juma Al Majid Group
Juma Al Majid group was established in 1988 and is mainly involved in many
partnership ventures in the middle-eastern region and globally. It is the sole distributor for
KIA motors and has a number of showrooms and service centers throughout the UAE. The
company’s mission is to provide easy accessibility to all potential KIA customers, as well
as providing high quality products at great value. This specific organization was selected
because it is a well-known company worldwide and we could manage consent from the
authority to complete our survey. In addition, there were no studies cited on the automobile
service industry, which further intrigued to investigate such an issue in that particular
setting.

3. Methodology
Primary Data Collection Methods
Participants
The target sample was 25 employees, which is approximately one-third of the
organization’s sales executives. Sample was targeted solely on job role i.e. being a sales
executive that reports to supervisor X and Y. Participants were 24 sales employees (91.6 %
male, n =18; and 8.3% female, n =2) with a range of tenure from 1 to 20 years. Employee
ranged in age from 26 to 45 (M = 35.5, SD = 9.5), whereas supervisors’ ages ranged from
30 - 55 (M = 42.5, SD = 12.5). Participants reported working as sales executives at the
KIA automobile showroom on Sheikh Zayed Road, and 10 reported to supervisor X and 10
reported to supervisor Y.

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Measures
The sample targeted were those of the same field of work to correlate their job satisfaction
as a result of supervisor communication. Sales executives were sent two online surveys via
Survey Monkey (Appendix A), and were briefed about the surveys and encouraged to
participate during working hours. The questionnaire utilized for the survey was an adapted
version of a communication satisfaction scale and job satisfaction scale utilized in a study
by Madlock (2008). Madlock adapted this version of the Communication Satisfaction
Questionnaire from an earlier study by Downs & Hazen (1977). It is vital to emphasize that
all responses to the survey were based on subordinate’s perceptions. The analysis of
quantitative data will aid in the determination of effectiveness of communication methods
utilized at KIA motors.
Additionally, four face to face interviews were conducted with two
different hierarchal levels: Two interviews with two male supervisors Two
interviews with sales executive employees.
The interviews provided qualitative depth as opposed to the quantitative survey primary
data collection. The survey focused mainly on effectiveness of communication and job
satisfaction aspects, while the interviews focused on the former and supervisory
communication methods.
A Likert measure was utilized that indicated that employees were able to select a
rating of the degree of agreement or disagreement on a response scale of 1 to 5 points. The
main reason for selection of this response system is that it has been used in many researches
and proves its reliability and validity as a measurement tool. (Allen et al. 2007)

4. Literature Review – Secondary Data

Effective Communication
Effective communication is essential in organizational culture and relies on a multi-factorial
dimension that installs trust, awareness, interpersonal and professional relationships. This
in turn leads to a clear structure that employees understand to follow instructions resulting
in their job satisfaction. (Barrett, 2006) Hargie et al. stated that for overall success effective
communication is a key factor to aggregate successful relationships and organizational
success organization. (Lopez 2010). As mentioned previously the multidimensional model
of effective communication via supervisors is cultivated by planning, organizing,
controlling, training, and directing functions. (Aubrey 2010) Therefore, for communication
to be effective several forms of conveying information to subordinates must be adopted
such as written, verbal, and nonverbal communication modes. Supervisors must develop
these functions to convey their communication patterns to employees with clarity, quality
and consistency (Richason, 2012).
Communication Barriers
Understanding barriers to communication is a vital process for effective communication
between supervisor and employees. Lawerance et al. (2005) identified the communication
barriers such attitudinal, technical, competitive, physical, social and perceptual. These
factors result in decreased communication satisfaction, which in turn leads to decreased job
satisfaction. When such barriers exist, it is highly likely the employee job satisfaction is

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affected as well as other correlated factors such as employee performance and commitment.
(Lopez 2008).

Job Satisfaction
Job satisfaction is multidimensional concept and is considered as an attitude. Madlock (2006)
states job satisfaction occurs as a result of communication satisfaction and direct supervisory
communication style.
The mediation of factors resulting in job satisfaction included in many studies, that
are correlated to the current study, are communication satisfaction (Lopez 2010) and
supervisors’ communication styles (Fix & Sias, 2006). Dissatisfaction as a result of a gap
and deterioration in effective communication negatively impact job satisfaction from the
employees’ prospective. Hence, this could lead to misinterpretation of the message intended
to be conveyed particularly when it involves non-verbal communication.
Correlation between supervisor communication and job satisfaction
Since there are many studies conducted on communication practices and its positive
outcomes on job satisfaction, it is relevant to scrutinize this issue in depth, particularly
supervisory communication methods and communication satisfaction. Madlock (2006)
focused on which communicative behaviour of supervisor affected the most on employees’
job satisfaction. The study showed that communication competence had larger effects on
sub ordinates job satisfaction than non-verbal immediacy. Butts et al. (2010) focused on the
effects of manager’s communication style on employees’ job satisfaction by determining
management communication style. The result indicated that no specific style was related to
job satisfaction. Fix and Sias (2006) emphasized on employees’ perception regarding
supervisor’s use of person centric communication style, the quality of their leader-member
relationship and their job satisfaction. Positive result was found between person centric
communication, leader-member relationship and job satisfaction. Moreover, the study
found that person centric communication is more related to employees’ job satisfaction.
Butts et al. (2010) stated that their study will benefit the managers to understand
their employees, although this study indicated that there are some difficulties of measuring
positive communication between managers and employees’, and there is only moderate
relation. This in turn suggests that communication competence and person centric
communication is really effective and positive on employees’ job satisfaction. The purpose
of these studies was to examine whether communication of supervisor’s create positive or
negative impact on employees’ job satisfaction. This being said we can see that there are
some agreements as well as disagreements on this fact (Madlock 2006; Fix and Sias 2006)
While the former two studies indicate that there are positive impact on employees job
satisfaction in terms of supervisors communication (communication competence and
person centric communication); one study derived the conclusion that there are no specific
style of communication which can lead to employees’ job satisfaction (Butts et al. 2010)
An earlier factor analytic study has shown there is a correlation between effective
communication and job satisfaction. (Downs et al. 1977) This suggests, in order for
satisfaction to occur communication satisfaction must be adopted by those of higher
hierarchy (Carriere & Borque 2009). Narrowing down the field of observation, it was

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concluded that supervisor effective communication influenced the level of employee job
satisfaction (Pettit et al. 1997).
Kawai stated that managers spend most of their time communicating with their
employees mainly by verbal and face to face context. He focused more towards the impact
of supervisor- subordinate communication on work outcome and satisfaction. Furthermore,
Barrett (2006) elaborated that supervisors communicate constantly throughout the day and
it accounts for 70% to 90% of their daily tasks.
Pavan Kumar et al. (2009) examined the relationship between supervisors’
communication effectiveness and reported job satisfaction and stated that many
communication researchers have scrutinized this relationship and this issue has been
published in communication journals. A positive relationship of the former, results in higher
quality of performance and an increased job satisfaction of employees. This in turn
cultivates better perceived organizational culture and greater effectiveness within the
organization. Greater effectiveness and employee job satisfaction leads to better
productivity, which ultimately increases customer experience at KIA motors.
Different studies focused on different variable of communication satisfaction in
order to determine which among the individual dimensions which leads to overall job
satisfaction. While all the previous studies focused on relationship of communication to
employee general job satisfaction, none examined its effect on various factors. Openness in
supervisor-subordinate communication not only includes openness in sending and receiving
messages but is also related to the nonverbal gesture (communicating through eye gaze,
etc.) displayed by supervisors’ in their interactions with employees. The communication
style adopted by the supervisor varies according to their roles. For instance, internal
supervisors are more persuasive than external and studies prove that subordinates prefer
supervisor who are highly constructive and adopt a lower verbal aggressiveness, which in
turn is positively related to employee job satisfaction. (Koermer et al. 1993).
Daniel Michael suggest that high-quality LMX (leader membership exchange)
relationships encourage Supportive Supervisor Communication, which in turn creates an
overall supportive environment that leads to high job satisfaction and better task
performance. Unfortunately, communication is like leadership skills that many supervisors
are lacking as stated by Delahoussaye. (2001a, 2001b) From a human resource management
point of view, this theory suggests that, if supervisors are provided with good training and
are encouraged to use more effective communication methods, organizations may benefit
high quality of supervisor-subordinate relationships and greater employee job satisfaction.
Summing up all the reviews we can say that the authors agreed with the fact that
effective communication from supervisor is necessary when it comes to overall job
satisfaction of employees. Most of them supported the verbal communication style as it
makes a clear vision of the scenario and facts. Though (Butts et al. 2012) denied the fact,
that any particular style of communication can create positive impact on employees’ job
satisfaction. Lawerance et al. (2005) and (Lopez 2008) identified some of the barriers that
decreased effective communication between supervisor and sub ordinates. Results also
conclude that employee’s job satisfaction was either positively or negatively influenced by
the communication style the supervisor utilized. For a good relation to develop between the
supervisor and employee, interpersonal relationships also play a vital role. Furthermore,

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accuracy of information, desire to interact, trust in superior, influence of superior, and

communication satisfaction all led to job satisfaction among of subordinates although none
of them proved consistently high job satisfaction. Therefore, the above body of literature is
supportive of role of supervisor communication support for the desirable outcome of job
satisfaction.

5. Analysis of Primary Data and Key findings

Analysis of Survey 1: Communication Satisfaction and Job Satisfaction
This survey was aimed to investigate the level of organization's communication
effectiveness among its employees and their supervisors. All employees were asked to rate
their level of satisfaction toward the organization's communication and the effectiveness of
their communication's tools. The majority of the responses were positive in terms of the
effectiveness of communication's organization as shown in figure 1. Previous research has
shown that employees who have supportive relationship with their supervisor tend to have
high level of job satisfaction, performance and commitment (McCormack et al.2006;
Gagnon and Jodd, 2004). Similarly, Leader Member Exchange (LMX) theory emphasizes
the relationship between supervisor and employees.

Figure 1: Communication between employees is accurate and free flowing

It argues that the level of involvement and the interpersonal relationship between
both can affect employees' behaviour and attitude and the overall performance and
productivity of the organization. This concept was initially conceptualized by Graen and
colleagues (Dansereau et al. 1973, Graen 1976, Graen and Cashman 1975) which was cited
by Gagnon and Jodd (McCormack et al.2006; Gagnon and Jodd, 2004). As a result,
communication enhances the level of involvement and accordingly the level of job
satisfaction. Out of 20 employees, 70% of them agreed that organization's communication
make them identify with or feel a vital part of an organization in figure 2, which is further
supported by LMX theory.

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Figure 2: Communication within organization aids employees' sense of value

Additionally, it is believed that interpersonal relationship and the level of personal
interaction can be identified through interesting, helpful, and informal communication in
an organization depicted by figure 3 stating informal communication is active and accurate.
In fact, 60% of KIA motors' employees agreed that communication between employees is
accurate and free flowing. 52% of them agreed that organization's communications are
interesting and helpful and 42% agreed that informal communication is active and accurate
(figures in appendix 3).

Figure 3: Informal communication is active and accurate

Computer- Mediated Communication (CMC) interactivity model (CMCIM) is a
communication model that explains and predicts how interpersonal interactivity enhances
communication quality or efficiency in a large group which increases the process
satisfaction as conveyed by Lowry et al (2009). This model indicates that the most
important component of person-to-person interpersonal interaction is the participation
which is part of involvement. Therefore, this model is also supporting that informal
communication and interaction among employees in an organization can cause
communication satisfaction. It shows how effective communication can be gained through
fulfilment of the direction of communication principle and communication efficacy.

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(Lowry et al 2009) As a result these responses, it can be concluded that there is positive
organization communication at KIA motors.
Analysis of Survey 2: Impact of Supervisor Communication and Job Satisfaction
The overall communication from supervisor was clear and effective (figure 4). After
analysing the responses in this survey, it was deduced that in terms of supervisors’
communication of ideas clearly and effectively 12.5% strongly agreed, 54.17% agreed and
33.3% were neutral i.e. they neither agreed nor disagreed. (figure. 4)
This is supported by Barrett (2006) & Pettit et al. (1997) who revealed that supervisory
communication
is clear and effective.

Figure 4: Supervisor communication of ideas is clear and effective

The overall employee response on supervisors’ regular feedback on work related
issues was a positive one. (figure. 5) The majority, 58.33% agreed that their supervisor
provides constant feedback and this is further supported by studies conducted by Aubrey
(2010) and Richason (2012), who describes different communication functions, including
feedback clarity and consistency for effective communication.

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Figure 5: Supervisors' constant feedback on work related issues

Figure 6 depicts overall employee satisfaction with supervisory communication
styles, which is also supported by the former research studies.

Figure 6: Overall employee satisfaction with supervisory communication styles

Analysis of communication methods both verbal and written styles, it was found that
employees disagreed that supervisors’ have poor communication methods results showed
percentages of 58.33% and 54.17% respectively. (Appendix 3 Survey 2 Q3 and 4) Whereas
immediate responses by supervisors to emails, messages, reports, etc. showed a general
response of agreement (50%). (Appendix 3 Survey 2 Q5) Positive communication styles was
further supported by studies conducted by Kawai and Barrett (2006) that stated that managers

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spend most of their time communicating with their employees mainly by verbal and face to
face context and communicated constantly throughout the day accounting for 70% to 90% of
their daily tasks.
Analysis of interviews
Interview analysis with Supervisor X
Based on the interview conducted with Supervisor X (Appendix A), who states that his
communication style and support enhance his employees’ job satisfaction level. According
to the interview the supervisor claims to adopt an open door, direct approach that is mainly
verbal and face-to-face communication. He believes this is the most effective way of
communicating with the subordinates so that he could convey the exact message and make
sure they understand the requirement clearly. He also does state he supports ideas and
ensures clarity in his communication style to avoid conflict. He is very flexible, but adopts
different communication methods including non-verbal style when conflict arises as well
as to express ideas and progress. He states about job satisfaction in regards to his
communication style “I feel they are satisfied because our on-going communication has
built a mutual trust and I always encourage them to come to me with any issues they face,
even if it is personal”. Thus, the supervisor’s communication style, which is a direct
approach, has initiated trust and a comfortable level reinforcing a positive friendly
relationship between himself and his subordinates.
Interview analysis with Supervisor Y
Based on the interview, conducted with Supervisor Y, who states that his communication
style and support enhance his employees’ level of job satisfaction. According to the
interview the supervisor claims to adopt a direct approach that is mainly verbal and face to
face communication, but also at times when there is overwhelming work pressure, he stated
he does communication via email or telephone. He also does states that he supports his
employees by conducting training workshops for communication and customer service. He
also reported his availability for discussion of issues and the tools he provides: “I make
time to communicate with my employees whenever they need. Also, I give them trainings
specifically communication trainings, workshops and customer service workshops.”
As with supervisor X, he is also very flexible, but when issues arise, he makes sure
to investigate the root source of the problem. He states the following about employees’ job
satisfaction in relation to his communication style: “I feel they are satisfied and put their
best efforts to perform in their job. My constant feedback makes them satisfied to this
extent”. We can deduce that the supervisor’s communication style has increased the level
of job satisfaction at KIA motors and positive relationships were formed as a result of
effective communication.
Interview with employee reporting to Supervisor X
Based on the interview conducted with one of the sales executives at KIA Motors who reports
to Supervisor X, he states that he is satisfied with his supervisor, in terms of effectiveness,
communication style and support. According to the interview conducted the supervisor’s
communication style adopted is verbal face to face communication, which created a positive
impact on job satisfaction. The employee stated the supervisors’ communication method: “He
communicates with us in a casual manner, which is effective in my point of view. He’s friendly
and I can approach him with ease because of his open-door policy.” The open-door policy and

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positive re-enforcement of opinions and ideas created a significant high level of comfortable
in terms of communication with immediate supervisor. In addition, he states that the employees
receive information openly with a positive manner. “I feel more face to face communication is
our philosophy at KIA”.
Interview with employee reporting to Supervisor Y
This report is based on interview conducted with one of the sales executives at KIA Motors
who reports to Supervisor Y. She states that her supervisor is friendly and down to earth
and his effectiveness in the methods of communication being direct (emails, phones, face
to face) has aided to increase employee satisfaction. The support received in terms of
communication is strong and according to the interview despite the fluctuation in work
conditions the supervisor created a positive impact on job satisfaction and due to this the
sales executive stated “I always say my supervisor is the key of KIA, not the literal key, but
the one that provides us with opportunities”. Overall according to the sales executive, she
has the necessary tools, effective communication via supervisors’ and a good relationship,
as she states “Without their help we cannot achieve what we want”.
(Figure 7) illustrates the fact that supervisory communication effectiveness in terms
of style was agreed upon at KIA motors and had multiple factors that were correlated with
employees’ job satisfaction

Training

Directing
Organizing
functions

Effective
communication

Controlling Planning

Figure 7: Factors leading to effective communication

Based on the interview with two supervisors and their subordinates we found that
employees of KIA Motors are satisfied with the communication style of their superiors.
According to superiors their communication style and support help employees to be

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motivated and increase their job satisfaction, they also think face to face communication is
the best way to communicate with their employees and convey their messages to them.
According to supervisors their communication level has built trust and comfortable level
among employees, which ultimately results in building good relationship between
employees and their superiors. At the time of work pressure supervisors generally choose
email and telephones to communicate their messages. Generally, supervisors conduct
training workshop for communication and customer service, according to them if conflict
arises, they are investigating roots of the problem before taking any action regarding the
problem caused.
Whereas subordinates on the other hand also thinks face to face communication are
the best mode to discuss on any issue and also it creates a positive impact on job satisfaction.
Basically, employees are very much comfortable and satisfied with open door policy in
their company, according to them within this policy supervisors communicate in a casual
manner and are very friendly with their employees. According to the employees they have
been provided with all the necessary tools for effective communication in their company,
also they think without the support of their supervisors they cannot achieve what they want
with their job.

6. Limitations
This research had some supportive results of the hypothesis, however there were some
limitations that need to be considered. Firstly, the primary data collection was obtained in
one country (UAE, Dubai) and targeted one specific branch. This implies results could not
be generalized, as sample size and diversity of in terms of nationalities, gender, and age
groups was not part of the inclusion criteria. Despite the fact that the inclusion criteria was
based on role within the organization i.e. either sales executives for those taking the survey
and supervisors for those interviewed, we could not select the age, gender, job tasks and
tenure duration as part of the inclusion criteria. The former is a limitation due to organization
size, time span for completion of the study and the fact that supporting secondary data
research was not as specific as we would have liked them to be. Secondly, the primary data
was based on supervisors’ and employees’ opinion and evaluation of their own situation
that can be varied from one personality to another. Thirdly, although the communication
satisfaction scale was adopted the supporting evidence of utilization of such a survey was
no prevalent, as more research was required in the field. Finally, there is no doubt that the
absence of the mentioned limitations could have made the outcome of this study more
accurate and with an increased time span for further research these limitations could have
been eliminated.

7. Recommendations
There are various recommendations that would develop this study:
•Future research would benefit from deeper examination of supervisors’ relationships that
arise as a result of communication practices.
•A more in-depth analysis of the modes of communication would benefit to support evidence
found in the current study.

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•Investigation of relations of supervisors’ and employees’ diversity in terms of nationalities

and how this could contribute to communication barriers would be an interesting addition to
the study.
•Investigating communication barriers and how they can be resolved could also support this
study.
•Another prospective that could further be elaborated on is that of communication
satisfaction and these factors can be built upon to enhance supervisory communication style.
•In future a larger more diverse sample should be utilized to attain more accurate result.
•Since the effect of supervisory communication was investigated it was the only variable
focused on that influenced job satisfaction. Job satisfaction being a multifactorial variable
is not solely affected by communication and further research using the global multi facet
measure would highlight other factors.
•To be more specific on the study conducted different communication characteristics should
be identified and the possible effects on the job satisfaction.
•Future studies to evaluate the positive and negative impacts of supervisory
communication on the organizational behavioral and research on innovative tools to utilize
in work environment could help organization and senior supervisors to develop their
internal strategy to attain higher success rate with better and healthier working
environment.

8. Conclusion
In our study we have examined how effective communication leads to job satisfaction. Here
communication is the independent variable and job satisfaction is the dependent variable.
The overall findings of our study provide evidence for the great effect of supervisory
communication on job satisfaction. The study shows that the level of interaction, the right
amount of information regarding work or the organization and feedback have a huge impact
on the level of job satisfaction. Generally, it is proved that there is a relationship between
communication and job satisfaction.
Through primary data, it was shown that communication plays a vital role in
motivating employees and helping them in achieving their goals. Argenti (2009) claims that
if employees are involved in decision making this will make them have a sense of belonging
which in result lead to more satisfied and committed employees.
While this study has been conducted only in one city, future research could widen
the measures and the sample to validate this study. Removing the various barriers in
communication are very necessary to have a positive attitude towards communication for
both managers and subordinates. Job satisfaction is heavily relying on communication and
whether supervisors use the right communication style or not that will absolutely affect the
level of job satisfaction in the organization.
It is the hope that the “space” between importance of communication and performance
will be closed in the nearest future. Failure in supervisory communication will affect
organization badly, as the perception of employees has much impact on the organization´s
future success.

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Appendix 2: Results

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The second survey was aimed to figure out the level of organization's communication among
its employees and their supervisors. All employees were asked to rate their level of satisfaction
toward the organization's communication and the effectiveness of their communication's tools.
The majority of the responses were positive in terms of the effectiveness of communication's
organization as it is shown in chart 1 (Q7). Previous research has shown that employees who
have supportive relationship with their supervisor tend to have high level of job satisfaction,
performance and commitment (McCormack et al.2006; Gagnon and Jodd, 2004). Similarly,
Leader Member Exchange (LMX) theory emphasizes the relationship between supervisor and
employees.

It argues that the he levels of involvement and the interpersonal relationship

between both can affect employees' behaviour and attitude and the overall performance
and productivity of the organization. This concept was initially conceptualized by Graen
and col- leagues (Dansereau et al. 1973, Graen 1976, Graen and Cashman 1975) which
was analysed by Gagnon and Jodd (McCormack et al.2006; Gagnon and Jodd, 2004). As
a result, communication enhances the level of involvement and accordingly the level of
job satisfaction. Out of 20 employees, 70% of the them agreed that organization's
communication make them identify with or feel a vital part of an organization in Chart 2
( Q 1) which supporting LMX theory.

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Additionally, it is believed that interpersonal relationship and the level of personal

interaction can be identified through interesting, helpful, and informal communication in
an organization in chart 3 (Q6). In fact, 60% of KIA motors' employees agreed that
communication between employees is accurate and free flowing. 52% of them agreed that
organization's communications are interesting and helpful and 42% agreed that informal
communication is active and accurate (charts shown in Appendix).

Computer- Mediated Communication (CMC) interactivity model (CMCIM) is a

communication model that explains and predicts how interpersonal interactivity
enhances communication quality or efficiency in a large group which increases the
process satisfaction Lowry, P, Romano Jr., N, Jenkins, J, & Guthrie, R (2009). This
model indicates that the most important component of person-to-person interpersonal

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interaction is the participation which is part of involvement. Therefore, this model is also
supporting that informal communication and interaction among employees in an
organization can cause communication satisfaction. It shows how effective
communication can be gained through fulfilment of the direction of communication
principle and communication efficacy Lowry, P, Romano Jr., N, Jenkins, J, & Guthrie,
R (2009). An over view of these results, it examines a positive organization's
communication at KIA motors

Appendix 3: Interviews
Supervisor X Interview
Topic: Supervisory communication style and its direct effect on employee’s job
satisfaction
Designation: Supervisor X
Education level: Bachelor Degree
Job duration at Kia motors: 4 years
Gender: Male
Age: 47
Question1. How often do you meet with your employee?
Answer: Daily, but these are unofficial meetings, just if they have any issues. We usually
have official meetings on a weekly basis where we discuss sales progress, demonstrations
and upcoming training sessions and so on.
Question2. How often do you communicate with your employees?
Answer: Communication is on-going face to face wherein we discuss about any
requirements and resolve issues together as a team. I always see to it that they receive
the information clearly.
Question3. What methods of communication will you use to enhance the level of job
satisfaction?
Answer: I make sure I explain my point of view and reinforce my ideas clearly so that
there are no misunderstandings. I also make sure I listen to their needs and make sure to
guide them so that work is done in the right manner. I think this makes my employees
satisfied.
Question4. How flexible you are with your employee in terms of mistakes, personal
situations, absentees, lateness, etc. and what form of communication do you use for
corrective measures?
Answer: I am very flexible. My view is as long as the work is done, they can use any
way they want to complete it. But, for someone who is always late or with unacceptable
behaviour without a valid excuse then, firstly, I would warn them verbally by telephone
or face to face. If they keep up this wrong behaviour then, the next step would be an
email and then a warning letter.
Question5. Have you ever had an argument between yourself and an employee due to
lack of communication? If so, explain the scenario?
Answer: So far no major issues have happened. Maybe, once an employee was late and
didn’t call and he called two hours after his working hours started to inform, he wasn’t
coming. I’m usually very calm and this wasn’t really an argument because of my

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communication. About my communication, I feel it is effective enough so that there is
no conflict.
Question 6: How important is the way your employee perceived your communication?
Answer: This is very important as they should feel that I am approachable and I maintain
a friendly relationship with all my employees. I hope they see it that way.
Question 7: As a result of your communication style, how satisfied do you feel your
employees are with their jobs?
Answer: I feel they are satisfied because our on-going communication has built a mutual
trust and I always encourage them to come to me with any issues they face, even if it is
personal
Supervisor Y Interview
Topic: Supervisory communication style and its direct effect on employee’s job
satisfaction
Designation: Supervisor Y
Education level: Bachelor Degree
Tenure at Kia motors: 7 years
Gender: Male
Age: 52
Question1. How often do you meet with your employee?
Answer: We have meetings weekly, but of course I see them every day.
Question2. How often do you communicate with your employees?
Answer: Very often. I see them daily so we are always talking face to face, but sometimes
if there is a lot of pressure at work I email or call them. Unless it’s an issue that cannot
be solved over the phone or by email then I ask them to schedule a meeting.
Question3. What methods of communication will you use to enhance the level of job
satisfaction?
Answer: As I mentioned, I make time to communicate with my employees whenever
they need. Also, I give them trainings specifically communication trainings, workshops
and customer service workshops. I feel all this increases their job satisfaction.
Question4. How flexible you are with your employee in terms of mistakes, personal
situations, absentees, lateness, etc. and what form of communication do you use for
corrective measures?
Answer: I am very flexible. I usually deal with everyone as per his career history and
performance to compare and determine if they are making mistakes constantly.
Question5. Have you ever had an argument between yourself and an employee due to
lack of communication? If so, explain the scenario?
Answer: Honestly so far there haven’t been any arguments. But if there are, I schedule
a meeting and find out what the reason is exactly try to find whether it is internal or
external factors. I will also try to improve their skills and I usually give a few chances to
see if they are improving.
Question 6: How important is the way your employee perceived your communication?
Answer: I am quite friendly and open to all my employees. There are so many ways to
communicate with each other and I am never harsh on them. We work as a team and
support each other.

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Question 7: As a result of your communication style, how satisfied do you feel your
employees’ are with their jobs?
Answer: I feel they are satisfied and put in their best efforts to perform in their job. My
constant feedback makes them satisfied to this extent.
Employee Reporting to Supervisor X Interview
Topic: Supervisory communication style and its direct effect on employee’s job
satisfaction Designation: Sales Executive.
Education level: Bachelor Degree
Job duration in Kia motors: 1 year 10 months.
Gender: Male
Age: 36
Reporting to: Supervisor X
Question1. How often you meet your supervisor?
Answer: On a daily basis. We discuss about issues in an informal way. But if you meant
meetings, then we have one every fortnight. But we always have ongoing discussions
daily as I said.
Question2. How often do you get the needed support from your supervisor?
Answer: Whenever I need the supervisor, he is there to give support fully.
Question3. If you impose an idea or voice your opinion for change, do you feel your
ideas are respected by your supervisor?
Answer: Yes, I feel ideas are respected by my supervisor. Implementation is not
guaranteed, because there are some functions in the organization and codes of conduct
that cannot be change. But if it’s a really good idea my supervisor receives it in a positive
manner and tries to implement it.
Question4. Whenever required, do you get direct communication with your supervisor?
Answer: Yes, always. If there is an issue regarding anything, I always receive direct
communication from him.
Question5. Do you feel you have right equipment to enable you to communicate
effectively? (e.g. telephone, fax and internet)?
Answer: Yes, I feel we have right equipment for effective communication, but only
within the office. When I am outside the office and need to get work done, I feel we
should have a Blackberry work phone, so that we could effectively communicate with
others even when we are outside from the office.
Question6. Do you feel information is shared and communicated freely within this
organization and explain how so? (e.g. bulletins, circulars and orders)
Answer: Yes, we receive information openly with a positive manner and I feel more
face to face communication is our philosophy at KIA.
Question 7: Can you give an example of how your supervisor communicates with you
effectively? Answer: He communicates with us in a casual manner, which is effective
in my point of view. He’s friendly and I can approach him with ease because of his open-
door policy.
Question 8: Are you satisfied with his style of communication?
Answer: Definitely. His style as I said is casual and he takes the time to meet and talk
about issues we face at work.

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Question 9: Finally, do you feel that your supervisor’s communication style has a
positive effect on your job satisfaction?
Answer: Yes, I think so. The way he communicates with us is comforting and casual,
which helps me to understand my work and responsibility better. So, I’m very satisfied
with that.
Employee Reporting to Supervisor Y Interview
Topic: Supervisory communication style and its direct effect on employee’s job
satisfaction
Designation: Sales Executive.
Education level: Bachelor Degree
Job duration at Kia motors: 1 year 2 months.
Gender: Female
Age: 30
Reporting to: Supervisor Y
Question1. How often you meet your supervisor?
Answer: Daily and we have weekly meetings his office.
Question2. How often do you get the needed support from your supervisor?
Answer: Actually, without support of supervisor, the showroom will not function. In this
kind of industry, support by my supervisor is very important. We have a lot of customers
from different nationalities and it’s very important to handle them professionally, but
sometimes we have complaints and the supervisor supports as fully in these cases
Question3. If you impose an idea or voice your opinion for change, do you feel your
ideas are respected by your supervisor?
Answer: Actually, this is the very good part of our job. If you’re performance is high
and you have an idea, possible they will implement it in future if the idea is good.
Question4. Whenever required, do you get direct communication with your supervisor?
Answer: Yes, he always communicates directly and even by phone and emails.
Question5. Do you feel you have right equipment to enable you to communicate
effectively? (e.g. telephone, fax and internet)?
Answer: Yes, they provide everything. For example, support documents, emails, office
phones. We also have the care specification prices and brochures as soft and hard copy
forms.
Question6. Do you feel information is shared and communicated freely within this
organization and explain how so? (e.g. bulletins, circulars and orders)
Answer: Yes, that’s why everything is running so smoothly. All the information is
shared to us and also supervisors advise us and give us updates on everything happening
in the company.
Question 7: Can you give an example of how your supervisor communicates with you
effectively?
Answer: The supervisor communicates with staff in a friendly casual way. If there is any
problem for example a delay in shipment he communicates with the staff and others to
solve this. I feel without their help we cannot achieve what we want.
Question 8: Are you satisfied with his style of communication?
Answer: Yes, he is a very modest person and he communicates very openly on all issues
and always takes the time to listen and suggest good solutions to any problem.

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Question 9: Finally, do you feel that your supervisor’s communication style has a
positive effect on your job satisfaction?
Answer: There are a lot of ups and downs as in any company, but this kind of support
and being with your supervisor helps a lot, without them you cannot achieve what you
want. I always say my supervisor is the key of KIA, not the literal key, but the one that
provides us with opportunities.

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