14 Annotated Bibliography: Challenges in Communication in a Business in General and

Annotated Bibliography: Challenges in Communication in a Business in General and Within the Context of Covid-19

Student: Ahmarean Brown

Course: Senior Seminar

Date: 9/23/21

Annotated Bibliography: Challenges in Communication in a Business in General and Within the Context of Covid-19

Almohtaseb, A., Almahameed, M., Sharari, F., & Dabbouri, E. (2021). The effect of transformation leadership on government employee job satisfaction during Covid-19. Management Science Letters, 11(4), 1231-1244.Retrieved from: http://www.m.growingscience.com/msl/Vol11/msl_2020_399.pdf

Almotaseb Almahameed, Sharari, & Dabbouri (2020) discuss the importance of transformational leadership when employees are resuming duties and the necessary preparation in addressing the global crisis of Covid-19. The tasks become more complex and require disproportionately more effort during times of crisis; as a result, communication barriers become more challenging to overcome, and only transformational leadership can address.

Furthermore, Almotaseb et al. (2020) provide an overview of job satisfaction and effective communication as two essential factors to consider. If leaders and employees communicate effectively, they will understand and meet each other’s needs and expectations. Almotaseb et al. (2020) determined communication is critical in any organization, but it is imperative in multiple departments where mutual understanding and satisfaction are essential.

Additionally, Almotaseb et al. (2020) discussed the inability of leaders to communicate effectively, and the absence of communication are the two most significant obstacles in the ability to work. Companies were experiencing financial difficulties as a result, which caused high employee turnover.

Arzhanova, K. A., Beregovskaya, T. A., & Silina, S. A. (2020). The impact of the Covid-19 pandemic on consumer behavior and companies’ internet communication strategies. Proceedings of the Research Technologies of Pandemic Coronavirus Impact (RTCOV 2020), 50-57. Retrieved from: file:///C:/Users/MedsupOffice/Downloads/125945739.pdf

Arzhanova, Beregovskaya, & Silina, 2020) discussed social media platform as being one of the most important means of communicating with customers in today’s world. Most people are forced to become distant because of Covid-19, and the internet assumed a more significant role than ever before. The article concluded people significantly rely on social meda channel as a primary means of communication. Companies were increasingly utilizing social media networks as the means of products and services display and communication with consumers. Consequently, there was a shift in consumer behavior. Therefore, the article sough to discuss these changes and the effect of the pandemic on social networks and digital marketing strategies.

Bajalski, B., & Šević, N. P. (2021). Examining Business Communication across Covid-19. Knowledge International Journal, 44(3), 233-237. Retrieved from: http://ikm.mk/ojs/index.php/KIJ/article/view/4896/4666

Bajalski & Šević (2021) discussed the outbreak of the Covid-19 pandemic as a huge reason for demand in effective communication between governments and the general public. The article explained communication and valuable marketing activities as the highest priority in the business industry. The ramifications of the absence of communication due to the pandemic resulted in a great deal of fear and distrust among the public, panic responses, and a decline in the economy. Nonetheless, the most tragic consequence of improper communication was the loss of lives even at the workplace. As soon as a disaster struck, the communication between emergency services became a critical management activity. As part of its analysis, the article considers how communications processes were changing in the modern world, particularly in internet communication, which was being used with traditional forms of communication leading to higher necessity during the pandemic. The purpose of the article was to draw attention to the critical role of effective communication and marketing in ensuring effective Covid-19 crisis management.

Dermaku, A., & Balliu, E. (2021). Views on Conflict related to the Causes of Conflict and the Management Strategies. International Journal Papier Public Review, 2(1), 18-22. Retrieved from: file:///C:/Users/MedsupOffice/Downloads/67-ArticleText-248-1-10-20210109.pdf

Dermaku & Balliu (2021) discussed the different perspectives on conflict, the factors causing conflict, and the various conflict management strategies. According to the discussion findings, other potential sources of conflict were personal factors, including each individual’s value system and personality characteristics. The study demonstrated certain personality types, for example, dogmatic or authoritarian, as persons who barely consider others hence a massive cause for conflict. Each group had its own set of objectives, and each was dedicated to achievement. As a result of increased attachment to individual goals or norms, this problem occurs more frequently. Nonetheless, among the critical sources for Conflict identified was poor communication due to misunderstandings. Additionally, the study discovered the impact of insufficient information movement and interference in communication channels could have on the entire organization’s performance.

Fernandez, A. A., & Shaw, G. P. (2020). Academic leadership in a time of crisis: The Coronavirus and COVID‐19. Journal of Leadership Studies, 14(1), 39-45.Retrieved from: https://onlinelibrary.wiley.com/doi/epdf/10.1002/jls.21684

Fernandez & Shaw (2020) recognized Covid-19 as a global health crisis. The article primarily focuses on three of the most effective leadership strategies for navigating unpredictable adaptive difficulties, for example, those posed by the coronavirus pandemic. Fernandez & Shaw (2020) noted academic leaders who possess high levels of emotional intelligence and emotional stability should prioritize the interests of others by employing a servant leadership style which emphasized empowerment, involvement, and collaboration. Secondly, leaders should delegate responsibilities to a network of teams to improve the quality of decisions made during crisis resolution. Thirdly, Fernandez & Shaw (2020) determined the importance of leaders employing frequent and clear communication with stakeholders to better decision-making during crisis resolution.

Therefore, when discussing clear communication, the article determined, while messages are essential, the delivery method is also vital, for example, live streaming, to address the gap of face-to-face communication.

Kaushik, M., & Guleria, N. (2019). Employee relations and engagement during covid-19. Employee Relations, 2(3).Retrieved from: https://www.johnfoundation.com/journals/sparkling/sijmrsv3i2-2020/s-31/

Kaushik & Guleria (2019) perceived the pandemic Covid-19 to come with merits in certain aspects of the employer’s life. Nonetheless, there were still multiple disadvantages. Consequently, the study focused on how employees related and engaged with one another amid Covid-19, leading to a discussion on communication. Kaushik & Guleria (2019) noted employees as having a direct impact on productivity. Therefore, a satisfied and happy employee was the most critical factor in organization success. Positive employee and employer relationships were critical for increasing productivity and performance of the organization. When an employee was engaged in work, it demonstrated job commitment and dedication. However, employee engagement has been negatively affected due to the pandemic. Therefore, Kaushik & Guleria (2019) concluded employee relations being affected due to poor communication and a lack of face-to-face interactions. Therefore, a lot of communication was vital in ensuring a positive relationship with an employee, which led to less turnover.

The study mentioned the importance of acceptance of challenges and change in attaining successful careers within the context of Covid-19. Furthermore, the study concluded the importance of interpersonal relationships created through communication in the survival of employees and companies.

Mahood, N. E., & Abbas, J. Q. (2020). Study In Elements Of Successful Management. EPRA International Journal of Multidisciplinary Research. 6 (12). Retrieved from: https://eprajournals.com/jpanel/upload/1142pm_38.EPRAJOURNALS-2359.pdf

Mahood & Abbas (2020) noted when discussing communication, management is a crucial factor in determining whether the communication is being implemented successfully. Additionally, the study held authority and responsibility of managers in decision making and supervision as critical components. The article noted, for effective communication to be in place, a great manager must communicate successfully with people in various ways, including verbal communication, sending emails, listening to discussions, without interrupting flow of thought.

Martinez, L. A. M., & Hurtado, S. R. F. (2018). Internal communication issues in the firms: Does it affect productivity. Rev. Eur. Stud., 10, 1. Retrieved from: https://pdfs.semanticscholar.org/9b36/5d3a6c9076a56969f05250e830931407825f.pdf.

Martinez & Hurtado. (2018) explained how human beings have developed over time to motivate employees and attain the best results, which was ignited by the desire to interact with one another hence, communication. Internal communication was essential in creating a positive working environment and achieving exceptional performance from employees. The article also held organizations accountable in employing methods which encourage higher performance to handle any instability in the national, regional, and global context. Martinez & Hurtado. (2018) considered an organization’s interactions with its environment and with its people as a strategic instrument, via empirical data, displays the outcomes predicted by the company’s analysis. The study relied on an exploratory and empirical methodology to determine the nature of the challenges in internal communication through employee interviews, which allowed for the determination of the impact and possible solutions.

Onwuegbuna, G. N., Nchuchuwe, F. F., & Ibrahim, H. K. (2021). Human Resource Management during Covid-19 Pandemic: An Insight on the Challenges for Human Resource Practitioners. BVIMSR’s Journal of Management Research, 13(1), 15-23. Retrieved from://bvimsr.org/wp-content/uploads/2021/08/BJMR-April2021.pdf#page=21.

Onwuegbuna, Nchuchuwe & Ibrahim (2021) discussed the ramifications of poor communication within an organization on employees within the context of Covid-19. The study discovered the most common sources of stress as lack of communication and consultation. The management of employee communication during the Covid19 pandemic was another challenge for human resource managers. In most cases, poor communication leads to challenges in managing a large number of employees. However, during the covid-19 pandemic, it became even more difficult for human resource managers to determine the proper communication method for each employee, particularly those who work remotely. Communication tools such as zoom, video conferencing, email was being used to alleviate communication difficulties, even though some employees were unfamiliar with technology.

Onwuegbuna, Nchuchuwe & Ibrahim (2021) also discovered employees who work from home were nearly twice as likely as those who work in an office to receive correction criticism which focused on unproductive behavior. To maintain two-way communication, management must make a more significant effort to communicate with remote working employees. Furthermore, poor communication from management led to a high level of constant stress. With the pressure for high productivity, management demanded specific work and deadline completion through online supervision. Some employees felt under supported as a result of limited or no contact with other colleagues.

Prasetyo, I., Aliyyah, N., Rusdiyanto, R., Utari, W., Suprapti, S., Winarko, R., … & Kalbuana, N. (2021). Effects of organizational communication climate and employee retention toward employee performance. Journal of Legal, Ethical and Regulatory Issues, 24(1), 1-11.Retrieved from: http://eprints.uwp.ac.id/id/eprint/3058/1/effects-of-organizational-communication-climate-and-employee-retention-toward-employee-performance.pdf

Organizational communication and employee retention were shown to have a positive impact on employee performance. Still, organizational culture was an intervening variable in this study. The research sample consisted of 65 respondents who were all company employees. The research findings demonstrate the influence of organizational culture on the performance of employees in a company. There was no correlation between organizational communication culture and employee performance. Employee retention did affect employee performance; however, if organizational culture was included in efforts to improve employee performance, the method would influence organizational communication culture.

Raycheva, L. (2021, July). Communicating Challenges of COVID-19 to the Ageing Population. In International Conference on Applied Human Factors and Ergonomics (pp. 659-666). Springer, Cham.Retrieved from: v https://link.springer.com/chapter/10.1007/978-3-030-80744-3_82

Raycheva (2021) discussed one of the examples in the paper about the challenges of older persons when trying to communicate through digital devices due to Covid-19 measures. The pandemic affected everyone but particularly the elderly. These difficulties necessitated playing close attention to potential threats to the digital generation divide. During the COVID-19 pandemic, virtual communication was necessitated, and it was becoming more important in people’s lives, thus being applied by businesses. Therefore, businesses would struggle communicating with the elderly using technological devices and actually meeting their needs.

Radovic Markovic, M., & Salamzadeh, A. (2018). The importance of communication in business management., The 7th International Scientific Conference on Employment, Education, and Entrepreneurship, Belgrade, Serbia. Retrieved from: file:///C:/Users/MedsupOffice/Downloads/SSRN-id3578378.pdf

Radovic & Salamzadeh (2018) detailed the management function referred to as communication, as the process of developing, transmitting, and interpreting concepts, facts, perceptions and feedback regarding performance, in the achievement of organization goals. This article was relevant to the research topic because it discussed the importance of communication in a business. Radovic & Salamzadeh (2018) determined no organization can succeed or progress, let alone build its reputation if it lacks practical communication skills. Therefore, the article noted mismanagement and poor business results can be the result of a faulty communication system. Mainly, the article explained survival and success of a business depend on communication. Additionally, the article denoted the significance of developing communication skills continuously, particularly in a turbulent business environment and other situations. Therefore, relevance is evident in the context of turbulent business based on the impact of Covid-19 on the business environment.

Rajhans, K. (2018). Effective communication management: A key to stakeholder relationship management in project-based organizations. IUP Journal of Soft Skills, 12(4), 47-66 Retrieved from: https://www.projektassistenz-blog.de/wp-content/uploads/2020/02/Effective_Communication_with_Stakeholders.pdf

Rajhans (2018) discussed stakeholder relationship management as a critical component of any successful strategy and operations. Moreover, stakeholder relationship directly affected the profits of a company. Therefore, some of the critical stakeholders included customers and employees. Effective communication management was held in the article as a powerful tool for managing stakeholder relationships at multiple levels systematically. The primary goal of the research was to investigate the application of proper communication in the context of stakeholders and create the methodology for implementing communication as a suitable tool in stakeholder management. The study was conducted through a questionnaire, survey, and structured interviews, and the participants were stakeholders from multiple levels in the organization.

Sanders, K., Nguyen, P. T., Bouckenooghe, D., Rafferty, A., & Schwarz, G. (2020). Unraveling the what and how of organizational communication to employees during COVID-19 pandemic: Adopting an attributional lens. The Journal of Applied Behavioral Science, 56(3), 289-293 Retrieved from: https://journals.sagepub.com/doi/pdf/10.1177/0021886320937026

Sanders, Nguyen, Bouckenooghe, Rafferty & Schwarz (2020) discussed the methods businesses have implemented in addressing the communication within the context of the pandemic. Sanders et al (2020) mentioned millions of employees all over the world were affected by the 2020 pandemic. Multiple businesses were not expecting a pandemic; hence it caused significant disruption. However, while many measures were in place, within the context of covid-19, employees needed leaders to communicate during times of crisis by providing the most relevant information. Therefore, the article explained the need for effective communication during critical decisions making.

Furthermore, Sanders et al. (2020) mentioned multiple employees being at home due to the pandemic, which led to many communication challenges on many different levels. Therefore, organizations adopted technology-driven solutions. The article note managers communicate time-critical information through multiple channels such as email intranet, video conferencing, and other tools, as well as other methods. One of the most challenging for top managers was communicating a large amount of information to employees while managing multiple mediums used by multiple senior managers. Previous research established cases where communication was successful, which was the successful delivery of the message.

Warrier, U., Shankar, A., & Belal, H. M. (2021). Examining the role of emotional intelligence as a moderator for virtual communication and decision-making effectiveness during the COVID-19 crisis: revisiting task technology fit theory. Annals of Operations Research, 1-17.Retrieved from: https://link.springer.com/content/pdf/10.1007/s10479-021-04216-8.pdf

Warrier, Shankar & Belal (2021) discovered a substantial shift in communicating due to covid-19. Over time businesses developed an increased appreciation for virtual communication during decision making. Warrier, Shankar & Belal (2021) relied on 296 working professionals under distinct organizational structure and hierarchy levels. Furthermore, questionnaires were administered to all participants. The study determined the possibility of altering individual parameters in the model to reduce the reliance on technology for task completion while simultaneously boosting performance efficacy. Warrier, Shankar & Belal (2021) recommended that the findings of the research should be considered by educational institutions, consultants, and any other professional responsible for adjusting virtual communication platforms regularly. The study mainly focuses on how organizations implement emotional intelligence in elevation virtual communication and decision-making amid a pandemic.

References

Bajalski, B., & Šević, N. P. (2021). EXAMINING BUSINESS COMMUNICATION ACROSS COVID-19. Knowledge International Journal, 44(3), 233-237. Retrieved from: http://ikm.mk/ojs/index.php/KIJ/article/view/4896/4666

Kaushik, M., & Guleria, N. (2019). Employee relations and engagement during covid-19. Employee Relations, 2(3).Retrieved from: https://www.johnfoundation.com/journals/sparkling/sijmrsv3i2-2020/s-31/

Martinez, L. A. M., & Hurtado, S. R. F. (2018). Internal communication issues in the firms: Does it affect the productivity. Rev. Eur. Stud., 10, 1.Retrieved from: https://pdfs.semanticscholar.org/9b36/5d3a6c9076a56969f05250e830931407825f.pdf

Onwuegbuna, G. N., Nchuchuwe, F. F., & Ibrahim, H. K. (2021). Human Resource Management during Covid-19 Pandemic: An Insight on the Challenges for Human Resource Practitioners. BVIMSR’s Journal of Management Research, 13(1), 15-23. Retrieved from:://bvimsr.org/wp-content/uploads/2021/08/BJMR-April2021.pdf#page=21

Radovic Markovic, M., & Salamzadeh, A. (2018). The importance of communication in business management., The 7th International Scientific Conference on Employment, Education and Entrepreneurship, Belgrade, Serbia. Retrieved from: file:///C:/Users/MedsupOffice/Downloads/SSRN-id3578378.pdf

Warrier, U., Shankar, A., & Belal, H. M. (2021). Examining the role of emotional intelligence as a moderator for virtual communication and decision making effectiveness during the COVID-19 crisis: revisiting task technology fit theory. Annals of Operations Research, 1-17.Retrieved from: https://link.springer.com/content/pdf/10.1007/s10479-021-04216-8.pdf

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