involved, or be aware of decisions that impact on their future with the organisation;
hence, communication is important.
While the aim of communication is to motivate and influence behaviour, Smythe
(2008:20) points out the problem of lack of communication on important decisions
which impact on employees. The contention is that most employees hear about
strategies, changes, or every decision, after an influential group, or their managers,
have made decisions, which are presented through top-down communication.
Individuals on the receiving end often feel powerless, or scared. In an attempt to
avoid such problems, Seijts and Crim (2006:31) suggest that leaders communicate a
clear vision, as people want to understand the vision that the senior leadership has
for the organisation, and the goals that leaders have for their different units.
Referring to the issue of exit interviews, Taplin and Winterton (2007:7) report that
when asked why they stayed, workers also talked about good working conditions and
a management style that provided open communication with workers and an
understanding of their day to day problems.
The growing evidence is that employees
feel comfortable to stay longer in positions where they are involved at some level of
the decision-making process, and informed of issues that affect their employment
relationship. This assertion is supported by Fang Li and DeVos (2008:58) that the
involvement of employees in organisational dialogue will assist employees in
their work targets that integrated with the business strategies, develop their
capabilities required for the current and future positions, understand how they are
being assessed and rewarded for their career development within the company.