1

REVIEW OF EFFECTIVE COMMUNICATION STRATEGIES AND EMPLOYEE’S

PERFORMANCE AT WORKPLACE LAHORE, PAKISTAN

“Article submitted to SAGE for review and publication in Journal of Group and Organization
Management”

By

Nadia Asar Khan

M.Phil. Sociology (Scholar)
Department of Sociology, School of Social Sciences and Humanities, University of Management
and Technology, Lahore
Contact: +92-3351444709
s2024261006@.umt.edu.pk

Dr. Sarosh Iqbal

Assistant Professor & Chairperson
Department of Sociology, School of Social Sciences and Humanities, University of Management
and Technology, Lahore
Contact: +92-3334254022
sarosh.iqbal@umt.edu.pk

Acknowledgment

This manuscript has been drafted without any financial support.

The authors declared no potential conflicts of interest with respect to the research, authorship,
and/or publication of this article. This research meets all applicable standards with regard to
research integrity and ethics.
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Abstract

Background: Efficient communication is pivotal for creating and promoting a productive

culture for harmonious work atmosphere within organizations, while encouraging employees for

optimal performance.

Objective: This research is aimed to review the effective communication strategies at

organizational workplaces and its effects on employee’s performance in local Pakistani context.

Methods & Material: This review paper was developed, using both primary and secondary

data. The secondary data was extracted from varied databases and repositories, such as JSTOR,

Academia, Google Scholars, and Research Gate, considering the accessibility. Addressing the

review objective, key search terms were developed and 36 articles were selected. Further,

secondary data was complemented with primary data, where a sample of four relevant

organizations in district Lahore (Pakistan) was taken to visit and conduct face-to-face in-depth

interviews with the concerned officials. A total of 08 in-depth interviews were conducted,

followed by transcription. Review data was synthesized and thematic analysis was performed.

Key Findings: It concludes that clear and consistent flow of information between

employers/managers and employees substantially enhances organizational effectiveness. The

review acknowledges the prerequisite of two-way communication between employers/managers

and employees to enhance efficiency at both ends. It fosters trust, reduces misunderstandings,

and mitigates counterproductive work behaviors. Effective communication strategies are shown

to improve task performance, foster team cohesion, and promote organizational citizenship

behavior (OCB), thereby optimizing overall employee productivity and organizational outcomes.

Conclusion: This research highlights the importance of balancing modern communication

technologies with traditional methods to enhance organizational performance and employee

engagement. A hybrid communication approach can offer a more effective strategy for non-

profit and public sector organizations, improving collaboration, clarity, and overall productivity.

Key words: Effective communication, Employees’ Productivity, Workplace Efficiency, Lahore

(Pakistan).
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Background

Communication is the most important aspect of interpersonal interactions, playing a pivotal role

in how individuals connect, share ideas, and transmit information. In an organizational setting,

where people regularly interact while executing their jobs, effective communication becomes

indispensable for achieving organizational goals. It is not merely a tool for exchanging

information but a fundamental component of human civilization, permeating social, political,

religious, and cultural domains (Stevens, & Ogunji, 2011).

In today’s globalized market, effective communication within and across teams is essential for

organizations to remain competitive. A strategic communication approach not only keeps

employees motivated but also ensures clear and consistent messaging, ultimately enhancing

organizational productivity (Musheke & Phiri, 2021).Conversely, poor communication can lead

to decline in trust and hinder organizations ability to function effectively (Bücker et al., 2014).

Employees lacking effective communication strategies often struggle to perform as effectively as

those with strong communication framework (Thomaz, 2010).

In Pakistan, Organizational culture often influenced by traditional values, resulting in hierarchal

structures where communication primarily flows top-down from managers to the subordinates

(Amber et al., 2019). This rigid structure often discourage open communication and limit

employee engagement (Ruth et al., 2024).

On the other hand, Organizations with horizontal communication fosters better teamwork and

decision-making especially at lower levels, strengthening relationships among employees and

managers across departments (Hee et al., 2019).One-way communication, lacking interaction and

feedback, can diminish employee satisfaction and weaken organizational cohesion (Musheke &

Phiri, 2021).

Regular feedback mechanisms in organizations serve as motivational tools, providing regular

insights that encourage employees to track and improve their performance (Sen, Nar Bahadur,

2017; Haider et al., 2019). However, ineffective feedback loops can lead to employees feeling

disconnected from the organization’s objectives, resulting in decreased motivation and

performance. (Afshan et al., 1995).

Moreover, structured team meetings that encouraged participatory communication significantly

enhance engagement, inhibiting counterproductive behaviors, and promoting citizenship

behavior (Lehmann-Willenbrock et al., 2013). On the contrary, poorly managed meetings can
 4

lead to wasted resources, employee stress, and job dissatisfaction (Lehmann-Willenbrock et al.,

2018).

The integration of modern communication technologies such as email, instant messaging, and

video conferencing has been proven to enhance employee productivity, Streamline processes,

minimize errors and inefficiencies (Shair et al., 2022; Vidhani & Mishra, 2024)

Despite global recognition of these benefits, many organizations in Pakistan still underutilize

two-way communication and digital tools, leading to inconsistent implementation and

suboptimal outcomes (Hee et al., 2019; Bücker et al., 2014).

Therefore, this research aims to explore the impact of two-way communication strategies on

employee performance, focusing on how these strategies including feedback mechanisms,

regular meetings, and the use of technology contribute to organizational productivity. Addressing

the existing gap in communication research will significantly enhance the academic discourse on

communication at both local and global levels and provide valuable insights for organizations,

managers, leaders, HR professionals, and policymakers to improve their communication

practices, ultimately fostering a more productive and positive workplace.

Theoretical underpinning for Organizational Communication:

Understanding how employees deliver their performance in organizations is closely tied to the

quality and frequency of communication. Effective communication strategies are essential for

inspiring passion, commitment, and ultimately achieving results. Social Exchange Theory (SET)

can be used to explain how these communication practices are influenced by communication

technologies.

SET proposed by Homans, (1958), suggests that organizational behavior is rooted in exchanges

of resources and services between individuals, with an emphasis on reciprocity. Employees

contribute time, skills, and energy to receive rewards like compensation and job satisfaction

(Blau, 1964). When communication is open and fair, trust and collaboration improve, leading to

better engagement and performance (Cropanzano & Mitchell, 2005). Two-way communication

strengthens employee commitment and reduces misunderstandings (VANCOUVER &

SCHMITT, 2006). Recent literature further supports this by highlighting how effective

communication strategies influence employee performance, organizational citizenship behaviors

(OCBs), and counterproductive work behaviors (CWBs).Integration of two-way communication

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practices and engagement fosters organizational outcomes by enhancing employee collaboration

and minimizing misunderstandings (None Soid et al., 2025), ultimately contributing to

organizational success and a positive work environment (Ify, 2024). Moreover, the integration of

modern communication technologies enhances engagement and facilitates the reciprocal

exchanges (Shair et al., 2022), which are central to SET. These advancements enable transparent

communication, promote collaboration, and enhance overall organizational climate.

Material & Method:

This review used both secondary and primary data sources to explore the impact of effective

communication strategies on employee performance.

Secondary Data: A comprehensive review of 36 relevant articles was conducted to establish a

theoretical foundation and contextual background. The review focused on key aspects of

effective communication strategies, including two-way communication, feedback mechanisms,

regular meetings, and the use of technology, and their impact on employee performance, task

performance, citizenship behavior, and counterproductive behavior at the workplace. Search

terms such as "impact of effective communication strategies on workforce," "employee

productivity," "two-way communication," "feedback mechanism," "task performance," and

"counterproductive or citizenship behavior" were used across various databases, including

Google Scholar, Research Gate, and JSTOR.

Primary Data: The research combined a comprehensive literature review with in-depth

interviews across four purposively selected organizations all based in Lahore Pakistan. These

organizations were selected to provide diverse perspectives on communication strategies and

their impact. Based on the literature review, a semi-structured interview guide was developed to

conduct in-depth interviews (IDIs) with managers and employees from the selected

organizations, who are directly involved in communication practices.

Key informant participants for IDIs were informed of the study's purpose and their right to

confidentiality. Informed consent was obtained from all participants before data collection,

ensuring they understood their participation was voluntary and that they could withdraw at any

time without consequence.

Data Collection and Analysis: Data was collected during the month of June (2024). The

transcribed interviews were subjected to thematic analysis, where themes and patterns were
 6

identified, categorized, and aligned with the research questions. The collected data both from

primary and secondary sources were analyzed to identify similarities and commonalities in the

themes generated, which were then organized into a matrix (Annex-A). These themes were

carefully examined and compared with the primary data to provide a comprehensive

understanding of how the utilization of communication strategies impacts employee performance

and contributes to organizational success. The synthesized data were then interpreted to draw

meaningful conclusions about the role of effective communication strategies in enhancing

employee performance.

Results and Discussions

Change and development span various organizational levels—individual, group, and broader

community—forming a hierarchical system where each level impacts the others (Van de Ven &

Poole, 1995). As organizations evolve, they often start with a singular focus or goal but gradually

expand their objectives and complexity (Greiner, 1989). Initially, effective communication

phenomena might seem straightforward, however, as organizations grow in complexity, the

effectiveness of communication can diminish if not properly adapted to the changing needs and

structures. Effective communication must evolve in tandem with organizational development to

maintain its impact and support overall performance.

The present study aimed to review the Effective Communication Strategies at organizational

workplace and its effects on employee’s performance in local Pakistani context, by conducting

interviews with employers/managers and employees from four selected organizations. This

section presents the compiled results, highlighting key findings related to practices and their

impact on employee’s performance.

Two-Way Communication and Task Efficiency:

Effective two-way communication is essential for improving task efficiency and fostering a

sense of belonging among employees. Organizations that implement structured communication

strategies experience increased productivity and operational effectiveness. Studies highlights that

organizations that effectively implement two-way communication strategies witness higher

employee satisfaction and improved task performance. (Rajhans, Kirti 2012); Heyden et al.

2017). These findings resonate with the theoretical framework of SET, which posits that

workplace relationships are built on reciprocal exchanges where individuals aim to maximize
 7

benefits and minimize costs (Homans, 1958; Blau, 1964). Traditional communication structures,

such as memos and formal meetings, offer clarity but can slow decision-making and overwhelm

employees (Eppler & Mengis, 2008; Khan et al., 2011). In contrast, integrating modern tools like

emails and instant messaging fosters real-time, reciprocal exchanges that improve transparency,

reduce misunderstandings, and enhance task execution (Nebo et al., 2015; Musheke & Phiri,

2021). SET further underscores that such practices not only enhance trust and collaboration but

also strengthen the reciprocal nature of organizational relationships. However, challenges

remain, as excessive communication even through modern channels can lead to information

overload, diminishing employees' ability to prioritize and efficiently execute tasks (Abbas &

Asghar, 2010).

Feedback Mechanisms and Employee Development:

Feedback is essential in guiding employees' progress, addressing issues, and reinforcing

performance standards that support individual growth (Kauffeld & Lehmann-Willenbrock,

2012). In traditional settings, feedback often comes in the form of periodic appraisals or face-to-

face discussions. These methods allow for comprehensive and detailed feedback, addressing

complex issues and ensuring thorough assessments. However, relying solely on such traditional

feedback mechanisms can lead to delays, particularly when urgent issues arise. The integration

of technological solutions, including instant messaging and digital communication platforms,

provides a more responsive alternative, ensuring timely and constructive feedback (M., 2012) In

contrast, modern feedback systems incorporate a combination of both traditional and real-time

methods, facilitating ongoing dialogue and immediate responses. This multidimensional

approach, grounded in SET, aligns with the notion that continuous, reciprocal exchanges

between employees and management build trust, enhance collaboration, and improve overall

performance (Homans, 1958). Digital feedback channels, including WhatsApp and instant

messaging, provide employees with immediate insights, enabling adaptability and high-level

performance. These platforms also facilitate a collaborative environment by reducing the risks

associated with miscommunication (Blau, 1964). Nonetheless, face-to-face interactions remain

essential in maintaining teamwork and problem-solving, strengthening interpersonal

relationships, and ensuring effective communication (Kozlowski, & Ilgen, 2006). Regular

meetings further support team cohesion and operational alignment, which are particularly
 8

significant within Pakistan’s community-oriented work culture, where trust and collaboration are

key to achieving organizational goals (Asrar-ul-Haq, &Iqbal, 2017). In the context of Pakistan's

community-oriented culture, these interactions are particularly valuable as they enhance trust and

collaboration, essential elements for the successful implementation of organizational goals (Nale

Lehmann‐Willenbrock & Hung, 2023).

Regular Meetings in Team Cohesion and Coordination:

Research highlights the essential role of periodic workplace meetings in fostering cross-

departmental collaboration, boosting employee engagement, and strengthening organizational

cohesion (Haq, & Faizan, 2023). These meetings facilitate two-way communication between

management and staff, enabling knowledge transfer, clarification of priorities, and reinforcement

of organizational values. Conferences are held at regular intervals (monthly or quarterly) or in

response to significant project deadlines. This structured approach ensures issues are addressed

consistently while maintaining flexibility. However, rigid adherence to traditional

communication methods, such as formal memos and letters, may hinder responsiveness and

adaptability (Eisenhardt, & Sull, 2001)

Many organizations prioritize regular meetings to monitor progress, address issues, and align

employees with organizational goals. These meetings, whether in-person or online, enhance

communication, conflict resolution, and employee engagement, leading to better organizational

performance (Kauffeld & Lehmann-Willenbrock, 2012). However, excessive meetings can be

counterproductive. Too many meetings may diminish employee well-being, as they take time

away from core tasks, causing stress and decreased job satisfaction (Luong & Rogelberg, 2005).

Inefficient or unnecessary meetings may frustrate employees, negatively affecting morale and

productivity (Rogelberg et al., 2006). In-person meetings are particularly valuable for

strengthening teamwork, fostering rapport, and facilitating problem-solving and decision-making

(Lehmann-Willenbrock et al., 2018). Regular face-to-face interactions enhance communication

and team dynamics, improving team efficiency, especially in complex work environment

(Kozlowski & Ilgen, 2020).

Mitigating Counterproductive Behavior through effective Communication strategy:

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Setting clear expectations for employees, providing regular feedback, and addressing issues

before they escalate are crucial for organizational effectiveness (Nyoike, & Karimi, 2023; Men

& Yue, 2019). Open communication enhances employee performance by enabling timely issue

resolution and improving overall organizational dynamics. When employees have access to top

management, it fosters a sense of being heard, reducing the likelihood of work delays and

frustration. This open communication also improves performance, minimizes misunderstandings,

and fosters a more cohesive work environment. According to Social Exchange Theory, open

communication enhances the mutual exchange between employees and management by fostering

trust and reducing uncertainty. When employees feel heard and valued, this reciprocal

relationship strengthens organizational commitment, reduces misunderstandings, and promotes a

more cohesive work environment (Cropanzano & Mitchell, 2005). By enabling timely issue

resolution, the organization responds to employee needs, which in turn boosts performance and

engagement (Sypniewska, Barbara, 2020).In centralized cultures, where communication tends to

be more formal and less responsive, the lack of reciprocal problem-solving opportunities may

slow progress and increase frustration. However, a focus on capacity building and training

programs highlights the organization's commitment to employee development, enhancing the

mutual benefits of the employee-employer relationship and contributing to broader

organizational success.

Communication Strategies and Organizational Citizenship Behavior (OCB):

Effective communication—such as procedural communication, team meetings, proactive

communication, and conflict management—plays a crucial role in enhancing performance and

commitment (Lehmann-Willenbrock et al., 2013; Men, 2014; Musheke & Phiri, 2021). Research

interviews indicate that operational communication significantly improves performance by

enabling timely issue resolution and fostering a healthier organizational environment. Regular

meetings, feedback mechanisms, and open communication strategies are recommended to reduce

counterproductive behaviors and enhance OCB by promoting trust and collaboration.

Social Exchange Theory (SET) posits that employees reciprocate the treatment and information

they receive from their organization through their performance and perceptions. When

employees feel valued and see their organization engaging in socially responsible actions, they

respond with positive attitudes and extra-role behaviors. (Liaquat & Mehmood, 2017). Employee
 10

participation in decision-making further strengthens these relationships, fostering fairness and

reducing misunderstandings, thereby improving organizational cohesion (Men & Yue, 2019).

Technology-Driven Communication and Its Influence on Efficiency:

Achieving effective communication in modern workplaces requires balancing traditional

methods and technological tools to enhance clarity and foster collaboration. Face-to-face

communication remains essential for task completion and relationship building, which directly

impacts performance. Email, while preferred for formal operations, has been noted for

occasional operational lapses (Ean, 2010). Interview findings further revealed that technology-

driven communication positively influences employee performance by streamlining roles and

improving efficiency. Clear communication tools enhance task clarity, leading to better

organizational performance.

In contrast, organizations relying on traditional communication methods—such as official letters,

memos, and face-to-face meetings—may experience delays in response times compared to

technology-supported methods. However, tools like CAD drawings, faxes, phone calls, and

WhatsApp offer quicker, clearer communication (Dwumah, P et al., 2015). While these

technological advances improve efficiency, they also present challenges such as coordination

difficulties and increased workload, which can impact employee performance (Timmermann et

al., 2022). Technology-supported communication mediums like email, Zoom, and WhatsApp are

now essential in modern organizations. These tools facilitate the exchange of information and

promote cooperation. As Kevin Kelloway (2010) pointed out, communication technology

enhances employee focus and job satisfaction, ultimately leading to improved performance.

However, over-reliance on technology may reduce face-to-face interaction, potentially

negatively affecting teamwork and the collaborative environment. Social Exchange Theory

(SET) suggests that the communication process in organizations is grounded in reciprocal

relationships. When employees feel that their communication needs are met and that their

organization values their input, they reciprocate with enhanced performance and engagement.

This dynamic fosters trust, cooperation, and organizational citizenship behaviors, all contributing

to improved organizational effectiveness.

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There was clear distinction between communication approaches in public and non-profit

organizations. Public organizations tend to adhere to traditional communication structures,

emphasizing formal channels. Conversely, non-profit organizations often embrace modern

technology, reflecting a commitment to efficiency and flexibility. This divide underscores a gap

in communication practices, where traditional values in the public sector may resist change,

while non-profits benefit from technological agility and responsiveness. Bridging this gap

requires finding a balance between traditional and modern communication practices that suits

both sectors.

Limitations: This investigation was limited to sample size and focused on organizations within

Lahore, which may not fully represent communication practices in other regions or sectors.

Future studies may be beneficial by including different organizations across different

geographical areas so that the results can be generalized.

Conclusion

This research consists of a two-pronged investigation conducted in non-profit organizations and

public sector body in Lahore, Pakistan, to explore the role of effective communication strategies

play in the workplace and their impact on employee productivity. The results indicate a wide

contrast between fully digital communication technologies embraced organizations and those

who still lean towards traditional methods, such as official letters, memos, and meetings for clear

documentation and a controlled flow of information. Organizations that adopted the latest tools

such as WhatsApp and emails for quick and efficient intra- and inter-departmental

communication demonstrate significantly improved communication quality, improved team

collaboration, and higher employee engagement. Conversely, the organizations that primarily

utilized traditional methods, such as formal channals for information dissemination,

acknowledged the value of these approaches in maintaining formality and ensuring clear

documentation, emphasizing that these channels remain important for preserving a formal and

well-documented communication process.

However from a research standpoint, that even though modern communication technology

provides several benefits, but the importance of using traditional methods are still there at least

for formal documented clarity. These two approaches—modern and traditional can provide

balanced practices for effectively maintain formal communication. This new-wave of hybrid
 12

communication combining modern technology with old school word-of-mouth tactics could be

the key to boosting organizational performance and increasing employee engagement in non-

profit organizations.

Further research is needed to understand communication-related practices more widely

throughout Pakistan and across sectors. This will broaden the scope of study, helping

organizations better navigate the challenges of adopting their initial attitude and developing more

flexible and efficient communication strategy at work.

Future Research Recommendations

Conducting cross-sectorial analyses to compare communication practices and their impact with

in the corporate sector can provide valuable insight. These practices perform differently in

various organizational setups, influence by the factors such as Pakistan’s cultural diversity

including regional and linguistic differences. The impact of these variation on communication

practices and employee engagement across organizations would further enhance our

understanding. Further research could be beneficial from increasing the sample size by including

a large variety organizations in different sectors, such as both non-profit and for-profit entities,

would allow for a more generalizable understanding of effectiveness of communication

strategies'. Moreover, future research could investigate the efficacy of integrating traditional

communication methods with modern technologies, particularly through case studies focusing on

organizations that employ mix approaches in order to provide some insight into the benefits and

challenges.

Lastly, examining the impact of communication strategies on employee perceptions, satisfaction,

retention, and overall organizational culture, especially regarding their engagement in decision-

making processes, would provide valuable insights. By addressing these areas, future research

can offer deeper insights into the complexities of communication in organizations, leading to the

development of more effective strategies tailored to the unique needs and challenges of different

organizational contexts.
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35. ‌Musheke, M. M., & Phiri, J. (2021). The Effects of Effective Communication on

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paperid=107818

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Organizational Performance Based on the Systems Theory. Open Journal of Business and
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paperid=107818

37. Nale Lehmann‐Willenbrock, & Hung, H. (2023). A Multimodal Social Signal Processing

Approach to Team Interactions. Organizational Research Methods.

https://doi.org/10.1177/10944281231202741

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39. Nyoike, Angela, & Karimi, James. (2023). EFFECT OF TRANSFORMATIONAL

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1001.

42. Rogelberg, S. G., Leach, D. J., Warr, P. B., & Burnfield, J. L. (2006). “Not Another

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45. Stevens, Roxanne Helm, & Ogunji, Emmanuel. (2011). Preparing business students for

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business students for the multi-cultural work environment of the future: A teaching

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46. Sypniewska, Barbara. (2020). Counterproductive work behavior and organizational

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47. Timmermann, S., Staegemann, D., Volk, M., Pohl, M., Haertel, C., Hintsch, J., &

Turowski, K. (2022). Facilitating the Decentralisation of Software Development Projects from

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‌
21

ANNEX-A:

Matrix of Reviewed Literature

Geogra
Name of Researc
S.R Author & Year phical Key Findings
Article h Type
Setting
Two-Way Communication and Task Efficiency
1 Haroon, H., & The Impact Mixed Pakista  The findings of public and private sector universities on
Malik, H. D (2018). of method n organizational communication system functioning and
Organization s organizational performance scores revealed
al harmonization between organizational communication
Communicati and organizational performance.
on on  Organizational performance improves subsequently when
Organization organizational communication system performs well.
al  Imperfect functioning of one element (communication
Performance system), results in the failure of other (performance).
2 Hee, O. C., Qin, D. Exploring the Quantit Global  The findings of this study provide empirical evidence to
A. H., Kowang, T. Impact of ative the management to ensure effective downward and
O., Husin, M. M., & Communicati horizontal communication take place in the organization.
Ping, L. L. (2019). on on  Management may organize more activities such as inter-
Employee departmental meetings to create quality bonding among
Performance superiors and subordinates.
 Proper training and development plan should be
established to realize effective communication in the
organization.

3 Nebo, C. S., The Role Of Quantit Global  The study found a strong link between effective
Nwankwo, P. N., & Effective ative communication and employee performance at UNZIK.
22

Geogra
Name of Researc
S.R Author & Year phical Key Findings
Article h Type
Setting
Okonkwo, R. I. Communicati  Heads of Departments and Deans employ a variety of
(2015 on On means to communicate, including, Text messages
Organization Memos Emergency Meetings Circulars Queries
al In-person conversations.
Performance:  Most employees respond rapidly to text messages but
A Study Of require memos for efficacy, frequently stating
Nnamdi  They did not notice text messages until alerted directly or
Azikiwe via a circular.
University,  Improved communication skills have helped staff
Awka. function better in interactions with department heads,
deans, students, and the university community.
 The study recommended that there is need for every
organization to endeavor and make effective
communication an essential integral part of its
management strategies and map out a strategic ways of
storing information’s; for this will also reduce loss of
essential information and it will help to minimize
organizational conflict, less misunderstanding and
enhance information management.
4 Musheke, M. M., & The Effects Quantit Global  The study revealed that there is a positive relationship
Phiri, J. (2021). of Effective ative between the channel of communication used and effective
Communicati communication.
on on  Also the study did confirm that effective communication
‌‌ Organization has a positive effect on organizational performance.
al However, there was no relationship between management
Performance and channel of communication used. The data from the
Based on the questionnaire also revealed that different communication
Systems styles from management are the biggest barrier to
Theory. Open effective communication.
Journal of
23

Geogra
Name of Researc
S.R Author & Year phical Key Findings
Article h Type
Setting
Business and
Management
5 Maisaje, M. M., An Quantit Global  The research indicates the distinct forms of
Michael, M. M., & Assessment ative communication, particularly horizontal communication,
Hamza, H. D. of the Effect upward communication, and downward communication,
(2023). of significantly shape the extent of employee dedication to
Communicati their roles.
on on  This underscores the substantial impact that various
Employees' forms of communication have on both employee
Performance performance and the long-term growth of the
of Fazim organization.
Global
Concept in
Gombe
Metropolis
6 Eppler, M. J., & The Concept Qualitat Global  The study examined the purpose model in relation of job
Mengis, J. (2008). of ive stress and its impact on job performance
Information  Employees are hesitant to interact openly with their
Overload - A superiors for fear of retaliation or cultural expectations of
Review of respect and obedience, which can restrict the efficacy of
Literature two-way communication and impair work efficiency.
from
Organization  The study also examined the employees do their job
Science, regularly but due to workloads and time constraints their
Accounting, performance reduces. Banks timing is mostly from 9am
Marketing, to 5pm in Pakistan but originally there is no time limit so
MIS, and employees have to work for longer hours as compared to
Related other jobs hitch is also a reason of concern
Disciplines
(2004)
24

Geogra
Name of Researc
S.R Author & Year phical Key Findings
Article h Type
Setting

Feedback Mechanisms and Employee Development

7 Farooq, M., & Impact of Quantit Pakista  Training and feedback can increase the performance level
Khan, M. A. (2011). Training and ative n of all sorts of the organizations, and by wide spreading
Feedback on the implications of these and other more advanced factors
Employee of training, quality of the process of teams can be
Performance improved which will result in giving a better shape to the
performance of the employees.
 continual feedback and conversations can cause delays in
decision-making and job completion

8 (Jerab, 2024) The Impact Desk Global  Communication channels enable the exchange of
of Review feedback and recognition among employees and leaders.
Communicati When employees receive constructive feedback and
on on recognition for their contributions, it reinforces desired
Organization behaviors and performance standards. Feedback-rich
al communication fosters a culture of continuous learning,
Performance growth, and appreciation within the organization.
 Communication can improve productivity by facilitating
coordination, collaboration, and problem-solving among
employees and managers. Communication can also
reduce errors, misunderstandings, and conflicts that can
hamper work efficiency and effectiveness.
Communication can also enable feedback, learning, and
improvement that can enhance work performance and
outcomes
 The study found found that subordinates’ feedback
seeking was positively related to the quality of leader-
member exchange and objective work performance only
when supervisors interpreted
25

Geogra
Name of Researc
S.R Author & Year phical Key Findings
Article h Type
Setting
 The feedback-seeking behavior as being driven more by
performance enhancement motives and less by
impression management motives.
 A constructive feedback setting that encourages positive
feedback-seeking behavior. Training supervisors to
recognize and support feedback-seeking for learning
purposes can help to improve LMX quality.

9 Abbasi, A. N., & Performance Quantit Pakista  The findings of the study reveals timely feedback and
Chishty, U. G. Management ative n training sessions will also result in enhanced work
(2020). and performance and increased efficiency.
Employee  Therefore, if performance feedback is given significant
Productivity - consideration, it will have a favorable effect on employee
A Study on productivity.
the Banking
Sector of
Pakistan
10 Kibe, C. W. (2014). Effects of Empiric Global  The study was concluded that communication strategies
Communicati al play a central role in high-performance. For any
on Strategies investig organizational performance to be effective, the
on ation communication should be an open communication
Organization environment (members of the organization feel free to
al share feedback, ideas and even criticism at every level).
Performance:  The result also revealed that two way communication
A Case Study should never be one way either from top to down or the
of Kenya bottom up.
Ports  Companies whose managers successfully engage
Authority employees in conversation about their work, their ideas
and their perspectives on issues related to products,
services, customers and business environment develop a
26

Geogra
Name of Researc
S.R Author & Year phical Key Findings
Article h Type
Setting
culture of inclusiveness that generates results.
 Multi-channeled- Effective -communicators know that
messages need to be delivered multiple times in multiple
ways to have the most impact.
 Employee communication needs and preferences differ,
different messages require different methods and busy
business environments can mean that messages get lost.
 Using multiple channels to communicate with various
audiences will increase the odds that communications are
received and understood.
 Therefore, Organizations should try to incorporate
effective communication strategies that will help enhance
the organizational performance.
11 Peng, J. C., & Chiu, An Quantit Global  The findings highlight the significance of feedback
S. F. (2010). integrative ative systems in affecting employee views, attitudes, and
model linking behaviors in organizations.
feedback  Effective feedback methods not only improve employee
environment commitment and fit, but they also promote a culture of
and engagement and proactive contributions (OCB), which
organizationa may have a substantial influence on organizational
l citizenship performance.
behavior.  Day-to-day supervisor-subordinate and coworker
 Feedback processes as comparison to formal appraisal
feedback session.
 positive affective-cognition

12 Ahmed, N., Memon, Communicati compre Pakista  This study reported that Email, Drawings (CAD), Phone
A. H., & Memon, N. on Modes hensive n Calls, What Sapp, and Site Meetings are the most
A. (2021). Used for review commonly used modes of communication for information
Information of sharing used in construction projects of Pakistan.
27

Geogra
Name of Researc
S.R Author & Year phical Key Findings
Article h Type
Setting
Sharing in previou  On the other hand, Letters (Written Documents and
Construction sly Reports), Stakeholder meetings, Drawing (CAD), Site
Projects of publish Meetings, and Phone Calls are the most effective modes
Pakistan ed of communication
literatur  At the same time, video Conferencing and CCTV were
e the least used and least effective modes. Analysis of data
shows that traditional modes of communication are
standard in the construction industry of Pakistan.
However, it has not shifted to the modern modes of
communication
13 Kim, Y. J., Fu Lam, Employee Qualitat Global 
C., Oh, J. Constructive ive  Study focused Comprehensive review and proposes a
(Kyoungjo), & Sohn, Voice: An dyadic approach to understanding employee constructive
W. (2022). ‌ Integrative voice. Organizations should priorities supportive
Review and a leadership and building trusting connections between
Dyadic employees and supervisors.
Approach. It is advised that supervisors attend training programs that
improve their capacity to receive and constructively
respond to criticism.
 Fear of retaliation, sense of futility, and a lack of support
from superiors or the organizational culture.
 Establishing clear feedback channels and procedures can
also inspire more staff to speak out constructively.

Mitigating Counterproductive Behavior through effective Communication strategy

14 Nyoike, A., & EFFECT OF Quantit Global  Clear communication
Karimi, J. (2023). TRANSFOR ative  interactional justice reduces Counterproductive
MATIONAL  increased costs,
LEADERSHI  decreased productivity,
28

Geogra
Name of Researc
S.R Author & Year phical Key Findings
Article h Type
Setting
P ON  Negative impact on the overall culture of the organization
COUNTERP
RODUCTIV
E WORK
BEHAVIOR
S AND
PERFORMA
NCE
MANAGEM
ENT.
15 Men, L. R., & Yue, Creating a Quantit Global  symmetrical communication
C. A. (2019). 45(3), positive ative  horizontal communication feedback
101764. emotional  positive emotional culture
culture:  fostered employee OCB and advocacy
Effect of  experiencing group cohesion and team success
internal  decreasing employee risk-taking behaviors
communicati
on and
impact on
employee
supportive
behaviors
16 Chughtai, A. A., & Work Quantit Global  Clear communication of goals, expectations, and
Buckley, F. (2011). engagement: ative feedback may improve employees' comprehension of
Antecedents, their jobs and the organization's aims, increasing
the mediating engagement.
role of  Open and open communication channels can help to
learning goal disseminate knowledge, foster learning, and increase
orientation employee engagement.
and job
29

Geogra
Name of Researc
S.R Author & Year phical Key Findings
Article h Type
Setting
performance.
Career
Development
Communication Strategies and Organizational Citizenship Behavior (OCB)
17 Lehmann- A sequential observa Global  Procedural communication,
Willenbrock, N., analysis of tional  Team meetings
Allen, J. A., & procedural and  Proactive Communication, Satisfaction with Meetings
Kauffeld, S. (2013). meeting quantita  managing conflict management
communicati tive  increasing team members’ commitment
on: How  develop a common representation of a problem and
teams possible solutions
facilitate their
meetings.
18 (Lehmann- The critical Global
Willenbrock et al., importance of  Ineffective meetings result in significant direct and
2018) meetings to indirect costs, including opportunity costs, employee
leader and stress, and job dissatisfaction.
organizationa  Organizations should invest in training and feedback
l success: systems to reduce ineffective meetings and improve
Evidence- overall efficiency.
based  Enhancing meeting effectiveness can substantially
insights and improve the return on investment by boosting
implications organizational productivity and employee well-being.
for key
stakeholders
19 Musheke, M. M., & The Effects Quantit Global  a two-way sharing of information
Phiri, J. (2021). of Effective ative  internal communication
‌ Communicati  feedback
on on  conflict resolution
Organization
30

Geogra
Name of Researc
S.R Author & Year phical Key Findings
Article h Type
Setting
al
Performance
Based on the
Systems
Theory. Ope
n Journal of
Business and
Management
20 Haider, S., de Pablos A three-wave Pakista  The main objective of this research was to provide an
Heredero, C., & time-lagged n explanation for why positive feedback affects employees’
Ahmed, M. (2019). study of OCB.
mediation  The results of this study offered support for a relationship
between between positive feedback and OBSE, and between
‌ positive OBSE and OCB. By including OBSE as a mediator, the
feedback and results provided support for a partially mediated model of
organizationa the effects of positive feedback on OCB.
l citizenship  Overall, this research concluded that positive feedback
behavior: the itself is less explicative in describing its effect on
role of employees’ OCB. Other mechanisms such as OBSE can
organization- explain why positive feedback enhances OCB.
based self-
esteem.
Psychology
Research and
Behavior
Management.
21 Liu, Y. (2009). Perceived Literat Global  The study emphasizes the importance of perceived
organizationa ure organizational support in influencing expatriate
‌ l support and Review employees' attitudes and behaviors.
expatriate  Organizations can work on improving perceived
31

Geogra
Name of Researc
S.R Author & Year phical Key Findings
Article h Type
Setting
organizationa organizational support in order to increase expatriates'
l citizenship emotional commitment and, as a result, their
behavior. organizational citizenship behavior.
 Organizations may promote a sense of loyalty and
commitment among expatriate employees by offering
proper support, such as relocation aid, professional
development chances, and emotional support, which will
lead to good discretionary behaviors.

Role of Regular Meetings in Team Cohesion and Coordination:

22 ul Haq, I., & Faizan, Communicati Literatu Pakista  This research also emphasized the role of workplace
R. (2023). on Within the re n meetings in facilitating communication.
Workplace: Review  A subset of the supervisors had effective communication
Systematic skills, primarily relying on informal channels to get their
Review of communication materials.
Essentials of  Face-to-face communication
Communicati  information upward to top management
on  Workplace meetings
 employee motivation, focus,
 and involvement
 These meetings serve as platforms for employees to
exchange expertise and enhance their understanding of
discussed topics
 It serves as the fundamental factor in sustaining
employees and reducing turnover.
23 Rogelberg, S. G., Not Another Quantit Global  According to the study, increased meeting frequency and
Leach, D. J., Warr, Meeting!” ative time demands are connected with worse employee well-
P. B., & Burnfield, J. Are Meeting being.
L. (2006). Time Employees who reported more frequent and longer-
32

Geogra
Name of Researc
S.R Author & Year phical Key Findings
Article h Type
Setting
Demands duration meetings were more stressed and had lower job
‌ Related to satisfaction scores.
Employee  Meeting time expectations was found to disturb
Well-Being? employees' work-life balance.
Employees reported feeling overwhelmed and unable to
handle their job duties.
 The study emphasized the importance of organizations
implementing methods that maximize meeting
effectiveness while minimizing the negative effects of
meeting time demands on employee well-being and
productivity.

24 Guuru, T. W. Effect of Quantit Global  The study concluded that communication strategies were
(2021). communicati ative a key determinant of the success of implementation of
on strategies programs at ILRI.
on the  Communication strategies explored, multi-channeled
successful communication strategy had a significant positive effect
implementati on the success of implementation of programs at ILRI.
on of
programmes
at the
International
Livestock
Research
Institute,
Kenya.
25 Kauffeld, S., & Meetings Quantit Global  The current study provides empirical evidence for a
Lehmann- matter: ative linkage between team meeting interaction processes and
Willenbrock, N. Effects of team success.
(2012). team  Most of the problem-focused statements, positive
33

Geogra
Name of Researc
S.R Author & Year phical Key Findings
Article h Type
Setting
meetings on procedural statements, and proactive statements were
team and associated with increased meeting satisfaction, team
organizationa productivity, and organizational success
l success  Dysfunctional communicative behaviors such as
criticizing or complaining showed numerous negative
relationships with these outcome
26 Allen, T. D., Golden, How Qualitat Global  The study highlighted the role of Remote meetings that
T. D., & Shockley, Effective Is ive can differ greatly in efficacy from face-to-face meetings.
K. M. (2015). Telecommuti  Critical factors include technological reliability,
ng? communication clarity, and participant involvement.
Assessing the Effective distant communication solutions, including as
‌ Status of Our video conferencing and collaboration software, may boost
Scientific team cohesiveness and productivity.
Findings.  The study emphasizes the role of organizational rules and
support systems in supporting successful remote
meetings.
Organizations that provide proper remote communication
tool training, set clear meeting norms, and develop a
culture of trust and collaboration have higher employee
productivity and satisfaction rates.

27 Men, L. R. (2014). Strategic Quantit Global  Symmetrical internal communication

Internal ative  Leaders’ use of face-to-face channels is positively
Communicati associated with employee satisfaction.
on: Transfor  Employees mostly prefer emails to receive information
mational from the organization regarding new decisions, policies,
Leadership, events, or changes, followed by general employee
Communicati meetings and interpersonal communication with
on Channels, managers
and  Collaboration
34

Geogra
Name of Researc
S.R Author & Year phical Key Findings
Article h Type
Setting
Employee  Prefer to help each other.
Satisfaction

28 Lee, Y. (2022). Dynamics of Quantit Global  Communication channels usage by employee

Symmetrical ative relationship.
Communicati  Face to-face meetings
on Within  communication practices with managers and peers,
Organization  While other communication channels (e.g., print media,
s: The e-mail) turned out to be more significantly related to
Impacts of symmetrical communication practiced by CEO. To
Channel understand their roles and achieve mutual understanding.
Usage of
CEO,
Managers,
and Peers
29 Rogelberg, S. G., The science Review Global  MIT Sloan Management Review revealed
Scott, C., & Kello, J. and fiction of article  Factors that either increase or decrease meeting
(2007). meetings. publish effectiveness. Meeting format, participant participation,
MIT Sloan ed in agenda clarity, leadership style, and technology
management. the utilization are all possible considerations.
MIT  However, Creating chances for involvement, instilling a
Sloan feeling of purpose, and matching meeting objectives with
Manage organizational goals.
ment  Effective meetings may have a favorable influence on
Review organizational performance. This might include improved
decision-making processes, better team cohesion, and
higher productivity.

30 Luong, A., & Meetings and Quantit Global  While regular meetings are important for maintaining
Rogelberg, S. G. More ative communication and aligning organizational goals,
35

Geogra
Name of Researc
S.R Author & Year phical Key Findings
Article h Type
Setting
(2005). Meetings Meetings: excessive frequency and poorly managed meetings can
and More Meetings: The lead to negative consequences. Increased meeting load
The Relationship Relationship has been linked to diminished employee well-being, as
Between Meeting Between the time spent in meetings can detract from employees'
Load and the Daily Meeting time to focus on their core tasks, leading to stress and
Well-Being of Load and the decreased job satisfaction
Employees. Daily Well-
Being of
‌ Employees.
Technology-Driven Communication and Its Influence on Efficiency:
31 Ean, L. C. (2010). Face-to-face Quantit Global  Computer-mediated communication is frequently used for
Versus ative employee interactions
Computer-  But face-to-face communication is perceived as more
mediated effective for relationship building and work-related
Communicati information sharing.
on: Exploring  Most participants favor face-to-face communication over
Employees’ computer-mediated methods.
Preference of  Clarity in task
Effective
Employee
Communicati
on Channel
32 Irfan ul Haq&Riffat Communicati Review Pakista  The results of the analysis reveal that the practitioners
Faizan) on Within the of n prefer to use Email, Drawings (CAD), Phone Calls,
International Journal Workplace: existing WhatsApp, and Site Meetings for communication.
of Applied Business Systematic literatur  However, they mention that in comparison, Letters
and Management Review of e and (Written Documents and Reports), Stakeholder meetings,
Studies(2023) Essentials of an Drawing (CAD), Site Meetings, and Phone Calls are
Communicati empiric more effective communication tools.
on al  which help in proper understanding and fast mode of
36

Geogra
Name of Researc
S.R Author & Year phical Key Findings
Article h Type
Setting
investig communicating the messages
ation
through
a
survey
33 Dwumah, P., Communicati Quantit Global  The study found out that though there were several modes
Akuoko, K. O., & on and ative of communication such as e-mails, notices, circulars and
Ofori-Dua, K. Productivity letters, the mode of communication widely used by the
(2015). in Vodafone- staff at Vodafone-Ghana was e-mails.
Ghana,  They encountered certain lapses in the process. Also
Kumasi in communication between management and employees was
the Ashanti cordial.
Region of  Furthermore, the lack of personal interaction with regards
Ghana to the use of e-mails, which affected the level of trust
between employees and management, was an important
finding.
 This saves time and facilitates co-ordination. They added
that managers conceptualized lateral communication as
good, when they occur with knowledge and support of
superiors, but can also create dysfunctional conflicts.
 E-mail is limited to textual information as its primary
form of communication. As a result, its use may
unnecessarily escalate conflict between parties if not
properly managed.

34 Facilitating Qualitat Global  Groupware solutions improve communication within

Timmermann, S., the ive teams by giving tools for exchanging information and
Staegemann, D., Decentralizat organizing operations more efficiently.
Volk, M., Pohl, M., ion of  Technologies can sometimes increase the burden of team
37

Geogra
Name of Researc
S.R Author & Year phical Key Findings
Article h Type
Setting
Haertel, C., Hintsch, Software members.
J., & Turowski, K. Development Conflicting timetables, difficulty aligning work, and
(2022). ‌ Projects from managing overlapping roles are some of the challenges.
a Project  Teams may eventually adapt to groupware technology
Management and create solutions to address coordination obstacles and
Perspective: workload issues. Learning how to use these tools
A Literature successfully is critical for team performance.
Review
35 Kock, N. (2005). ‌ Media Quantit Global  The study revealed that, while electronic communication
Richness or ative tools such as email and instant messaging provide
Media convenience and speed, they frequently lack the richness
Naturalness? and naturalness of face-to-face communication, which
The can lead to misconceptions and decreased efficacy in
Evolution of some types of interactions.
Our  Appropriate, use of media, or augment internet
Biological connections with in-person meetings for essential issues.
Communicati
on Apparatus
and Its
Influence
on Our
Behavior
Toward E-
Communicati
on Tools
36 Dabbish, L. A., & Email Quantit Global  the study highlighted the complex dynamics of email use
Kraut, R. E. (2006, overload at ative in the workplace
November). work: An  Excessive email use might impede productivity.
analysis of Employees may spend a large amount of time handling
factors emails, which takes away from other duties that require
38

Geogra
Name of Researc
S.R Author & Year phical Key Findings
Article h Type
Setting
associated concentrated attention.
with email
strain. In
Proceedings
of the 2006
20th
anniversary
conference
on Computer
supported
cooperative
work
39