Scholarlink

<p>Employee engagement is widely recognized as a driver of productivity, innovation, and workforce retention, yet sustaining high engagement remains a challenge in emerging economies. Despite extensive research, limited empirical evidence explains how specific organizational communication practices simultaneously function as job resources and relational exchange mechanisms, particularly within emerging economy manufacturing contexts. This study investigates how leadership communication, digital communication tools, internal communication transparency, and feedback quality influence employee engagement in Ghanaian manufacturing organizations. Drawing on the Job Demands–Resources (JD-R) Model and Social Exchange Theory, communication is conceptualized as both a motivational resource and a reciprocal exchange mechanism. Using survey data from 120 employees and managers and Partial Least Squares Structural Equation Modeling (PLS-SEM), the findings reveal that leadership communication (β = 0.0835, <i>p</i> &lt; 0.01), digital communication tools (β = 0.0642, <i>p</i> &lt; 0.01), internal communication transparency (β = 0.0729, <i>p</i> &lt; 0.05), and feedback quality (β = 0.0451, <i>p</i> &lt; 0.01) all have significant positive effects on employee engagement. The structural model explains 77.3% of the variance in employee engagement (R² = 0.773), indicating strong explanatory power. Leadership communication and internal transparency emerge as particularly influential drivers within the Ghanaian context. The findings extend engagement theory by demonstrating the complementary value of JD-R and Social Exchange Theory in explaining communication–engagement linkages in emerging economies. Practically, the study highlights the importance of culturally adaptive leadership communication, strategic digital integration, transparent internal messaging, and structured feedback systems in fostering workforce engagement and organizational performance.</p>

错误：搜索内容不能为空，请输入英文关键词
错误：关键词超出字数限制，请精简
高级检索

The nexus between effective communication practices and employee engagement: integrating job demands-resources (JD-R) model and social exchange theory

  • 期刊论文

  • 发表日期：

    2026年4月21日

查看全文
  • Mohmmed Awal Zingnaa Iddrisu,
  • Mohammed Abdul-Karim,
  • Mohammed Alidu

摘要

Employee engagement is widely recognized as a driver of productivity, innovation, and workforce retention, yet sustaining high engagement remains a challenge in emerging economies. Despite extensive research, limited empirical evidence explains how specific organizational communication practices simultaneously function as job resources and relational exchange mechanisms, particularly within emerging economy manufacturing contexts. This study investigates how leadership communication, digital communication tools, internal communication transparency, and feedback quality influence employee engagement in Ghanaian manufacturing organizations. Drawing on the Job Demands–Resources (JD-R) Model and Social Exchange Theory, communication is conceptualized as both a motivational resource and a reciprocal exchange mechanism. Using survey data from 120 employees and managers and Partial Least Squares Structural Equation Modeling (PLS-SEM), the findings reveal that leadership communication (β = 0.0835, p < 0.01), digital communication tools (β = 0.0642, p < 0.01), internal communication transparency (β = 0.0729, p < 0.05), and feedback quality (β = 0.0451, p < 0.01) all have significant positive effects on employee engagement. The structural model explains 77.3% of the variance in employee engagement (R² = 0.773), indicating strong explanatory power. Leadership communication and internal transparency emerge as particularly influential drivers within the Ghanaian context. The findings extend engagement theory by demonstrating the complementary value of JD-R and Social Exchange Theory in explaining communication–engagement linkages in emerging economies. Practically, the study highlights the importance of culturally adaptive leadership communication, strategic digital integration, transparent internal messaging, and structured feedback systems in fostering workforce engagement and organizational performance.