International Journal of Recent Innovations in Academic E-ISSN: 2635-3040; P-ISSN: 2659-1561

Research Homepage: https://www.ijriar.com/

This work is licensed under a Creative Commons Attribution 4.0 Volume-8, Issue-4, April-2024: 8-24
International License [CC BY 4.0]

Research Article

Exploring Communication Dynamics at an Engineering Company: An

Interview-Based Study
aBalagtas, Keiffer O’Neil V., *bDe Guzman, Maria Nicole V., cLegaspi, Shayna Jemil R., dPanaligan,
Camille L. and eSalvador, Miguel Christian S.

a-eBulacan State University, MacArthur Highway Brgy, Guinhawa, City of Malolos, Bulacan, Philippines
*Corresponding Author Email: [email protected]

Received: March 12, 2024 Accepted: April 01, 2024 Published: April 09, 2024

Abstract
Communication is the vital exchange of information between people, groups, or places through words or
mediums that help understanding. It is essential in various aspects of life, especially in professional
interactions. Communication dynamics show various aspects of a workplace depending on its
communication culture, challenges, and flow of communication in the company. The researchers aim to
examine how communication dynamics influence employee engagement, the role of communication culture
in shaping organizational behaviour, and the flow of communication through different hierarchical levels.
The study employed a qualitative approach to investigate communication dynamics within an engineering
company. Through in-depth interviews with seven employees representing various roles, data was collected
using a structured questionnaire. Moreover, utilizing the thematic analysis to identify the data's recurring
themes provides insight into organizational communication dynamics. Noticeably, there is an exchange of
information and ideas, with its circular nature, signifying the dynamic interaction where feedback and
mutuality are prevalent. This study aims to ascertain the prevailing communication model within an
engineering company by analyzing the gathered data meticulously and interpreting its implications. Thus,
the engineering company understudy has adopted the Osgood-Schramm model, a model proposed by
Charles E. Osgood and Wilbur Schramm in 1954. Lastly, this study aspires to provide recommendations for
improving communication dynamics within the company. Hence, this research underscored the importance
of prioritizing face-to-face communication and bolstering leadership skills among project supervisors.
Moreover, implementing these strategies is crucial for ensuring both project success and organizational
effectiveness.
Keywords: Communication Dynamics, Osgood-Schramm Model, Organizational Behavior, Hierarchical
Levels.

1. Introduction
Communication constitutes the actionable dissemination of information from one individual, collective, or
locale to another through written or spoken language or a medium that provides a means of understanding.
It plays a crucial role across diverse spheres of human activity, notably within professional engagement.
Effective communication is essential for aligning workers, facilitating understanding, and achieving
organizational goals (Razak et al., 2019). Meaningful and effective communication within the workplace is
governed by the capacity of parties to comprehend one another and make suitable responses. This study
delves into the communication dynamics at an engineering company, a prominent construction company
recognized for its innovative projects and commitment to excellence. Studying the communication practices
of the engineering organization can provide civil engineering students with practical knowledge and skills
directly applicable to their academic and professional pursuits.

The firm understudy is a construction firm established in 1993 and integrated in 2005. The company has
demonstrated remarkable growth and success, completing nearly 100 projects with an unwavering
commitment to excellence. Achieving ISO certification further underscores their dedication to quality and
professionalism in the construction industry. It is a preferred company in the construction industry with a
particular focus and emphasis on delivering quality professional services to its clients. This study was
conducted to comprehend the communication dynamics, including the flow, challenges, and cultural aspects
8
 International Journal of Recent Innovations in Academic Research
within an engineering company. Hence, this study aspires to provide recommendations on how to improve
communication dynamics. Through systematic analysis, we endeavour to identify prevalent issues, thereby
facilitating the formulation of pertinent suggestions for improvement. The study employed a qualitative
approach to investigate communication dynamics within the engineering company. Through in-depth
interviews with seven employees representing various roles, data was collected using a structured
questionnaire. Thematic analysis was utilized to identify recurring themes in the gathered data, providing
insight into organizational communication dynamics.

2. Review of Related Literature

This section provides a summary of the literature that is relevant to the research topic at hand. The issues
were thematically organized as follows: (1) Communication barrier, (2) Communication effects on job
performance, and (3) Workplace hierarchy.

2.1. Communication Barrier

Communication barriers encompass factors that impede the effective delivery of messages from
communicators to the intended recipients at the appropriate moment or hinder receivers from promptly
receiving the intended message (Martic, 2023). According to Baldikov (2022), language and cultural
differences are the most common challenges or barriers to effective communication. Misinterpretations of
verbal and nonverbal cues can create conflicts that negatively impact team cohesion. In addition,
determining the appropriate tools and communication channels presents a critical hurdle in achieving
practical communication goals. One barrier to communication that leads to misunderstanding and conflict is
the interference or distortion during the transfer of information across the medium or channel of
communication (Obonadhuze et al., 2021). According to the study of Yusof and Rahmat (2020),
communication is essential in the workplace; they highlighted the environmental and personal barriers. The
environmental barrier refers to the need for more time for careful thinking, which can lead to improper
message structure and interpretation. On the other hand, the personal barrier refers to the fear of power and
the inharmonious relationship between supervisor and subordinate. The personal barrier is the belief that
employees cannot voice their opinions or question their seniors, which can hinder effective communication.
Furthermore, Yusof and Rahmat (2020) also stated that the lack of empathy allows individuals to see the
world through another's eyes and understand their colleagues' emotional states.

2.1.1. Lack of Communication

Whenever one party misinterprets or misconceives the words or actions of another, it can lead to the
emergence of conflict. Ineffective communication in the workplace can be exasperating and result in
diminished performance, weakened teamwork, decreased morale, and, ultimately, reduced profits
(McQuerrey, 2019). A significant cause of postponements for a building endeavour is a result of poor
communication among construction partners (Suleiman, 2022). As an article written by Appalachian Insights
(2017), conflict within teams poses a significant obstacle to effective collaboration. Poor communication is a
prominent contributor to such conflict, stemming from various causes beyond stress alone. Working within a
group dynamic introduces diverse personalities and backgrounds, further complicating matters. Individuals
within these groups may approach situations and solutions differently, often influenced by a belief in the
superiority of their ideas or methods, even when alternative perspectives may be equally valid.

2.1.2. Physical Barriers

Clear communication is essential for the success of construction projects. Comprehending the value of clear
and concise communication in construction is critical. Gratis (2022) elucidated that any physical object
impeding communication, apart from cognitive barriers, qualifies as a tangible obstruction requiring
resolution. Such impediments encompass barriers, wall distance between individuals, and background noise.
Communication is vital in construction projects, but the industry's complexity can create barriers,
compromising efficiency and precipitating costly errors. As an article from utilities supported, construction
sites characterized by noisy and chaotic environments pose challenges for clear and concise communication.
Communication breakdowns can occur on-site due to the distance between individuals, resulting in noise
interference. According to an article from potential unearthed, noise- interruptions, distraction from ongoing
activities, distortions of sound, internal noise, and inclusions of irrelevant material–distorts messages,
hindering their intended understanding.

2.1.3. Language Differences

Language plays a dual role in human relationships: it serves as the primary means of communication,
facilitating the creation of relationships, yet it can also act as a barrier, leading to division and distance

9
 International Journal of Recent Innovations in Academic Research
among people. These barriers emerge when the message is encoded or decoded into words and ideas. They
can cause misunderstandings, resulting in disagreements, dissatisfaction, offense, violence, wasted time,
effort, money, and even lives (Buarquob, 2019). Language is significantly essential in shaping social
constructs of gender, as Eckert and McConnell-Ginet highlighted in their 2013 work. The way individuals are
socialized into specific genders influences their use of language. This socialization process shapes the words
they choose and their tone, style, and even nonverbal communication patterns, allowing space for
miscommunication due to cultural and gender differences.

2.1.4. Culture and Gender

The growing significance of cultural and gender diversity in communication is becoming increasingly crucial
for businesses due to its multifaceted relevance (Ceglarska, et al., 2008). It forms the core of numerous
organizational functions and global interactions (Harris and Moran, 2000, p.76). However, despite the
benefits of diversity, organizations often need help in intercultural communication. Cultural communication
barriers are the challenges arising when people from different cultures interact. These barriers are
frequently highly complex, and as previously stated, they are based on the values and beliefs of specific
groups (Cafarella, 2010).

Gender influences communication and its effectiveness. Men and women communicate differently. Genç
(2017), states that different genders transfer and interpret information differently affecting their
communications' effectiveness. Gender also influences how people perceive messages, what messages they
send, and how they comprehend them, and this was supported by Ceglarska, et al., (2008), who stated that
communication within working teams could become more complex due to the varying mindsets and
behavioural habits between male and female team members.

2.2. Effects of Communication on Job Performance

Practical communication abilities are indispensable for success in the contemporary, collaboration-oriented
professional sphere. In an organization, employees play a crucial role similar to brain cells. At the same time,
communication acts as the vital nervous system that transmits information and facilitates shared
understanding among key organizational stakeholders (Goutam, 2013, p.88). With this, effective
communication is crucial to successful and satisfactory job performance, as proved by skilled
communicators who may establish bonds with coworkers and business partners, allowing them to finish
projects productively and without delays. Furthermore, the success of building firms depends on the
competence and efficiency of relationships between workers, subcontractors, engineers, clients, experts, and
governing bodies (Jimoh, 2012). Poor communication is a common issue in large construction projects and is
commonly cited as the primary cause of project failures (Suleiman, 2022).

Vague communication objectives, inadequate reporting mechanisms, ambiguous communication methods,

insufficient communication among project stakeholders, variations in language, and discrimination can
cause communication incompetence (Tipili et al., 2014). This is further proved by Goutam (2013), who states
that a lack of communication leads to errors and delayed due dates and causes many other significant
workplace difficulties, including low motivation levels and poor job performance. Delays resulting from poor
communication include errors in communication routes, reluctant movement of information, inaccurate
interpretation, reworks, and more (Dainty et al., 2007; Love and Li, 2000; Sambasivan and Soon, 2007; Tipili
et al., 2014). Construction firms in several countries like Saudi Arabia, Palestine, and Norway have poor
workplace communication as the primary implication for cost and schedule overruns (Alhomidan, 2013;
Omran and Suleiman, 2016; Zidane and Andersen, 2018).

2.2.1. Leadership Competency

The significance of communication skills as one of the components of interpersonal proficiency has been
widely researched in connection to leadership (Madlock, 2008; Sager et al., 2015; Westerman et al., 2018).
Communication breakdowns on construction sites can be attributed to a lack of leadership capabilities
(Brookins, 2020). Project supervisors' expertise in coping with change and communication skills are critical
to accomplishing any building endeavour (Hyväri, 2007). According to the study of Dauber and Tavernier
(2011), inappropriate treatment by superiors can lead to various coping strategies, such as resistance,
isolation, and distraction. Ineffective leadership can result in frustration, worse collaboration, and high
psychological stress. Understanding the mechanism and consequences of ineffective leadership is crucial for
effective leadership. Leadership is crucial in fostering employee involvement and engagement within an
organization. Through effective communication, a leader can motivate employees to attain the organization's
goal and inspire a deliberate and focused team effort to achieve it (Goutam, 2013, p.87). Additionally,

10
 International Journal of Recent Innovations in Academic Research
competent management leadership can produce a highly engaged workforce in an organization (Olukpe et
al., 2022).

2.2.2. Employee Involvement

One of the measures to enhance employees' work efficiency is actively participating in the organizational
process. Employee engagement is always related to successful communication among employees and people
in charge of the decision-making processes (Biryanto et al., 2018). Lack of communication in the workforce
is listed as one of the major factors hindering project progression. As stated by specialists, construction sites
often need help with adequate communication caused of excluded workers, insufficiently trained employees,
unclear objectives and responsibilities, and limited feedback (Brookins, 2020). Additionally, as emphasized
by Enshassi et al., (2009), the risk of construction conflicts should be an encouragement to stress the
importance of practical discourse to foster rapport amongst building project groups. With this, all parties,
leaders, and employees must enhance communication methodologies and strategies.

2.3. Workplace Hierarchy

2.3.1. Advantages of Workplace Hierarchy
An article entitled "Business Organisation Structure", published by NIBUSINESSINFO.CO.UK
(https://www.nibusinessinfo.co.uk/), stated that the advantages of a hierarchical structure in businesses are
numerous and significant. By establishing clear lines of authority and reporting, hierarchical structures
facilitate streamlined decision-making processes and promote organizational cohesion. Furthermore, they
contribute to a clearer understanding of employee roles and responsibilities, fostering increased
productivity and collaboration. Organizations benefit from hierarchical structures in many ways. Employees
are provided with clear career paths, development opportunities, and motivation. Hierarchical structures
also allow for specialization and expertise development, which leads to improved performance and
innovation. Close supervision and support of employees is made possible by a narrow span of managerial
control, contributing to organizational success. Finally, hierarchical structures foster a culture of loyalty to
teams, departments, and the organization, increasing employees' sense of belonging and unity. Given these
benefits, hierarchical organizational structures continue to be a critical component of effective business
management.

2.3.2. Disadvantages of Workplace Hierarchy

A company's hierarchical structure, which is rigidly organized, can seriously impede collaboration because it
frequently limits collaboration within individual teams and discourages cross-functional communication. As
a result, work is done in divisions, disregarding the company's overall objectives. Because approvals must go
through multiple levels of the hierarchy, decision-making takes longer, affecting team morale and
productivity. As an article from a website from Indeed suggested, having a hierarchical structure leads to
slower decision-making, communication barriers, and departmental rivalry (Indeed Editorial Team, 2021a).
Communication problems are common between employees in different departments who may find it
difficult to coordinate because of operational differences and vertically between hierarchy levels where
messages may be misplaced or altered. In addition, the hierarchical structure creates a competitive
environment where teams strive independently to fulfil the objectives of their respective departments
instead of cooperating to accomplish the organization's overarching goal. Moreover, the hierarchical
structure creates a competitive environment where teams strive independently to fulfil the objectives of
their respective departments instead of cooperating to accomplish the organization's overall goal, which
hinders productive teamwork (Hermitte, 2023).

3. Theoretical Framework
The study's theoretical foundation is based on Steve Neale's genre theory, which defined the genre as
"specific variations of the interplay of codes." According to this theory, genres describe communication as a
numerous understanding that needs in-depth investigation to grasp the idea of it thoroughly. This theory
also states that it can be applied in different fields and circumstances. According to Masduki and Zakaria
(2020), engineering genres in communication include presentations, progress reports, and decision-making.
These genres are essential to this study as this will provide the importance of communication in a specific
field and its functionality to the organization. Furthermore, this theory will help the researcher see the
diversity of a field in the essence of communication. The genre theory, as it relates to this study, as it does
not separate from the person who uses it–will allow the researchers to see the created dynamics of the
respondents interacting within the organization. As each field has a different genre, the researchers who will
mainly focus on engineering will see the elements in the organizational setting needed for the organization's
prosperity and the members themselves.

11
 International Journal of Recent Innovations in Academic Research
4. Methodology
4.1. Research Method
The researchers employed the qualitative research approach to investigate the communication dynamics of
an engineering company.

To find out how employees communicate with one another, the researchers conducted in-depth interviews
with workers. A qualitative research technique called an in-depth interview is used to learn specifics about a
subject and delve into informants' opinions, experiences, and viewpoints. This method allows or generates
comprehensive data that personal narrative sheds light on an individual's viewpoint, personal experiences,
emotions, and interpretation of a particular subject or problem. Moreover, the study employed a structured
interview, a method of data collection involving asking questions in a predetermined sequence to obtain
information on a particular topic (George and Merkus, 2023).

The researchers utilized a structured interview-style questionnaire to gather information through

interviews. The questionnaire has 12 questions that are modified depending on the goals of this research. Its
purpose was to investigate the communication dynamics within an engineering company.

The interview will be recorded, and researchers will ask for the participant's consent before recording.
These interviews provided an opportunity for respondents to express their perspectives. Each interview
typically lasted 5 to 15 minutes. All recordings were gathered, transcribed, and organized into themes
following the interviews. This data served as the foundation for subsequent analysis and interpretation.
Thanks to this study methodology, the researchers can offer far more thorough information, which will also
help us understand the communication dynamics within the organization.

4.2. Sample and Sampling Procedure

The participants will be chosen using purposive sampling, explicitly targeting individuals from an
engineering company, aligning with the study's focus on understanding organizational communication
dynamics. According to Campbell et al., (2020), purposive sampling disregards all unnecessary sampling,
making sure to have a specific possible final sample, given the aims and objectives of the study, which will
hold different views and essential ideas and issues that will benefit the study. Thus, the respondents of this
study are company employees. There are 7(seven) employees ranging from 23 to 54 years old, each
occupying a distinct role within the organizational hierarchy. These positions encompass a range of roles,
including Senior Manager, Project Engineer, Office Engineer, Foreman, Rigger, Welder, and HR Supervisor.
Notably, each position is represented equally, accounting for 14.29% of the respondents, indicating a
balanced sampling across various job functions.

4.3. Ethical Considerations

When conducting any study, adhering to ethical principles such as maintaining and safeguarding the privacy
and confidentiality of participants' shared experiences, respecting intellectual property rights, and
minimizing potential harm is essential (Ravitch and Carl, 2016). Thus, agreement from the study's
participants is required before data collection can start. Participants will be required to give their consent
formally. At the same time, the researchers attest to their understanding of their right to access their
information, revoke consent at any time, and agree to participate in the study. During the informed consent
phase, the researcher and the subjects must reach an agreement. The Philippines passed the Data Privacy
Act in 2012, establishing thorough and rigorous privacy regulations "to preserve the basic human right of
privacy, communication, and free flow of information in order to foster innovation and progress." (Republic
Act. No. 10173 Ch. 1, Sec. 2). The assurances extend beyond simply protecting the participants' names and
encompass avoiding the use of self-identifying remarks and content. Participants' identities are kept private
or anonymous. By following this ethical consideration, the researcher will have secured the participant's
right to autonomy. When followed, informed consent can help to protect personal liberty and integrity. In
this context, the researcher will need to explain the study and its purpose before commencing data
collection. The subjects will also be informed about the proceedings.

4.4. Mode of Analysis

The researchers utilized thematic analysis to determine the theme of the responses provided by the
respondents to each of the prepared questions and to ascertain the precise nature of their answers.
Thematic analysis is the examination of qualitative data. It is commonly used with texts such as interviews or
transcripts. The researcher thoroughly examines the data to identify common themes, which could include
topics, ideas, and recurring patterns of meaning (Caulfield, 2019). It is a data description method that also

12
 International Journal of Recent Innovations in Academic Research
includes interpretation when choosing codes and creating themes. Researchers use thematic analysis to gain
insight into a data set's experiences, thoughts, and behaviors (Braun and Clarke, 2006). Furthermore, it is
essential to have enough data for the researcher to explore the communication dynamics within the
engineering company. Using tables would make the analysis part of the data more organized and accessible.

5. Result and Discussion

This chapter presents the gathered data and interpretation of findings from interviews with seven (7)
workers at an engineering company. The results are introduced through themes that exhibit the overall
evaluation and interpretation of the data collected from the participants.

5.1. Employee’s Profile Summary

Table 1. Employee’s profile summary.

Participant Age Position Working years
Participant 1 54 Senior manager 30 years
Participant 2 28 Project engineer 7 years
Participant 3 23 Office engineer 8 months
Participant 4 40 Civil works foreman 15 years
Participant 5 52 Rigger 25 years
Participant 6 29 Welder 3 years
Participant 7 45 HR supervisor 18 years

Table 1 shows the number of respondents, age, position, and working years who participated in an interview
conducted at the company. 7 (seven) respondents ranging from 23-54 years old and working years of 3-30
years, including their company position such as senior manager, project engineer, office engineer, civil works
foreman, rigger, welder, and HR supervisor.

5.2. Communication Flow

5.2.1. Flow of Information in Organizational Hierarchies
Hierarchical structures provide a framework that fosters organization. They establish clear lines of authority
and responsibility, promoting unity and cohesion among team members. This structure ensures that
communication flows efficiently from management downwards, disseminating vital information and
directives to all levels of the organization. It enables decision-making to be delegated to those best suited to
make the necessary choices while ensuring accountability (Varghese, 2023). Moreover, hierarchical systems
facilitate accountability, as each individual understands their role within the larger framework and their
specific responsibilities. Thus, hierarchical communication is a cornerstone of effective organizational
functioning; ensuring that goals are communicated effectively and tasks are carried out with clarity and
purpose. One respondent highlighted the practice of conducting meetings to cascade functions from
management to engineers and eventually to the workers. This systematic approach ensures that every
organization member is fully informed about their assigned tasks. Moreover, higher-level leaders take
proactive steps to ensure their team members understand these tasks clearly. This process facilitates
efficient communication and promotes accountability and alignment within the organization. By ensuring
that tasks are understood at every level, leaders empower their teams to perform effectively and contribute
to the organization's overall success. This commitment to clarity and comprehension reflects a culture of
transparency and collaboration, essential for achieving shared goals and driving continuous improvement.

5.2.2. Communication Channels

5.2.2.1. Digital Connectivity
In the context of evolving work environments and the shifting dynamics of careers, the advent of technology
serves as a beacon of connectivity and efficiency. The rapid dissemination of information, from management
down to the workforce, has become increasingly seamless. Technology has made it easier for people to
connect regardless of their location (Keshav, 2023). Applications like Viber have emerged as pivotal tools,
not only for maintaining connections with clients but also for fostering communication within organizations.
Furthermore, using smartphones as primary communication devices underscores the blend of accessibility
and convenience technology brings to the modern professional landscape. This digital transformation
facilitates a more connected, responsive, and agile work environment, adapting to the challenges and
opportunities of the times. Given this information, four (4) out of seven (7) respondents mainly depend on
using technology as their communication medium. Specifically, they utilize the phone call and messaging
functionalities offered by the application known as Viber. Technology improves communication by making it
13
 International Journal of Recent Innovations in Academic Research
easier, faster, and more efficient. It enables you to track conversations and thus improve customer service
(Patel, 2021).

5.2.2.2. On-Site Discussions

In an engineering organization, the value of face-to-face communication cannot be overstated. Ensuring that
management's communication is clearly understood and accurately implemented is essential. It enables
more than just speaking because both the speaker and the listener(s) can observe and respond to body
language and expression (Grossman, 2022). Direct discussions offer an irreplaceable platform for clarifying
tasks, allowing immediate feedback, and resolving ambiguities. Assembling each morning for a conversation
before work begins is particularly effective. It addresses issues and concerns in real time and fosters
community and collective responsibility among team members. Engaging in such daily meetings ensures that
all team members are aligned with the day's objectives and are fully prepared to tackle their tasks, clearly
understanding their roles and responsibilities. This approach underscores the importance of interpersonal
communication in maintaining the efficiency and cohesion of engineering teams, ensuring that all members
are informed, engaged, and motivated. Our respondents conduct on-site discussions before working on and
doing their assigned tasks.

5.3. Communication Strategies

Table 2. Communication strategies.

Categories Frequency Percentage
Verbal communication 6 85.71%
Non-verbal communication 1 14.28%
Written communication 4 57.14%
Visual communication 1 14.28%

The data indicating that 6 out of 7 respondents favor verbal communication as their primary communication
strategy highlights the strong preference for spoken interactions among the surveyed individuals. Given the
need for on-site coordination, face-to-face discussions and verbal instructions are favored for quick decision-
making and clarity.

Moreover, four (4) respondents also chose written communication as one of their communication strategies.
This could indicate the importance of documentation in the construction industry. Written communication,
such as project plans, safety manuals, and reports, ensures that information is recorded accurately and can
be referred to when needed, especially for legal or compliance purposes.

One (1) respondent utilizes visual communication, suggesting an appreciation for visual aids like blueprints
or digital renderings in construction planning. Visual communication aids in conveying complex design
concepts effectively to different project stakeholders.

One (1) respondent selects nonverbal communication as their primary strategy due to its effectiveness and
practicality in their specific work setting. This underscores the adaptability of communication strategies
based on role and environment demands, highlighting the importance of selecting the most suitable means
for optimal outcomes. Different organizational roles or levels may require varying communication
approaches.

5.4. Communication and Collaboration

5.4.1. Collaborative Teamwork
5.4.1.1. Project Meeting
The participants said that the company conducts project meetings for consistent collaboration. Regular
project meetings are held to review progress, address issues, and make decisions regarding construction
projects. Project meetings are vital in fostering cooperation, leadership, and effective decision-making. Well-
planned meetings at critical milestones are essential for keeping projects on course (Lyn, 2023). These
meetings involve stakeholders such as project managers, engineers, architects, subcontractors, and clients.

5.4.1.2. Toolbox Meeting

All participants stated that they regularly conduct toolbox meetings every morning. Before starting work
each day, construction teams often meet briefly to discuss the day's tasks, safety measures, and any
challenges or concerns. These hurdles ensure that everyone is on the same page and aware of critical

14
 International Journal of Recent Innovations in Academic Research
information. As Deltek stated in their published article, regular toolbox talks can enhance team
communication and collaboration, fostering a safer and more efficient work setting in construction sites
(https://www.deltek.com/)

5.4.2. Frequency of Communicative Interactions

5.4.2.1. Persistent Interaction
Many construction endeavors involve intricate processes and require extensive collaboration. Consequently,
effectively organizing and managing communication within these projects poses a significant hurdle (Zerjav
and Ceric, 2009). In the construction firm, team communication is structured and consistent. Three (3)
participants indicated they hold meetings thrice a week to discuss project updates, ensuring everyone is
aligned on progress and challenges. Meanwhile, another four participants mentioned regular meetings,
emphasizing the ongoing nature of communication within the teams. This frequent interaction underscores
the collaborative approach taken within the company, which is vital for the dynamic and evolving nature of
construction projects.

5.5. Leadership Style in Communication

5.5.1. Leader’s Communication Styles on Employee’s Performance
5.5.1.1. Positive Impact on Employee's Performance
Leadership encourages people to contribute confidently toward a shared objective (Ibrahim and Daniel,
2019). An essential part of being a leader is effectively communicating with subordinates (Muslih, 2020)
because it positively affects workplace fulfillment and organizational success (Avolio et al., 2004,
Dasborough, 2006, Mastrangelo et al., 2014; Paliszkiewicz et al., 2015). Communicating effectively is a
critical component of project-driven leadership and is acknowledged as vital to efficient project oversight
(Yap et al., 2017). Relaying information successfully on construction sites is one of the most essential
strategies to ensure a building project succeeds and without errors. The senior manager at the engineering
company on resolving conflicts and addressing problems stated, "Kino-call yung attention kung sino [ang]
mga involved, kung ano yung lesson learned na dapat sa mga susunod na same situation eh macorrect na
kaagad. Para hindi na paulit ulit yung mga mistakes na na-encounter pagdating sa miscommunication."
("Attention is drawn to who is involved and what lessons should be learned so that corrections can be made
immediately in the next similar situation. So that the mistakes encountered in miscommunication are not
repeated repeatedly."). As a leader, being equipped with communication skills allows for a more motivated
workforce, which boosts morale, work enthusiasm, efficiency, and performance. As an interviewee stated on
how leaders' communication styles influence employees' performance, "Mas nagiging comfortable yung
atmosphere sa loob ng company [at] mas nagiging open [kami] sa isa't isa, kaya mas maayos yung performance
and nami-minimize yung mga conflicts." ("The atmosphere inside the company becomes more comfortable, and
we become more open to each other, which improves performance and minimizes conflicts.") This
demonstrates that a skilled leader who communicates efficiently with their staff can enhance the success of
projects, while also mitigating or resolving a range of challenges that may arise during construction projects.

5.5.2. Leadership Strategies and Employee Adoption

5.5.2.1. Clear Communication
Clear communication is crucial for organizational success. It facilitates efficient decision-making, prevents
conflicts, and enhances productivity. It helps employees understand their concerns, improves processes, and
builds a strong reputation. Transparent and effective communication practices attract top talent and gain
stakeholder trust, ensuring a thriving business environment (Team, 2023). Clear communication is the
lifeblood of every organization. Clearly and concisely communicating concepts, guidelines, and comments is
essential in such a dynamic and complicated setting, where projects usually involve multiple stakeholders
and complex technical details.

All seven (7) participants stated that they adopted clear communication as one of their strategies.
Transparent and efficient communication guarantees that all employees are aware of their roles and duties
minimizes the possibility of mistakes or misunderstandings and encourages teamwork and creativity. It
promotes a working environment of trust and accountability, which empowers employees to take on
obstacles head-on and accomplish their objectives. In their organization, effective communication is a
desired quality and an essential requirement for advancing their goals and producing top-notch outputs.

5.5.2.2. Open Communication

Open communication is the transparent, honest, and dependable sharing of information between people in a
workplace. It helps employees express their thoughts, feelings, and plans clearly, eliminating aggressive

15
 International Journal of Recent Innovations in Academic Research
words and nonverbal cues. With open communication, internal systems can improve, leading to problems
like duplicate work or a lack of task completion (Miller, 2022). All seven (7) participants affirmed that they
employed open communication as one of their strategies. Open communication is the foundation of success
in organizations; it fosters an atmosphere where ideas are exchanged openly, criticism is welcomed, and
issues are quickly resolved. They promote open communication between managers, stakeholders, and
employees inside their firm. Their company encourages creativity, finds solutions to problems, and builds
teamwork through open communication. This openness fosters unity and trust among employees,
empowering them to confidently overcome obstacles and accomplish their goals. They have an open line of
communication throughout their organization, which helps them maintain excellence over time and develop
continuously.

5.5.2.3. Recognition and Feedback

Feedback is usually viewed as a negative. However, recognition is an essential form of feedback. Expressing
employee appreciation is a potent method for making them feel valued, extending beyond merely
recognizing positive outcomes, performance, or conduct. When employees are recognized and appreciated
for their individual contributions, they become more connected to their work, team, and organization
(Wickham, 2023). Accepting constructive criticism and good comments is essential to their organization's
development. Recognition of desired actions and acknowledgment of accomplishments inspires their
employees to keep doing well. Negative feedback, on the other hand, draws attention to areas that need
work and offers valuable insight for growth and learning. Their organization fosters continuous
development and responsibility by transparently acknowledging accomplishments and addressing areas of
concern. This approach encourages excellence in their organization.

5.5.2.4. Clarification
Every piece of information gathered undergoes thorough clarification. Workers consistently inquire multiple
times to ensure they fully grasp their assigned tasks. Simultaneously, workers take the initiative to clarify
any ambiguities with engineers or HR regarding their assigned tasks. Clarification is significant; it is required
for effective communication whenever there is ambiguity about what was said. It ensures that you
understand everything and demonstrate to your communication partner that you are listening and actively
participating (Thompson, 2020). As one participant stated, "Hangga't hindi ako sigurado na naiintindihan ng
worker ang trabaho, hindi ako aalis. Kung kailangan ipaliwanag, ipapaliwanag ko ulit." This meticulous
approach to clarification underscores a commitment to precision and understanding within the organization.
It minimizes the risk of misunderstandings and fosters a culture of proactive communication and
accountability. By encouraging open dialogue and continuous clarification, the organization ensures that
tasks are executed with clarity and purpose, driving efficiency and effectiveness across all levels.

5.5.2.5. Teamwork
All participants stated that teamwork is a fundamental strategy for their collaboration. Collaborating with
others to achieve shared objectives is crucial in the professional setting, as it brings people together. Its
significance is particularly noticeable in engineering company where the intricacy of projects demands
teamwork and specialized knowledge. As it fosters a vibrant, resilient company culture, teamwork increases
productivity and project outcomes. In engineering organizations, where employees' accumulated knowledge
and dedication determine performance, teamwork is the cornerstone of achievement and growth.

As Full Blast Hydraulics stated, working in a group enables workers to gain from one another's expertise and
experience, promoting support and communication inside the workshop. According to the respondents,
mutual understanding is crucial, particularly in situations where disputes emerge. As a cooperative
organization, don't point the finger at anyone when disagreements arise (www.fullblasthydraulics.com).

5.5.3. Leader's Navigating Conflicts

5.5.3.1. Open Dialogue
The participants emphasized that, as they take up leadership positions in an office or on-site environment,
open communication is one of their main strategies for resolving conflicts at work. They understand that
fostering an atmosphere of open communication enables team members to voice their opinions and
concerns in a respectful and safe setting. Facilitating open dialogue allows leaders to establish an
environment in which disagreements can be freely discussed and settled, which in turn promotes
cooperation and understanding within the team.

Some of their statements are:

16
 International Journal of Recent Innovations in Academic Research
"pag hindi sila natatakot magsabi nung mga opinion nila, magkakaroon ng mas better na decision-
making and magkakaroon ng madandang daloy nag pagresolve ng problema" ("If they are not afraid
to express their opinions, there will be better decision-making and a better flow of problem-solving.")

"mas naiidentify namin yung root cause ng problema pag naririnig namin side ng bawat isa." ("We
better identify the root cause of the problem when we hear each other's side.")

5.5.3.2. Active Listening

All of the participants also used active listening as a conflict-resolution technique. Participants were able to
increase understanding, promote more effective communication, and solve problems more successfully by
actively listening to one another's viewpoints and concerns.

Some of their response is:

"Makinig muna, un ang unang una na dapat gawin. Pakinggan ang sasabihin ng lahat ng mga involved,
para malaman ang buong story.'' (Listening first is essential. Hear out what everyone involved has to
say to understand the whole story.)

5.6. Organization Culture

5.6.1. Cultural Norms around Communication
The data presented have been meticulously gathered via keen observation and insightful interviews.

5.6.1.1. Dominant Language of Communication

The results show that Tagalog is the most common language used for communication in the construction
company. According to the study, the vast majority of the employees-if not all of them-interact primarily in
Filipino, with English serving as a secondary language. This preference for Tagalog may be explained by the
cultural background of the labor force, as Filipinos are more comfortable speaking in their native tongue in
professional contexts like construction, where instructions and complex technical terms are common.
Although Tagalog is the main language spoken, being good at English is still very important. When
communicating with clients, suppliers, or advisors from different locations, employees may need to use their
strong English language skills to ensure that everyone is clear on what needs to be done on a project and can
understand one another. Therefore, while Tagalog helps with communication and camaraderie inside the
company, being good at English is still important for talking to people outside and keeping the company
competitive in the worldwide construction market.

5.6.1.2. Straightforward and Direct

All participants encouraged direct communication, especially when giving directions. This implies that they
prioritize efficiency and comprehension in their communication style, placing a high value on conciseness
and clarity in their interactions."

5.6.1.3. Formal and Informal

The majority of participants preferred using formal communication channels while inside the office,
including email exchanges and in-person meetings with employees. However, they emphasized the
importance of informal communication methods for communication outside the office, primarily on-site.
Participants stated that informal communication on the job site fosters a better understanding of tasks
without putting too much pressure on employees. This laid-back environment facilitates more open
communication and better understanding, improving task comprehension and encouraging a collaborative
work environment. An article in Pelago claims that informal communication makes it easier for managers
and staff to share important details in an efficient way. By acknowledging both formal and informal contexts,
organizations can tailor their communication strategies to enhance task clarity and employee engagement.
This well-rounded approach not only ensures efficient conveyance of information but also nurtures a
harmonious and encouraging workplace environment (https://www.pelagohealth.com).

5.7. Conflicts
5.7.1. Conflict Resolution in Company Communication
5.7.1.1. Open Communication
Out of the seven participants, seven (7) support open communication as the first step in resolving conflicts.
They emphasize the importance of establishing a secure atmosphere for employees to express their concerns

17
 International Journal of Recent Innovations in Academic Research
without hesitance. The key to a successful resolution of conflicts is to address them immediately and directly
with all parties involved.

5.7.1.2. Constructive Feedback and Correction

As one (1) of our participants stated, "Pag nagkamali sila, ituro mo sakanila yung tamang way, kasi lahat
naman nagkakamali." (“If they make a mistake, guide them towards the right way because everyone makes
mistakes.”) Constructive criticism and advice are offered instead of immediately fixing mistakes, allowing
people to think through and grow from their mistakes. According to an article published by Indeed, rather
than being critical, the feedback is helpful and constructive, providing concrete examples of improvements
that will aid in professional development (Indeed Editorial Team. 2021b).

5.7.1.3. No Blame Culture and Root Cause Breakdown

All seven (7) participants emphasized the value of creating a supportive and nonjudgmental environment
and resolving conflicts without putting blame. They stress how important it is to look into the issue and
determine its underlying causes by weighing all relevant information and factors. As one participant stated
that "Hindi pwede na one sided lang, pag nagka problem, aalimin lahat. Alamin pinagmulan, pakinggan both
sides ng story. And analyze kung saan nagkaroon ng pagkukulang." (“It cannot be one-sided. When a problem
arises, everyone should be heard. Understand the root cause, listen to both sides of the story, and analyze where
the shortcomings occurred.”)

5.8. Generational Differences

5.8.1. Communication Preferences across Generations in the Workplace

Table 3. Communication preferences across generations in the workplace frequency.

Participant Age Generation Do you find it challenging to communicate with
employees of different ages or generations?
Participant 1 54 Gen X No
Participant 2 28 Millennials No
Participant 3 23 Gen Z No
Participant 4 40 Millennials No
Participant 5 52 Gen X No
Participant 6 29 Millennials No
Participant 7 45 Gen X No

Based on the findings, the participants across different age groups and generations are relatively easy to
communicate with employees of different ages or generations. This suggests a level of comfort and
adaptability in communication styles among individuals in the workplace, regardless of age differences. It
could also indicate that workplaces have adapted their communication practices to be inclusive and
accommodating to various generations. Some of their responses are the following:

"Ako yung nagbibigay instruction, oo mag aadjust ka pero magadjust rin sila. Pakita mo na may
respeto ka sa tao, rerespetuhin ka rin nila.'' ("I'm the one who gives the instructions. Yes, you will
adjust, but they will also adjust. Show that you respect people, and they will respect you, too.")

"Yung level ng communication is ibababa namin kung hanggang saan level ng kanilang
pagkakaintindi. May adjustment lagi'' ("We will lower the level of communication to what level of their
understanding. There is always an adjustment.'')

6. Conclusion and Recommendations

This chapter presents the summary of the findings, the conclusions drawn from the findings, and the
corresponding recommendations. This study is taken with the general objective of determining the
communication dynamics at the engineering company understudy.

6.1. Summary of Findings

In light of the study, the following conclusions have been drawn:

6.1.1. Communication Channels

Digital connectivity has transformed communication channels in the modern workplace, enabling the quick
spread of information via apps like Viber. In engineering organizations in particular, face-to-face discussions
18
 International Journal of Recent Innovations in Academic Research
are still very beneficial because they facilitate prompt feedback and task clarification. The preference for
verbal communication is evidence of how effective it is at promoting clarity and prompt decision-making.

6.1.2. Collaborative Teamwork

Engineering projects require teamwork to be successful, and regular toolbox and project meetings provide
an opportunity for efficient coordination and communication. Team members' continuous communication
highlights the engineering company’s collaborative approach, which is crucial for managing the changing
nature of construction projects.

6.1.3. Leadership Style in Communication

Successful leadership techniques are essential for encouraging staff involvement and achieving
organizational goals. Clear and open lines of communication are essential for promoting effective decision-
making, avoiding conflicts, and boosting productivity. Employee accountability and development are
encouraged by recognition and feedback systems. While teamwork promotes collaboration and the
accomplishment of common goals, thorough clarification guarantees task comprehension and reduces
misunderstandings. In addition, handling disagreements with open communication and attentive listening
fosters comprehension and efficient problem-solving. Through the implementation of these strategies,
organizations can establish a dynamic and encouraging work environment that fosters excellence and
growth.

6.1.4. Organization Culture

Within the construction company, communication norms emphasize Tagalog as the primary language, with
English proficiency also considered necessary for global competitiveness. The preference for direct
communication emphasizes how important efficiency and clarity are. While formal means are preferred in-
office, informal communication cultivates comprehension and cooperation on-site. Maintaining a healthy
work environment that fosters productive communication and engagement can be achieved by striking a
balance between formal and informal approaches.

6.1.5. Conflict Resolution

Engineering organizations' conflict resolution techniques revolve around three key elements: constructive
criticism, open communication, and a blame-free environment. Effective conflict resolution and teamwork
are dependent on promoting open communication, identifying the underlying causes of problems, and
creating a supportive atmosphere. This study focuses on determining the current communication model of
an engineering company by carefully examining the collected data and deriving conclusions from it. The
engineering company has implemented the Osgood-Schramm Model, originally proposed by Charles E.
Osgood and Wilbur Schramm in 1954. This model differs from traditional linear models as it illustrates
communication as circular in nature. The sender and recipient in this model are always exchanging ideas and
information. This circular nature indicates that communication is a dynamic interaction in which mutual
understanding and feedback are essential components, rather than just a one-way transmission.

7. Recommendation
Based on the research's findings and conclusions, the following endorsements are recommended for each
aspect:

7.1. Engineering Company

Beyond digital technology, the engineering company needs to understand the value of a variety of
communication channels in today's fast-paced digital world. The researchers recommend that the
organization give priority to in-person meetings and conversations. This approach helps to make tasks more
clear, fosters teamwork and cooperation among team members, and encourages quick responses. This
method encourages prompt responses, aids in clarifying tasks, and promotes teamwork and cooperation
among team members.

In an engineering company, conveying task details can be challenging without concrete examples. The
researchers recommend using examples to visualize tasks, aiding workers in understanding their assigned
responsibilities more thoroughly. Providing tangible examples, whether through drawings, prototypes, or
simulations, can bridge the gap between abstract concepts and practical execution. Examples can clarify
complex concepts, including regulations. They are an excellent way to help readers and listeners (Murawski,
1999). Visualizing tasks enhances comprehension and ensures that workers have a precise reference point
for their work, reducing the likelihood of misunderstandings or errors. Incorporating examples into task

19
 International Journal of Recent Innovations in Academic Research
explanations is essential for effective communication within an engineering company, enabling workers to
grasp the intricacies of their assignments and contribute to the success of projects. While Tagalog serves as
the primary language within the organization, it is imperative to recognize that proficiency in English is vital
for effective external communication and to maintain its global competitiveness. Thus, the researchers
suggest that the engineering company should provide language training or resources to ensure employees
have the necessary English language skills.

The expertise of project supervisors in coping with change and their communication skills are critical to the
success of any project. Failure to lead effectively can hurt staff and circumstances in the organizational
environment. From the employee's viewpoint, inadequate leadership results in low levels of job satisfaction
diminished commitment, and psychological distress (Tepper, 2000; Tepper et al., 2011). Research suggests
that the company should provide more comprehensive leadership training programs for project supervisors
or employees with higher positions. The programs should concentrate on improving their skills in coping
with change, effective communication, conflict resolution, and team motivation.

7.2. Construction Industry Professionals

The researchers recommend using these findings to structure communication with professionals or
organizations. They also advise organizations to carefully select the appropriate channel for each
communication scenario or business process, using this study as a guide. Selecting the appropriate
communication channel facilitates efficient and effective interaction, ensuring precise message delivery and
feedback. This approach saves time, improves understanding and relationships, and boosts business
productivity and success.

7.3. Civil Engineering Students

Researchers recommend studying this work for civil engineering students to enhance their understanding of
professional communication. This study offers guidance on effective communication practices for aspiring
registered civil engineers.

8. Future Researchers
For future researchers, improving this research will make it more pleasing and trustworthy for readers. The
researcher suggests expanding this study will be one way to do this, with more data gathering to validate the
findings across different contexts or populations. This could involve conducting additional experiments or
surveys to gather more comprehensive data, thereby increasing the quality of the results.

9. Limitations
This study covered the communication dynamics of an engineering company using an interview and
observation approach. This study will investigate possible communication problems or challenges in the
workplace that can affect the organization's success. It will also determine the different workplace
communication processes or strategies employees use. The participants in this study exclusively consist of
employees affiliated with the organization, with no involvement of external third parties. It is restricted to
the communication dynamics within the company. It does not encompass external factors influencing
communication within the broader construction industry or other industries. The study was conducted with
a relatively small sample size drawn, which may limit the generalizability of the findings to broader
populations. Furthermore, there are also time limitations for data collection, which may have restricted the
breadth and depth of information gathered.

Declarations
Acknowledgments: We extend our deepest gratitude to our esteemed leader, whose guidance and vision
have steered us through this research journey. Our heartfelt appreciation goes to each member of the team
whose dedication and hard work contributed to the success of this project. We are also indebted to our
friends for their encouragement and positivity throughout. Lastly, we express our profound appreciation to
our professor and research advisor, whose invaluable mentorship and expertise enriched our understanding
of purposive communication.
Author Contributions: KOB: Concept, design, data collection, literature review, manuscript preparation;
MNDG: Concept and design of the study, prepared first draft of manuscript, literature survey, data collection,
data analysis, manuscript revision, manuscript preparation and submission of article; SJL: Concept, design,
literature survey, data analysis, manuscript preparation, manuscript review; CP: Concept, design, data
collection, data analysis, manuscript preparation; MCS: Concept, literature survey, data analysis, manuscript
preparation.

20
 International Journal of Recent Innovations in Academic Research
Conflict of Interest: The authors declare no conflict of interest.
Consent to Publish: The authors agree to publish the paper in International Journal of Recent Innovations
in Academic Research.
Data Availability Statement: The data presented in this study are available upon request from the
corresponding author.
Funding: This research received no external funding.
Institutional Review Board Statement: Not Applicable
Informed Consent Statement: Informed consent was obtained from all subjects involved in this study.
Research Content: The research content of manuscript is original and has not been published elsewhere.

References
1. Alhomidan, A. 2013. Factors affecting cost overrun in road construction projects in Saudi Arabia.
International Journal of Civil and Environmental Engineering, 13(3): 1–4.
2. Appalachian. 2017. Lack of communication can cause conflict. Medium:
https://medium.com/@appalachianinsights/lack-of-communication-can-cause-conflict-90259faf0e9a
3. Avolio, B.J., Gardner, W.L., Walumbwa, F.O., Luthans, F. and May, D.R. 2004. Unlocking the mask: A look at
the process by which authentic leaders impact follower attitudes and behaviors. The Leadership
Quarterly, 15(6): 801-823.
4. Baldikov, N. 2022. The 14 most common communication challenges within modern companies and tips
on how to overcome them. Brosix: https://www.brosix.com/blog/communication-challenges/
5. Biryanto, B., Hubeis, A.V.S. and Matindas, K. 2018. The Influence of communication skills toward job
performance of the state civil apparatus. Journal of Government Studies, 393-419.
6. Braun, V. and Clarke, V. 2006. Using thematic analysis in psychology. Qualitative Research in Psychology,
3(2): 77–101.
7. Brookins, M. 2020. Reasons for poor communication in the workplace.
https://smallbusiness.chron.com/reasons-poorcommunication-workplace-10137.html
8. Buarqoub, I.A.S. 2019. Language barriers to effective communication. Utopía y Praxis Latinoamericana,
24(6): 64-77.
9. Caffarella, R.S. 2010. Viewing cultural barriers as opportunities to enhance learning: An international
perspective. Adult Education Research Conference. https://newprairiepress.org/aerc/2010/papers/10
10. Campbell, S., Greenwood, M., Prior, S., Shearer, T., Walkem, K., Young, S., Bywaters, D. and Walker, K.
2020. Purposive sampling: Complex or simple? Research case examples. Journal of Research in Nursing,
25(8): 652–661.
11. Caulfield, J. 2019. How to do thematic analysis.
https://www.scribbr.com/methodology/thematic-analysis/
12. Ceglarska, E., Li, L. and Chen, K. 2008. How does culture and gender diversity impact communication in
project teams. https://www.diva-portal.org/smash/get/diva2:231262/fulltext01.pdf
13. Dainty, A., Moore, D. and Murray, M. 2007. Communication in construction: Theory and practice.
Routledge.
14. Dasborough, M.T. 2006. Cognitive asymmetry in employee emotional reactions to leadership
behaviors. The Leadership Quarterly, 17(2): 163-178.
15. Dauber, D. and Tavernier, A. 2011. Coping with ineffective leadership. IACCM 2011, June, 29–July 1, Ruse:
Bulgaria.
16. Eckert, P. and McConnell-Ginet, S. 2013. Language and gender. 2nd Edition, Cambridge: Cambridge
University Press.
17. Enshassi, A., Al‐Najjar, J. and Kumaraswamy, M. 2009. Delays and cost overruns in the construction
projects in the Gaza Strip. Journal of Financial Management of Property and Construction, 14(2): 126-
151.
18. Genç, R. 2017. The importance of communication in sustainability and sustainable strategies. Procedia
Manufacturing, 8: 511–516.

21
 International Journal of Recent Innovations in Academic Research
19. George, T. and Merkus, J. 2023. Explanatory research|definition, guide and examples. Scribbr: Retrieved
April 9, 2024, from https://www.scribbr.com/methodology/explanatory-research/
20. Goutam, A. 2013. Effective communication at workplace. Irc’s International Journal of Multidisciplinary
Research in Social and Management Sciences, 1(2): 2320–8236.
21. Gratis, B. 2022. Overcoming physical barriers to communication. Nulab:
https://nulab.com/learn/collaboration/overcoming-physical-barriers-to-communication/
22. Grossman, D. 2022. Face-to-face communication: 6 benefits of leading in person.
www.yourthoughtpartner.com
23. Harris, P.R. and Moran, R.T. 2000. Managing cultural differences. Houston, Texas, Gulf Publishing
Company.
24. Hermitte, B. 2023. How does hierarchical structure influence collaboration?-Wimi: https://www.wimi-
teamwork.com/blog/hierarchical-structure-collaboration/
25. Hyväri, I. 2007. Project management effectiveness in different organizational conditions. Helsinki School
of Economics.
26. Ibrahim, A.U. and Daniel, C.O. 2019. Impact of leadership on organisational performance. International
Journal of Business, Management and Social Research, 6(2): 367-374.
27. Indeed Editorial Team. 2021a. Hierarchical structure: Definition and examples. Indeed Career Guide.
https://www.indeed.com/career-advice/career-development/hierarchical-structure-definition-and-
examples
28. Indeed Editorial Team. 2021b. Structured interviews: What are they and structured interview questions.
https://www.indeed.com/career-advice/interviewing/structured-interviews
29. Informal Communication: HR Terms Explained|Pelago. 2024.
https://www.pelagohealth.com/resources/hr-glossary/informal-communication/
30. Jimoh, R.A. 2012. Improving site management practices in the Nigerian construction industry: The
builders’ perspective. Ethiopian Journal of Environmental Studies and Management, 5(4): 366-372.
31. Keshav, S. 2023. How technology affects communication. www.linkedin.com.
https://www.linkedin.com/pulse/how-technology-affects-communication-keshav-s/
32. Love, P.E. and Li, H. 2000. Quantifying the causes and costs of rework in construction. Construction
Management and Economics, 18(4): 479-490.
33. Lynn, R. 2023. What is a project meeting? Tips and types. Planview:
https://www.planview.com/resources/guide/what-is-project-management/project-meeting/
34. Madlock, P.E. 2008. The link between leadership style, communicator competence, and employee
satisfaction. Journal of Business Communication, 45(1): 61-78.
35. Martic, K. 2023. Top 13 communication barriers and how to tackle them. Haiilo:
https://haiilo.com/blog/communication-barriers/
36. Masduki, M. and Zakaria, N. 2020. Fulfilling the demand for workplace communication skills in the civil
engineering industry. Pertanika Journal of Social Sciences and Humanities, 28(4): 3069-3087.
37. Mastrangelo, A., Eddy, E.R. and Lorenzet, S.J. 2014. The relationship between enduring leadership and
organizational performance. Leadership and Organization Development Journal, 35(7): 590-604.
38. McQuerrey, L. 2019. How does a lack of communication cause conflict in the workplace? Chron.com:
https://smallbusiness.chron.com/lack-communication-cause-conflict-workplace-10470.html
39. Miller, H. 2022. The value of open communication in the workplace. Leaders.com:
https://leaders.com/articles/company-culture/open-communication/
40. Murawski, T.A. 1999. Writing readable regulations, 1999. Carolina Academic Press Durham, NC, pp. 45-
46.
41. Muslih, B. 2020. The urgency of communication in fostering motivation in the era of the COVID-19
pandemic. Information: Journal of Applied Management Research, 5(1): 57–65.

22
 International Journal of Recent Innovations in Academic Research
42. NI Business. 2015. Hierarchical organisational structure. Nibusinessinfo.co.uk:
https://www.nibusinessinfo.co.uk/content/hierarchical-organisational-structure
43. Obonadhuze, B.I., Eze, C.E., Siunoje, L.U. and Sofolahan, O. 2021. Causes and effects of ineffective
communication on construction projects. Borneo Journal of Sciences and Technology, 3(1): 77-92.
44. Olukpe, A.O., Okafor, D.C., Adeyanju, L.O. and Agboifoh, M.E. 2022. The effects of leadership on employee
engagement and well-being. LinkedIn: https://www.linkedin.com/pulse/effects-leadership-employee-
engagement-well-being-andrew-olukpe
45. Omran, A. and Suleiman, A.S.H. 2016. Problems facing project managers in the Palestinians’ construction
projects. Annals of the Faculty of Engineering Hunedoara–International Journal of Engineering, 14(4):
39–46.
46. Paliszkiewicz, J., Gołuchowski, J. and Koohang, A. 2015. Leadership, trust, and knowledge management in
relation to organizational performance: Developing an instrument. Online Journal of Applied Knowledge
Management, 3(2): 19-35.
47. Patel, N. 2021. How technology affects communication. https://neilpatel.com/blog/technology-
communication/
48. Ravitch, S. and Carl, N.M. 2016. Qualitative research: Bridging the conceptual, theoretical, and
methodological. Thousand Oaks, CA: Sage Publications.
49. Razak, M.I.H.M., Athmar, W.A.W., Durani, N., Salleh, A.J. and Hamdan, N.I.B. 2019. Effective
communication as a tool for achieving organizational goals. In: Social sciences on sustainable
development for world challenge: The first economics, law, education and humanities international
conference, KnE Social Sciences, 380-387.
50. Sager, K.L., Wallace, E.A., Jarrett, B. and Richey, J.A. 2015. Exploring the role of communication
competence in abusive supervision: A test of a model linking downward communicative adaptability to
downward abusive communication. SAGE Open, 5(3): 2158244015604689.
51. Sambasivan, M. and Soon, Y.W. 2007. Causes and effects of delays in Malaysian construction industry.
International Journal of Project Management, 25(5): 517–526.
52. Suleiman, A. 2022. Causes and effects of poor communication in the construction industry in the MENA
region. Journal of Civil Engineering and Management, 28(5): 365-376.
53. Team, W. 2023. Clear communication in workplace: Key to success|wrike. Blog Wrike:
https://www.wrike.com/blog/communication-workplace-organizational-success/
54. Teamwork in Engineering-Full Blast Hydraulics. 2023. www.fullblasthydraulics.com.
https://www.fullblasthydraulics.com/web/news-Teamwork-in-Engineering.asp
55. Tepper B.J. 2000. Consequences of abusive supervision. Academy of Management Journal, 43: 178-190.
56. Tepper B.J., Moss S.E. and Duffy M.K. 2011. Predictors of abusive supervision: Supervisor perceptions of
deep level dissimilarity, relationship conflict, and subordinate performance. Academy of Management
Journal, 54: 279-294.
57. Thompson, M. 2020. Clarification as a listening technique. Lexie Hearing:
https://lexiehearing.com/us/library/clarification-as-a-listening-technique
58. Tipili, L.G., Ojeba, P.O. and Ilyasu, S.M. 2014. Evaluating the effects of communication in construction
project delivery in Nigeria. Global Journal of Environmental Science and Technology, 2(5): 2360–7955.
59. Varghese, A. 2023. Hierarchy fosters a positive and productive relationship between employees and
employers. Retrieved from https://www.linkedin.com/pulse/hierarchy-fosters-positive-productive-
relationship-between-varghese
60. Westerman, C.Y.K., Reno, K.M. and Heuett, K.B. 2018. Delivering feedback: Supervisors’ source credibility
and communication competence. International Journal of Business Communication, 55(4): 526-546.
61. Wickham, N. 2023. The importance of employee recognition: Statistics and research. Employee Success
Software|Quantum Workplace. https://www.quantumworkplace.com/future-of-work/importance-of-
employee-recognition

23
 International Journal of Recent Innovations in Academic Research
62. Yap, J.B.H., Abdul-Rahman, H. and Chen, W. 2017. Collaborative model: Managing design changes with
reusable project experiences through project learning and effective communication. International
Journal of Project Management, 35(7): 1253-1271.
63. Yusof, A.N.A.M. and Rahmat, N.H. 2020. Communication barriers at the workplace: A case study.
European Journal of Education Studies, 7(10): 228-240.
64. Zerjav, V. and Ceric, A. 2009. Structuring communication within construction projects-a communication
breakdown structure. Association of Researchers in Construction Management, 907-916.
65. Zidane, Y.J.T. and Andersen, B. 2018. The top 10 universal delay factors in construction projects.
International Journal of Managing Projects in Business, 11: 650–672.

Citation: Balagtas, Keiffer O’Neil V., De Guzman, Maria Nicole V., Legaspi, Shayna Jemil R., Panaligan, Camille
L. and Salvador, Miguel Christian S. 2024. Exploring Communication Dynamics at an Engineering Company:
An Interview-Based Study. International Journal of Recent Innovations in Academic Research, 8(4): 8-24.
Copyright: ©2024 Balagtas, Keiffer O’Neil V., et al. This is an open-access article distributed under the terms
of the Creative Commons Attribution License (https://creativecommons.org/licenses/by/4.0/), which
permits unrestricted use, distribution, and reproduction in any medium, provided the original author and
source are credited.

24