ROLE OF INTERNAL COMMUNICATION STRATEGIES ON EMPLOYEE ENGAGEMENT: A CASE STUDY OF AL-QALAM UNIVERSITY KATSINA

Abstract

Background: Managerial communication significantly influences employee participation by enhancing organizational identification, job satisfaction, motivation, commitment, and performance, even in Al-Qalam University Katsina’s multicultural and developing context.  Aims:  This study examines the impact of communication strategies on employee engagement, employing Self-Determination Theory, Job Demands-Resources Theory, Social Exchange Theory, and Communication Satisfaction Theory.  Methods: A qualitative design was used, focusing on a pluriphonic analysis of existing literature. The study utilized Al-Qalam University as a case to analyze feedback systems, cultural intensity, and openness, without direct data collection.  Sample: A comprehensive literature review was conducted to gather academic insights into communication issues and solutions in organization-focused communication within multicultural settings. Results: Key barriers identified include organizational culture, political barriers, and cultural differences. Effective communication strategies, such as decentralized communication, culturally appropriate training, and robust feedback mechanisms, enhance motivation by fulfilling the psychological needs of autonomy, mastery, and relatedness under the Self-Determination Theory. Conclusion: Employee engagement emerges as a product of managerial communication, particularly where decentralized communication, culturally tailored training, and optimal feedback systems are implemented.  Implications: The findings underscore the importance of internal communication as an engagement strategy, with implications for multinational organizations and providing a theoretical basis for future empirical research.