A Study on The Communication-Based Strategies of Batangas Starexpress Corporation in promoting Organizational Commitment to its employees

Abstract

This study aimed to identify the communication-based strategies of Batangas Starexpress Corporation (BSC) in promoting organizational commitment in its employees, the intended effect of these strategies, and how these strategies are perceived by their employees. The study makes use of the Antecedents of Commitment model (O'Malley, 2000): Fit and Belongingness, Trust and Reciprocity, Emotional Reward, Status and Identity, and Economic Interdependence. Economic Interdependence, for its lack of communication bases, was excluded from the study. To meet the first two objectives, a key informant from BSC was asked about their current communication-based strategies in promoting organizational commitment The key informant revealed that they have three communication-based strategies that promote organizational commitment: 1. BSC Management discusses with each newly hired employee that he/she has been selected because the management acknowledges that he/she possesses the necessary skill set for the job, as well as character that will work well with their colleagues. The key informant confirms that this strategy seeks to address the antecedent "Fit and Belongingness” 2. BSC keeps all communication lines open in the organization 一 regardless of direction. BSC is sensitive to the needs of its employees and will grant an employee's request, provided that it is reasonable and the company is able to grant it. The key informant confirms that this strategy seeks to address the antecedent UTrust and Reciprocity". 3. BSC shares its goals and achievements with its employees, from the strengthening of bus routes, to the gradual growth of the organization. BSC communicates its successes and improvements with employees through formal and informal methods. The key informant confirms that this strategy seeks to address "Emotional Reward'*. To meet the third objective of the study, five (5) focus group discussions (FGDs) were conducted with samples from BSC's employees. BSC currently employs 52 drivers, 51 conductors, and 33 administrative personnel, for a total of 136 overall. Through systematic random sampling, five groups of 8-12 were used in the study: two for drivers, two for conductors, and one for administrative personnel. Based on the data gathered from the FGDs, the first two strategies have taken their intended effects. The first strategy succeeds in making employees feel like they belong. The second succeeds in getting employees to trust the management The third, however, is not to be credited for the emotional reward that respondents experience. Although the respondents experience emotional reward, this is due to their experiences in their respective designations and not because of the strategy.