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.
