Communication, relationships, and religious difference in the Northern Ireland workplace: A study of private and public sector organizations

David Dickson, Owen Hargie, Noel Wilson

    Research output: Contribution to journalArticle

    7 Citations (Scopus)

    Abstract

    Four large organizations, two each from the private and public sectors of the NorthernIreland economy, were selected for this study which, first, explored the effects of religion-based workforce difference on intergroup relationships, second, investigated thecontribution of organizational sector to communicative differences, and third, gaugedthe effects of group-based negativity on the flow and distribution of functionalinformation within the organization. Little evidence of intergroup conflict was foundalthough employees expressed a desire for greater quantity and quality of outgroupcontact. Significant differences between the private and public bodies emerged in thisrespect. Contrasts were consistent with general organizational differences typifying thesectors. Findings are discussed in relation to diversity management and the characteristicsof organizational sectors.
    LanguageEnglish
    Pages128-160
    JournalJournal of Applied Communication Research
    Volume36
    Issue number2
    DOIs
    Publication statusPublished - 2008

    Fingerprint

    private sector
    public sector
    workplace
    communication
    Communication
    Religion
    employee
    Personnel
    organization
    economy
    management
    evidence
    Group
    Work Place
    Public Sector Organizations
    Northern Ireland
    Private Sector Organizations
    Public Sector
    Employees
    Negativity

    Keywords

    • Organization
    • Workplace Diversity
    • Conflict
    • Intergroup Relations
    • Internal Communication

    Cite this

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    title = "Communication, relationships, and religious difference in the Northern Ireland workplace: A study of private and public sector organizations",
    abstract = "Four large organizations, two each from the private and public sectors of the NorthernIreland economy, were selected for this study which, first, explored the effects of religion-based workforce difference on intergroup relationships, second, investigated thecontribution of organizational sector to communicative differences, and third, gaugedthe effects of group-based negativity on the flow and distribution of functionalinformation within the organization. Little evidence of intergroup conflict was foundalthough employees expressed a desire for greater quantity and quality of outgroupcontact. Significant differences between the private and public bodies emerged in thisrespect. Contrasts were consistent with general organizational differences typifying thesectors. Findings are discussed in relation to diversity management and the characteristicsof organizational sectors.",
    keywords = "Organization, Workplace Diversity, Conflict, Intergroup Relations, Internal Communication",
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    note = "Reference text: Allport, G. W. (1954). The nature of prejudice. Reading, MA: Addison-Wesley. Andrews, R., Boyne, G. A., Meier, K. J., O’Toole, L. J., & Walker, R. M. (2005). Representative bureaucracy, organizational strategy, and public service performance: An empirical analysis of English local government. Journal of Public Administration Research and Theory, 15, 489-504. Anastasio, P., Bachman, B., Gaertner, S., & Dovidio, J. (1997). Categorization, recategorization, and common group identity. In R. Sears, P. J. Oakes, N. Ellemers, & S. A. Haslam (Eds.), The social psychology of stereotyping and group life (pp. 236-256). Oxford, England: Blackwell Publishers. Ashkanasy, N. M., H{\"a}rtel, C. E., & Zerbe, W. J. (2000). Emotions in the workplace: Research, theory and practice. In N. M. Ashkanasy, C. E. H{\"a}rtel, & W. J. Zerbe (Eds.), Emotions in the workplace: Research, theory and practice (pp. 3-18), Westport, CT: Quorum Books. Ayoko, O., H{\"a}rtel, C., Fisher, G., & Fujimoto, Y. (2004). Communication competence in cross-community business transactions. In D. Tourish & O. Hargie (Eds.), Key issues in organizational communication (pp. 157-171). London: Routledge. Ball, C. (2006). HR leads Ford’s diversity drive. Personnel Today, Retrieved March 28, 2006, from http://www.personneltoday.com/Articles/2006/02/21/34005/HR+leads+Ford's+diversity+drive.htm Barki, H., & Hartwick, J. (2004). Conceptualizing the construction of interpersonal conflict. International Journal of Conflict Management, 15, 216-244. Berman, E. M., West, J. P., & Richter, M. N. (2002). Workplace relations: Friendship patterns and consequences (according to managers). Public Administration Review, 62, 217-230. Boyne, G. A. (2002). Public and private management: What’s the difference? Journal of Management Studies, 39, 97-122. Bozeman, B., & Rainey, H. G. (2000). Organizational rules and the ‘Bureaucratic Personality.’ American Journal of Political Science, 42, 163-89. Brewer, J. (1992). Sectarianism and racism, and their parallels and differences. Ethnic and Racial Studies, 15, 352-364. Brown, R. (2000). Group processes (2nd ed.). Oxford, England: Blackwell Publishers. Brown, R., & Hewstone, M. (2005). An integrative theory of intergroup contact. Advances in Experimental Social Psychology, 37, 255-343. Buchanan, D., & Huczynski, A. (2004). Organizational behaviour (5th ed.). Harlow, England: Prentice Hall. Clampitt, P. (2000). The questionnaire approach. In O. Hargie & D. Tourish (Eds.), Handbook of communication audits for organizations (pp. 45-65). London: Routledge. Clampitt, P. (2001). Communicating for managerial effectiveness (2nd ed.). London: Sage. Clampitt, P., & Downs, C. (1993). Employee perceptions of the relationship between communication and productivity: A field study. Journal of Business Communication, 30, 5-28. Craig, R. T. (1999). Communication theory as a field. Communication Theory, 9, 119-161. Crisp, R. J., & Hewstone, M. (2000). Multiple categorization and social identity. In D. Capozza & R. Brown (Eds.), Social identity processes (pp. 141-158). London: Sage. De Dreu, C. K., van Dierendonck, D., & Dijkstra, M. T. (2004). Conflict at work and individual well-being. International Journal of Conflict Management, 15, 6-26. De Dreu, C. K., & Weingart, L. (2003). Task versus relationship conflict, team performance, and team member satisfaction: A meta-analysis. Journal of Applied Psychology, 88, 741-749. De Dreu, C., West, M., Fischer, A., & MacCurtain, S. (2001). Origins and consequences of emotions in organizational teams. In R. L. Payne & C. L. Cooper (Eds.), Emotions at work: Theory, research and applications for management (pp. 199-218). Chichester, England: John Wiley & Sons Ltd. Deetz, S. (2001). Conceptual foundations. In F. M. Jablin & L. L. Putnam (Eds.), The new handbook of organizational communication: Advances in theory, research, and methods (pp. 3-46). Thousand Oaks, CA: Sage. Dovidio, J. K., & Gaertner, S L. (1991). Changes in the nature and expression of racial prejudice. In H. Knopke & J. Norrell (Eds.), Opening doors: An appraisal of race relations in contemporary America (pp. 210-241). Tuscaloosa: University of Alabama Press. Downs, C. W., & Adrian, C. W. (2004). Assessing organizational communication: Strategic communication audits. New York: The Guilford Press. Ellemers, N., Haslam, S. A., Platow, M. J., & van Knippenberg, D. (2003). Social identity at work: Developments, debates, directions. In S. A. Haslam, D. van Knippenberg, M. Platow, & J. Ellemers (Eds.), Social identity at work: Developing theory of organizational practice (pp. 3-26). New York: Psychology Press. Eyben, K., Morrow, D., & Wilson, D. (2002). 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    Communication, relationships, and religious difference in the Northern Ireland workplace: A study of private and public sector organizations. / Dickson, David; Hargie, Owen; Wilson, Noel.

    In: Journal of Applied Communication Research, Vol. 36, No. 2, 2008, p. 128-160.

    Research output: Contribution to journalArticle

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    N1 - Reference text: Allport, G. W. (1954). The nature of prejudice. Reading, MA: Addison-Wesley. Andrews, R., Boyne, G. A., Meier, K. J., O’Toole, L. J., & Walker, R. M. (2005). Representative bureaucracy, organizational strategy, and public service performance: An empirical analysis of English local government. Journal of Public Administration Research and Theory, 15, 489-504. Anastasio, P., Bachman, B., Gaertner, S., & Dovidio, J. (1997). Categorization, recategorization, and common group identity. In R. Sears, P. J. Oakes, N. Ellemers, & S. A. Haslam (Eds.), The social psychology of stereotyping and group life (pp. 236-256). Oxford, England: Blackwell Publishers. Ashkanasy, N. M., Härtel, C. E., & Zerbe, W. J. (2000). Emotions in the workplace: Research, theory and practice. In N. M. Ashkanasy, C. E. Härtel, & W. J. Zerbe (Eds.), Emotions in the workplace: Research, theory and practice (pp. 3-18), Westport, CT: Quorum Books. Ayoko, O., Härtel, C., Fisher, G., & Fujimoto, Y. (2004). Communication competence in cross-community business transactions. In D. Tourish & O. Hargie (Eds.), Key issues in organizational communication (pp. 157-171). London: Routledge. Ball, C. (2006). HR leads Ford’s diversity drive. Personnel Today, Retrieved March 28, 2006, from http://www.personneltoday.com/Articles/2006/02/21/34005/HR+leads+Ford's+diversity+drive.htm Barki, H., & Hartwick, J. (2004). Conceptualizing the construction of interpersonal conflict. International Journal of Conflict Management, 15, 216-244. Berman, E. M., West, J. P., & Richter, M. N. (2002). Workplace relations: Friendship patterns and consequences (according to managers). Public Administration Review, 62, 217-230. Boyne, G. A. (2002). Public and private management: What’s the difference? Journal of Management Studies, 39, 97-122. Bozeman, B., & Rainey, H. G. (2000). Organizational rules and the ‘Bureaucratic Personality.’ American Journal of Political Science, 42, 163-89. Brewer, J. (1992). Sectarianism and racism, and their parallels and differences. Ethnic and Racial Studies, 15, 352-364. Brown, R. (2000). Group processes (2nd ed.). Oxford, England: Blackwell Publishers. Brown, R., & Hewstone, M. (2005). An integrative theory of intergroup contact. Advances in Experimental Social Psychology, 37, 255-343. Buchanan, D., & Huczynski, A. (2004). Organizational behaviour (5th ed.). Harlow, England: Prentice Hall. Clampitt, P. (2000). The questionnaire approach. In O. Hargie & D. Tourish (Eds.), Handbook of communication audits for organizations (pp. 45-65). London: Routledge. Clampitt, P. (2001). Communicating for managerial effectiveness (2nd ed.). London: Sage. Clampitt, P., & Downs, C. (1993). Employee perceptions of the relationship between communication and productivity: A field study. Journal of Business Communication, 30, 5-28. Craig, R. T. (1999). Communication theory as a field. Communication Theory, 9, 119-161. Crisp, R. J., & Hewstone, M. (2000). 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    PY - 2008

    Y1 - 2008

    N2 - Four large organizations, two each from the private and public sectors of the NorthernIreland economy, were selected for this study which, first, explored the effects of religion-based workforce difference on intergroup relationships, second, investigated thecontribution of organizational sector to communicative differences, and third, gaugedthe effects of group-based negativity on the flow and distribution of functionalinformation within the organization. Little evidence of intergroup conflict was foundalthough employees expressed a desire for greater quantity and quality of outgroupcontact. Significant differences between the private and public bodies emerged in thisrespect. Contrasts were consistent with general organizational differences typifying thesectors. Findings are discussed in relation to diversity management and the characteristicsof organizational sectors.

    AB - Four large organizations, two each from the private and public sectors of the NorthernIreland economy, were selected for this study which, first, explored the effects of religion-based workforce difference on intergroup relationships, second, investigated thecontribution of organizational sector to communicative differences, and third, gaugedthe effects of group-based negativity on the flow and distribution of functionalinformation within the organization. Little evidence of intergroup conflict was foundalthough employees expressed a desire for greater quantity and quality of outgroupcontact. Significant differences between the private and public bodies emerged in thisrespect. Contrasts were consistent with general organizational differences typifying thesectors. Findings are discussed in relation to diversity management and the characteristicsof organizational sectors.

    KW - Organization

    KW - Workplace Diversity

    KW - Conflict

    KW - Intergroup Relations

    KW - Internal Communication

    U2 - 10.1080/00909880801922847

    DO - 10.1080/00909880801922847

    M3 - Article

    VL - 36

    SP - 128

    EP - 160

    JO - Journal of Applied Communication Research

    T2 - Journal of Applied Communication Research

    JF - Journal of Applied Communication Research

    SN - 0090-9882

    IS - 2

    ER -