You are on page 1of 10

MESSIAH COLLEGE

Texting in the Workplace


Effectiveness and Appropriateness of text messaging in the boss-employee relationship
Shannon Cochran 12/11/2013 Communication Senior Seminar

Introduction In 1992, text messaging, an Information Communication Technology System, or ICT, was created. ICTs can be defined as the key determinant of organizational competitiveness and overall success (Buhalis 7).The first text message was sent in late 1992 from a computer to a mobile device through the Vodaphone system in Europe (Rowe 56). A European effort called Groupe Special Mobile, or GSM, established a telephone system that took over much of Europe in the early 90s (Baron 16). This system was originally created for voice signals, quite similar to landline usage. With some bandwidth left over, customers were able to create words based on the number of taps on a certain key. Through this, short message service, or SMS, was born (Baron 17). With few initial problems, text messaging was presented as a new, innovative ICT at a 1994 CEBIT Fair in Hanover, Germany. However, phone companies failed to see the purpose or convenience of having to type out a message to someone as opposed to calling. Phone companies were proven wrong in 1998 when over 600,000 text messages were sent per month in Great Britain alone, which soon rose to 22 and 257 million in 1999 and 2001 respectively (Rowe 56). Although there has been a decline in overall market saturation of texting due to expense and the creation of multi-media services and push-to-talk, texting has still successfully infiltrated the work force (56). In fact, the strongest increase in text message usage came from the 35-54 age group. The 55 years and older group increased texting use by 14%, which exceeds the general increase of 10% across all age groups (56). Today text messaging has integrated itself within the work place and its use, purpose, and effectiveness tend to yield different results for various individuals and organizations. According to a study performed by Melvin Washington of Business Quarterly, 76% say checking texts or emails is unacceptable behavior in business meetings and 66% think writing a text message is rude (Washington 4). On the opposite side of the spectrum, according to CBS News, 40.85% believe it is okay to text your boss about informal matters when the superior initiates the conversation, 32% say its okay to call in sick by text and 11% think it's okay to quit a job by text (Johnson 1). With these conflicting results it is no wonder that confusion exists in regards to appropriateness and effectiveness of texting in the workplace. Because of the traction text messaging has gained in the workplace, this study will analyze texting in boss-employee relationships within two, non-profit organizations. The research questions are the following: RQ 1: What makes texting an appropriate and effective communication platform in bossemployee relationships? RQ2: Are boundaries an important factor in the effectiveness of text messaging in the boss-employee relationship? There has been little study on the effectiveness and appropriateness of text messaging in the boss-employee relationship despite the prominence texting has in other relationships. Rather, many scholars have looked at texting in workplace friendships amongst many other types of ICTs such as instant messaging, email, and Skype. Workplace friendships are vital to the success of any given company due to the fact that these friendships become a support for daily anxiety and stress, a second set of eyes and ears during large projects, and has been linked to higher quality of information sharing, decision-making influence, and enhanced creativity (Sias 255). During the initiation stage of these friendships, employees tend to value face-to-face 1

communication when discovering personality type, interest, and background as opposed to the use of ICTs (255-256). In a study performed by Cynthia Ruppel, both employees and bosses on a telemarketing team found difficulty in the work-life balance, especially in regard to cellphone usage. Many individuals would screen calls and texts from both family/friends and other co-workers to try to maintain balance and consistency (Ruppel 440). There is a fine line between when to use texting and when to utilize other communication platforms, which can be explained through the Uses and Gratifications Theory by Elihu Katz, Jay Blumler and Michael Gurevitch. This theory states that people actively seek out certain media types according to their communication goals (Kwak 486). This study seeks to discover what makes texting affective and appropriate for communicating in the boss-employee relationship, and through this theory one can discover what goals are met in the context of this relationship. Method This research was examined from both a qualitative and quantitative stance. The combination of both qualitative and quantitative research methods is a common practice in the health industry and can be used when analyzing communication platforms. Many scholars who study chronic diseases will take this approach as it is needed to see all sides of the question, which is both the processes and the causality between variables. According to the Population and Public Health Branch of Canada, it is more instructive to see qualitative and quantitative methods as part of a continuum of research techniques, all of which are appropriate depending on the research objective (Casebeer). Since this study is affected by personal experience, it was deemed appropriate to utilize both qualitative and quantitative methods. I created a survey in accordance Arthur Bergers definition of an analytic survey, which seeks to find out why people behave the way they do (Berger 249). Fifty surveys were sent out to two different, non-profit organizations. Organization 1 is a Christian-based company that serves the local community through pastoral care and sponsorship programs. Organization 2 is a non-religious company that specializes in protecting the environment and the publics health, safety, and security through the administration of credentials to those who demonstrate responsibility toward the care of the environment. Of the 50 surveys given, Organization 1 responded with 9 surveys (one boss and eight employees) and Organization 2 responded with 11 surveys (one boss and 10 employees), leaving the response rate at 40% or 20 total responses. Of the responses, 9 were male and 11 were female, with an age range for both organizations from 29-52. The average of age was 45.6. The survey consisted of eleven questions, with one survey geared towards bosses and the other for employees. All questions were the same for both types of participants with the exception of the word boss being replaced with employee for the boss survey and vice versa for the employee survey. Questions 1, 2, and 5 were answered on a likert scale with different options based on the content of each question. Examples of the employee questions are the following: 1. How often do you text message your boss? A. Not at all B. 2-3 times a week C. 5 or more times a week D. Other: _____________

2. If you text message your boss, have you found texting to be an effective way to accomplish your communication goals? A B C D E ______________________________________________________________________________ Never effective No Usually Effective Undecided Usually Effective Always Effective

Questions 4, 6, 8, and 9 gave anywhere from two to five options that were not answered on a likert scale. More specifically, question 4 was a yes or no question that led to a better understanding of question 5 which sought to examine how often a misunderstanding occurs through text messaging. Questions 6, 8, and 9 were related to what types of matters were discussed and whether or not these matters make one or both person(s) feel uncomfortable during the texting conversation. An example of this type question is the following: 6. What topics do you discuss with your boss via text message? (select all that apply) A. B. C. D. E. Work-related emergencies Work-related projects Other employees Non work-related matters Other:_____________

All of the above questions examined the frequency of text message communication within the boss-employee relationship. These questions sought to answer what was discussed, whether or not misunderstandings occurred through the use of this platform, whether or not the employee or boss felt uncomfortable during the texting conversation and who initiated it. The responses to these questions were examined through mode to better distinguish an average response across both organizations. Questions 3, 7, 10, and 11 required a written answer to better explain one of the quantifiable questions. Question 3 asked how the employee or boss defines effectiveness in regards to text messaging communication, while question 7 asked what non-work related matters were discussed via text, if any at all. Lastly, questions 10 and 11 asked the employee or boss to further explained why he/she felt uncomfortable texting and what he/she did to avoid feeling uncomfortable if the conversation went well, respectively. The responses to these questions were judged based upon the content of the response and the similar themes throughout. Results Both organizations yielded different responses, but typically came to the same conclusions. About 66% of employees from Organization 1 texted their boss 2-3 times a week, while 63% of employees from Organization 2 texted their boss 5 or more times a week. The boss from Organization 1 claims to text his employees 2-3 times a week, while the boss from Organization 2 texts his employees 5 or more times a week. This reveals that frequency of texting is set from the organizations superior and the employees willingly follow due to the hierarchical nature of both organizations. In regards to effectiveness, 70% of people from both organizations believe that text messaging in the boss-employee relationship is always effective, but 50% of employees and bosses from both organizations combined have had a 3

misunderstanding at some point via text. This reveals that understanding is not the primary goal in texting for this relationship. However, these misunderstandings did not occur often in that 30% of bosses and employees felt misunderstood once a month or less. This leads us to how individuals define effectiveness. Forty percent of bosses and employees believed effectiveness to be when an action is taken based on the discussion or when something, unspecified, gets accomplished. Exactly 30% of employees and bosses defined effectiveness as simple communication with a quick response, but equally defined effectiveness as being understood. One boss stated that effectiveness is when needs are met and understood by the employee, while another employee from the same organization defined effectiveness as receiving a quick response. This reveals that texting is most effective when something is accomplished, regardless of whether or not each person feels fully understood by the other. The fact that people define effectiveness according to the way they use texting aligns with the Uses and Gratifications theory because this theory believes the communication technology plays a major role in the way people communicate through that technology (Kwak 487). Most people seek to feel understood and manage their impressions of others through face-to-face communication in the workplace as opposed to texting (Sias 257). In terms non-work related matters, around 55% of bosses and employees stated that they do not discuss anything but professional items with each other. Of these 55%, around 40% stated they established some sort of boundaries. One employee stated he always kept texts professional from day one, while another stated the relationship context was established early on. One outlier discovered was a personal relationship between the boss and an employee of Organization 2. Both admitted to the relationship but discussed it differently as the boss stated he did not feel uncomfortable and that conversations were not initiated more by one or the other, while the employee felt discomfort and believed the boss to be the initiator of conversations via text. Although this was only 10% of the response, this suggests that power plays a role in the way conversations are carried via text and how often they occur. Question 7: Organization 1 & 2 What kinds of non-work related matters do you discuss with your boss/employee?
Note: Participants may fall into more than one category, and it was not mandatory to answer this question.

Participants

Male/Boss Number of responses: 2 Female/Employee Number of responses: 5 Male/Employee Number of responses: 2

Family/ Personal Concern 10%

Sports/ Game Score 10%

Social Outings/ Invites

Arrival/ Departing Time

Personal Relationship 10%

Strictly Professional

20%

10%

10%

15%

10%

10%

15%

Of those surveyed, 85%, claimed they have never felt uncomfortable texting their boss and 50% attribute that to boundaries established early on in the relationship. One employee claimed she has never felt uncomfortable texting her boss because they are friends and coworkers and that is understood. The boss from Organization 1 claims that the organization strives to care for the whole person and we can do this via texting []. If an employee does discuss non-work related matters with their boss, 25% say it is out of general concern for the other or the others family, while 10% say it is in regards to social invites and .05% say they discuss common likes, such as sports/game scores. This approach to text messaging is rooted in the mission of each organization. Organization 1 is based in fostering relationships in a more personal way than Organization 2, and is therefore more likely to use texting for non-work related matters. Despite this assumption, neither organization discussed personal matters more than the other, which says that texting, although claimed to be a personal communication platform, has taken on a professional face in the workplace. Question 3,7,10, and 11 Responses from Organization 1 & 2 Question 3: Define effective Organization 1 Responses Tasks Accomplished 40% Quick Reply 30% Feels Understood 30% No Response 55% Family 23% Sports 22% No Response 89% Felt like he/she was bothering the other 11% Organization 2 Responses Feels Understood 36 % Tasks Accomplished 36% Quick Reply 28% No Response 55% Family 27% Personal Relationship 18% No Response 82% No Boundaries .09% Asked to do something outside of job description .09% Boundaries established 54.5% No Response 27% Quick Information 18% No Personal Relationship .01%

7: Personal Matters Discussed

10: Reason for feeling uncomfortable

11: Reason for not feeling uncomfortable

Boundaries established 44% Brief Conversation 33% Quick Information 22% Healthy Relationship .01%

Overall, it can be concluded that texting is an appropriate outlet when boundaries are established, which were set by employees and bosses 50% of the time. For example, one female employee from Organization 2 stated that one boundary she has put in place is not texting after 5

9 p.m. Texting is effective in this type of relationship when something work related gets accomplished and/or the boss/employee receives or provides a quick response. Effectiveness in this relationship is mostly separate from the idea of being understood, which is found in more personal relationships. Texting was deemed appropriate when boundaries are set as both the boss and employee are more likely to stick to professional topics after boundaries are put in place. This reveals that texting can be used outside of personal relationships to accomplish professional goals. In order to get the most out of this communication platform, 55% of employees and bosses keep the texts strictly professional, which is directly correlated to whether or not boundaries were set. Discussion The findings of this study provide great insight for the field of communication. This study has taken texting, which has been viewed as an outlet for affinity-seeking and understanding in ways similar to instant messaging (Grebe 85), and proven that humans have the ability to use it as a professional communication platform. Although power struggles still exist as seen in the personal relationship in 10% of the overall findings, employees are often willing to subscribe to the hierarchy of an organization as long as professionalism is accomplished. This tells the communication field that non-verbal communication is only important according to the definition of effectiveness in regards to text messaging. In the boss-employee relationship, people are more concerned with the success of the company as opposed to feeling understood via text. This can be attributed to other platforms as many studies have shown that employees desire to feel understood in face-to-face conversation, which allows other communication platforms to be absent of the need for understanding/other interpersonal desires. For example, another study performed in 2009 sought to discover where interpersonal trust and information-sharing comes from in the workplace. This study revealed that not only were the relationships between employees and superiors vastly important (Wei-Li 84) but having a social, interactive environment for discourse was equally important as to how these relationships thrived (Wei-Li 86). This study proves the need for face-to-face conversation in the workplace as many wellestablished professional relationships are maintained through this communication type, but this also tells us that when this communication is occurring, the need for understanding is being fulfilled, therefore allowing other outlets, such as texting, to be absent of this. This is why many of the texts described in the survey responses were mostly to convey simple communication such as be there soon or running late, or were used as a source secondary to face-to-face communication as many people stated they clarified information via text that was discussed earlier. One scholar views ICTs such as texting as bringing convenience and freedom to nonvoice personal communications on a global scale and believes it has fully integrated the telecommunication infrastructure (Mahatanankoon 973-974). This study proves the convenience of texting in the workplace as many defined effectiveness as when something gets done, but also proves the lack of freedom that texting can bring to the workplace. This study discovered that the boss sets the tone for how texting works (i.e. if the boss texts you 2-3 times a week, then the employee is texting the boss 2-3 times a week), which can be an invasion of personal space/create blurred lines between work and social life. It is for this very reason that consensual boundaries are established early on in the professional relationship. If not, a boss may text his employees 5 or more times a day, which may seem invasive to some employees and vice versa. 6

Through this discovery we can learn how to distinguish our communication goals through texting in regards the relationship at hand and the goals within that relationship. The Uses and Gratifications theory states that our view of the media outlet defines how we use it, and if we can separate textings various uses according to the relationships we are in, then texting can be an appropriate and effective source in the workplace. Although, according to Patricia Sias, texting can be used to maintain workplace friendships, it can also be used to maintain an organizations success (Sias 255). We must also be aware of the power struggle that can arise via texting, and the most beneficial way to avoid being caught on the bad end of this issue is to establish boundaries as 55% of the 85% of people who did not feel uncomfortable texting their boss had established boundaries. These boundaries and the overall use of texting were related to the type of industry the organization was in. Organization 1 was a relational-based company, and therefore was more apt to use texting less than Organization 2. Both organizations defined the effectiveness of texting as when something gets done, which does not line up with relationship management goals. For future research, one should take this study and compare it to other new ICTs such a skype, push-to-talk, and facetime to measure its effectiveness. Through this we could potentially discover the most effective and appropriate professional communication platform and find the best ways to manage that outlet. Through this study, we can learn how to manage a professional relationship within the boss-employee dynamic and use text messaging as a way to accomplish professional goals and aspirations as set by both the boss and employee.

Works Cited Baron, Naomi S. Always On: Language in an Online and Mobile World. Oxford: Oxford UP, 2008. Print. Berger, Arthur Asa. Media and Communication Research Methods: An Introduction to Qualitative and Quantitative Approaches. N.p.: SAGE Publications, 2014. Print. Buhalis, Dimitrios, and Peter O'Connor. "Information Communication Technology Revolutionizing Tourism." TOURISM RECREATION RESEARCH VOL. 30.3 (2005): 716. Print. Casebeer, Ann L., and Marja J. Verhoef. "Combining Qualitative and Quantitative Research Methods: Considering the Possibilities for Enhancing the Study of Chronic Diseases." Chronic Diseases in Canada 18.3 (1997): n. pag. Public Health Agency of Canada. Web. 6 Dec. 2013. <http://web.pdx.edu/~stipakb/download/PA555/Qual-Quan3.htm>. Grebe, Jason P., and Jeffrey A. Hall. "Affinity Through Instant Messaging." Northwest Journal Of Communication 41.1 (2013): 81-108. Communication & Mass Media Complete. Web. 8 Dec. 2013. Johnson, Dave. "Texting Your Boss: What's Inappropriate?" CBSNews. CBS Interactive, 2010. Web. 09 Dec. 2013. <http://www.cbsnews.com/8301-505143_162-28647991/textingyour-boss-whats-inappropriate>. Kwak, Hyokiin. "Self-Disclosure In Online Media." International Journal Of Advertising 31.3 (2012): 485-510. Communication & Mass Media Complete. Web. 8 Dec. 2013. Mahatanankoon, Pruthikrai, and Patrick O'Sullivan. "Attitude Toward Mobile Text Messaging: An Expectancy-Based Perspective." Journal Of Computer-Mediated Communication 13.4 (2008): 973-992. Communication & Mass Media Complete. Web. 8 Dec. 2013 Rowe, Charley, and Eva Lia. Wyss. Language and New Media: Linguistic, Cultural, and Technological Evolutions. Cresskill, NJ: Hampton, 2009. Print. Ruppel, Cynthia P., Baiyun Gong, and Leslie C. Tworoger. "Using Communication Choices As A Boundary-Management Strategy: How Choices Of Communication Media Affect The WorkLife Balance Of Teleworkers In A Global Virtual Team." Journal Of Business & Technical Communication 27.4 (2013): 436-471. Communication & Mass Media Complete. Web. 7 Dec. 2013 Sias, Patricia M., et al. "Workplace Friendship In The Electronically Connected Organization." Human Communication Research 38.3 (2012): 253-279. Communication & Mass Media Complete. Web. 6 Dec. 2013.

Washington, Melvin E., Ephraim A. Okoro, and Peter W. Cordon. "Business Communication Quarterly." Business Communication Quarterly. N.p., 24 Oct. 2013. Web. 09 Nov. 2013. <http://bcq.sagepub.com/>. Wei-Li, Wu, et al. "Interpersonal Trust And Knowledge Sharing: Moderating Effects Of Individual Altruism And A Social Interaction Environment." Social Behavior & Personality: An International Journal 37.1 (2009): 83-93. Communication & Mass Media Complete. Web. 8 Dec. 2013.

You might also like