




































 

  

Quality of Messages on Employee Engagement in 

Technical Training Institutions in Kenya 

Margaret Ngugi, Hellen Mberia, and Kyalo Wa Ngula 
 

 

 

 



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ISSN 2520-4697 (Online)        

Vol.6, Issue 2, pp 30 - 43, 2022                                                                 www.ajpojournals.org 
                                                                                                                                 

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Quality of Messages on Employee Engagement in Technical 

Training Institutions in Kenya 

Margaret Ngugi1*, Prof. Hellen Mberia1, and Dr. Kyalo Wa Ngula2 

1Jomo Kenyatta university of Agriculture and Technology Kenya. 

2Chuka University Kenya. 

*Corresponding Author’s Email: mnjokius@yahoo.com 

Absract 

Purpose: The purpose of this research was to establish the effect of quality of messages on 

employee engagement in technical training institutions in Kenya.   

Methodology: The study was conducted using survey research design. Study population was all 

the 3780 trainers in the 102 technical institutions in Kenya out of which a sample of 360 

respondents was used. Stratified random sampling, random sampling and stratified proportionate 

random sampling technique design were employed. Data was collected using a questionnaire 

which had both closed-ended (Likert type scale 1-5) questions and open ended questions. 

Questionnaires were distributed to 360 respondents out of which 322 completed the questionnaires 

giving a response rate of 89.4%. Cronbach’s alpha was used to test for internal reliability of each 

variable used in the study. Data analysis was done by use of descriptive and inferential statistics.  

Findings: The findings of the study supported that quality of messages has a significant effect on 

employee engagement and hence, it is a predictor of employee engagement among the trainers of 

technical institutions in Kenya.  

Recommendation: This study recommends that there is need to improve the quality of messages 

as it significantly affects employee engagement in technical training institutions in Kenya. This 

can be done by ensuring that the messages are timely, accurate, adequate and complete. 

Keywords: Accuracy, adequacy, completeness, employee engagement, message quality technical 

training institutions 

 

 

 

 

 

 

 

 

 

 

mailto:mnjokius@yahoo.com


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1.0 INTRODUCTION  

Communication process assumes a critical role in the progress of any organization.  

Communication should be current and received when needed, be reliable and correct, sufficient to 

accomplish tasks and comprehensive and not lacking any significant information. Every 

organization and in particular educational institutions at the tertiary level needs effective internal 

communication to succeed. However, management of many organizations appears not to reckon 

with the significance of communication in their systems. Bua (2014) opined that the success or 

failure of the teaching and learning process depends largely on the way and manner in which the 

communication process is initiated, developed and maintained in educational institutions. 

In Kenya engaging and enthusing the trainers has been a challenge. According to Koome (2014), 

there has been high academic staff turnover in technical training institutions in Kenya. High 

turnover is generally associated with poor or lack of effective internal communication (Ashfaq , et 

al,  2012).  Again, Antony, et al, 2016, noted that many technical training institutions have little 

financial power to buy modern management information systems to use in the daily operation and 

management of activities. They acknowledged that the problem has led to slow advancement of 

both structural, human resource and technological developments that these institutions experience.  

Technical expertise forms the basis for the actualization of industrial transformation and a 

meaningful pursuit for Kenya’s Vision 2030.  In spite of this, technical education has been given 

“casual” treatment since independence to date (Oroni, 2012). Research in these institutions has 

mainly concentrated on students’ issues like choice of courses, enrolment, gender disparity, 

training, physical facilities, learning facilities and students discipline among others (Njoroge, 

2015). Simiyu (2009) in a study of Kaiboi Technical Institute noted that the managers of technical   

institutions ought to apply contemporary approaches in personnel management such as open house 

discussions and feedback mechanism so as motivate their staff and in turn affect the quality of 

teaching. Communication from management should be believable, reliable, clear and timely. This 

makes the employee to be able to focus on their jobs and improve their performance (Welch & 

Jackson, 2007). 

Management and communication within these institutions which are charged with a great 

responsibility of transforming the country have not been given due attention. Based on this 

backdrop then, the main task of this study was to focus on the effect of the quality of messages on 

employee engagement in technical institutions in Kenya. 

2.0 THEORETICAL REVIEW  

The study was informed by social exchange theory (SET), media richness theory (MRT)  

2.1.1 Social Exchange Theory (SET) 

Social exchange theory was used to help us elucidate workplace relationships and employee 

attitudes (Cropanzano & Mitchell, 2005). An employee’s wish to return favours toward their 

organization and their direct supervisor are the result of these relationships (Cropanzano & 

Mitchell, 2005). If such relationships exist between trainers in technical training institutions, the 

government and also trainers’ immediate supervisors, the former will reciprocate through 

engagement. SET gives a theoretical basis to explain why employees choose to become more or 

less engaged in their work and organization. The social exchange theory is deemed relevant in this 

study as it postulates that when organizations and supervisors provide assets such as quality 



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messages, which is an independent variable in this study, in a way that is perceived to be beneficial, 

employees will consider the relationship favorably and reciprocate with positive emotions, and 

behaviors, like engagement. 

2.1.2 Media Richness Theory  

The second theory that this study uses is media richness theory.  The theory ranks media on a 

continuum of richness, or the ability of information to change understanding within a time interval 

(Daft & Lengel, 1986). This ability is determined by the medium’s abilities to transmit nonverbal 

cues, express content in natural language, enable immediate feedback, and enable personalization 

(Daft & Lengel, 1986). ). Immediate feedback refers to the medium’s capacity for multi-directional 

communication with little or no time delay. This capability allows a message receiver to have his 

or her interpretation of a message immediately checked by the message source (Daft & Lengel, 

1986). The media richness theory informed this study as it asserts that a medium can enhance or 

distort the intended message. 

2.2 Related Literature 

2.2.1 Communication/Message Quality 

Communication quality is the extent to which communication is perceived to be timely accurate, 

adequate and complete. An individual’s perception of the value of the information they receive 

can be understood through the quality of the message ((Maltz, 2000). There are varying opinions 

regarding the dimensions of communication quality. This study aligns with Johlke and Duhan’s 

(2001) conceptualization. Employees ought to receive and transmit information as at and when it 

is needed. The extent   to which staffs get communication on organization performance and various 

topics are imperative for the smooth running of the organization.  

Quality communication is important in achieving organizational effectiveness, employee 

performance and motivation (Maltz, 2000). The information transmitted within the organization 

needs to be detailed and accurate in order to avoid misunderstanding. If the information is not 

accurate, it may lead to confusion by the staff which is latter passed on to the customers maiming 

the image of the organization. Communicators in an organization need to warrant that the message 

communicated is dependable and consistent. Upward communication should be complete, 

understandable and unambiguous, efficient, reliable, timely and accessible, since effective internal 

communication can also form the reputation of the organization. Organization’s image is made of 

its brand, the product, but also from its employees (Bronn, 2015).  

This study investigated whether the four aspects of communication quality namely: timeliness, 

accuracy, adequacy, and completeness have an effect on employee engagement. Information is 

only important when it is received the time it is needed. Delay of information is failure in 

communication. It is the duty of the organization to ensure that shared information is delivered in 

time. The employees need to trust the information transmitted to them for them to execute their 

duties with confidence.  

2.2.2   Employee Engagement  

Employee engagement is a popular term both in industry as well as in academia (Schaufeli & 

Bakker, 2010). In academia, Kahn (1990) conceptualized engagement as the harnessing of 

organization members’ selves to their work roles: in engagement, people employ and express 



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themselves physically, cognitively, emotionally and mentally during role performance. Employee 

engagement is multidimensional; engaged employees are emotionally, physically, and cognitively 

engaged in their daily work (Eldor & Harpaz, 2015).  

Firstly, the cognitive aspects of work engagement focus on what an employee thinks about the 

organization and the employee’s experience of absorption and involvement. This implies that 

employees work employ and express themselves physically, cognitively and emotionally during 

their role performance (Kahn, 1990). Secondly, the physical or behavioral component of work 

engagement focuses on the employee’s involvement in the task and how employees conduct 

themselves in relation to the organization. Lastly, work engagement’s emotional or affective 

component involves employees’ feelings about their organization by showing commitment and 

dedication as well as being connected to their job (Schaufelli, et al, 2002). Based on these three 

aspects; it is argued that work engagement enables employees to positively associate with their 

jobs or roles on multiple levels (Christian, Garza & Slaughter, 2011). Vigor component has been 

reported as most crucial for job engagement (Demerouti & Cropanzano, 2010). Vigor is the energy 

and enthusiasm that the employee brings to the work place; that is characterized by high levels of 

energy, effort, resilience, persistence, and motivation to invest in their work (Kravina, Falco, De 

Carlo & Andreassen, 2014).  

The second dimension, dedication is being devoted, inspired and believing work is purposeful or 

meaningful; it is characterized by involvement in the work, enthusiasm, a sense of pride and 

inspiration (Taris, Schaufelli, & Shimanzu, 2010). The third dimension, absorption is being 

immersed in the work to the extent that it is difficult for an employee to leave and time becomes 

less relevant to the employee; this dimension is characterized by immersion in one’s work and the 

sense of time passing quickly (Bakker et al, 2011). According to Bakker, Salanova and Schaufeli 

(2006) engaged workers have a sense of energetic and effective connection with their work 

activities and they know that they can handle their work. Work engagement is essential for well-

functioning organization and it should be developed continually. Employee engagement decreases 

withdrawals, saves costs of separation, replacement and training, improves loyalty towards the 

organization, and increases organizations success and competitiveness (Kataria et al 2013). 

In a competitive situation or in a change process, engaged employees may be willing to do a bit 

more than just the required (Meyer 2014). Hakanen and Schaufeli (2012) indicates that one critical 

outcome of work engagement is employee performance because those employees who are engaged 

perform better. Marelli (2011) argued that employee engagement is associated with a high level of 

motivation to perform well at work, which is combined with passion for the work and a feeling of 

personal connection to the team and the organization. This implies that engaged employees will 

put a lot effort in their work because they identify with it (Hakanen & Schaufeli, 2012).  

The benefits of work engagement in organizations are also high productivity and profitability; the 

customers become more satisfied and loyal, the employees are inclined to experience positive 

emotions such as, happiness, joy, and enthusiasm (Kravina et al., 2014). Engaged employees are 

noted to having lower turnover rates and higher retention (Ahmetoglu et al., 2015). Engaged 

employees have also said to perform better and stay longer in the organization because of their 

investing and dedication to work. Engaged employees often do personal initiatives more and their 

learning motivation is high (Aakanksha et al., 2013). In addition they feel empowered, involved, 



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emotionally attached and dedicated to the organization, and excited and proud about being a part 

of it (Mishra, Boynton & Mishra 2014). 

2.2.3 Message Quality and Employee Engagement  

Carriere and Bourque (2009) surveyed Canadian Paramedics to determine if there was a link 

between their organization’s internal communication systems and job satisfactions. Their data 

revealed that there was indeed a significant link. They stated, “Internal communication systems 

that fail to generate communication satisfaction amongst employees will not and foster job 

satisfaction or affective organizational commitment regardless of the quantity of the information 

that is transmitted. Thus, managers must provide employees with timely and highly valued 

information” (Carriere & Bourque, 2009). 

According to an academic research conducted through in-depth interviews with 32 senior human 

resources managers, the skill of maintaining clarity and consistency of messages was rated as 

having the utmost importance (Bambacas & Patrickson, 2013). Communication from management 

should be believable, reliable, clear and timely. This makes the employee to be able to focus on 

their jobs and improve their performance (Welch & Jackson, 2007). 

Johlke and Dunhan (2001) conducted a study where the perception of communication quality was 

used as an intervening variable between sales manager and salesperson communication and 

individual-level job outcomes. Their study found a positive relationship between communication 

practices and perceptions of communication quality which, in turn, were significantly associated 

with communication satisfaction and organizational commitment.  Moreover, Maltz (2000) 

conducted an empirical study based on a survey of 504 marketing managers and found perceived 

information quality to be an outcome of communication frequency and communication mode. In 

another study, 598 fulltime employees were surveyed on their perceptions of organizational 

communication. The results revealed that rich media (face-to-face) was more related to satisfaction 

in perceived quality of information from their direct leader. Also, trust in top management was 

positively related to perceived quality of information (Bryne & LeMay 2006).  

3.0 METHODOLOGY 

3.1.1 Research Design 

Survey research design adopted in this study provides a quantitative description of trends, attitudes 

or opinions of a population by studying a sample of that population. The design entails the 

collection of data on more than one case and at a single point in time in order to collect a body of 

quantitative data in connection with two or more variables which are examined to detect patterns 

of association (Fowler, 2009). The survey research design was found to be appropriate in the study 

since the researcher was studying a sample in order to make generalizations about the target 

population. Moreover, the design was suitable because it enabled the researcher to make 

quantitative descriptions of the opinions of the population. The independent variable was message 

quality while the dependent variable was employee engagement. The study was conducted in 

public technical training institutions in Kenya. The selection criterion for the study was because 

all Government Institutions share the same organization structure. In addition, the Government 

employs trainers which clearly show harmony in all the Government institutions. 

 



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3.1.2 The Study Population 

The study population was all the 3780 trainers in 102 public technical institutions in Kenya 

(Teachers Service Commission, 2018). The respondents were both male and female trainers. 

Trainers were chosen for the study since they are the main employees expected to provide 

information out of experience and understanding. They are also a suitable population of study due 

to their accessibility in different counties. Technical training institutions were chosen in this 

research because of the key role they are expected to play in the realization of vision 2030. In this 

study, the sample population was derived from the 102 public technical institutions in Kenya. 

(Gay, 1992) recommends a minimum sample of 20% in this study the researcher used 30%, and 

as such, the researcher used 30 institutions. 

3.1.3. Sampling Technique 

This study adopted stratified random sampling technique where the researcher used the eight 

administrative regions (strata) in Kenya. Simple random technique was then used so as to draw 

samples from each stratum. Simple random technique ensured that all the institutions had an equal 

and independent chance of being selected. Stratified proportionate random sampling  technique 

was then   used so as to ensure there  is proportional allocation where each stratum( region) 

contributes to the sample a number of TVETS institutions  that is proportional to the number of 

the institutions in that region.   

3.1.4 Sample Size 

A sample size of 360 respondents (trainers) was obtained using Slovin’s formula of an infinite 

population which in this case is 3780 the total population of trainers in public technical institutions 

in Kenya.  

3.1.5 Research Instrument 

A self-administered structured questionnaire was used, to ensure the researcher maximizes on 

response rate. Gillham (2013) noted that the use of questionnaires is advantageous in a number of 

ways   including efficiency, standardized responses and ease of analysis of the data there in. A 5-

point Likert scale questionnaire was the major instrument of data collection for the study.  Likert-

scales are prevalent in social science research as they gain more statistically significant results 

(Cooper & Schindler, 2008). 

4.1 ANALYSIS AND DISCUSSION OF THE FINDINGS 

4.1.2 Descriptive analysis of message quality 

This subsection sought to investigate the effect of message quality on employee engagement.  It 

sought to find out whether the quality of Messages received from the immediate supervisors 

affected the engagement of trainers in technical training institutions in Kenya. Message quality 

was conceptualized into four components: timeliness, accuracy, adequacy, completeness. 

Responses on the message quality are shown in table 1.  

 

 

 



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Table 1: Descriptive statistics for items of message quality 

 Strongly 

disagree 

Disagree Neutral Agree Strongly 

Agree 

Mean SD 

% % % % %   

Staffs in this institute get more 

committed because the leaders 

listen and address their issues 

promptly 

12.7 12.4 17.4 37.6 19.9 3.39 1.286 

Accurate information from my 

immediate supervisor helps me 

get dedicated in meeting my 

goals 

5.0 7.8 14.0 46.6 26.7 3.82 1.066 

Communication at my work 

place keeps me up to date with 

what I need to know 

5.9 8.4 8.1 47.2 30.4 3.88 1.114 

Having access to all information 

I need about my expectations 

make me feel energetic in my 

work 

4.0 7.1 15.5 47.2 26.1 3.84 1.021 

Clear and consistent messages 

within the department make me 

committed to my work 

4.0 6.8 13.4 45.7 30.1 3.91 1.033 

The results established that accurate information from immediate supervisors helped the 

employees to get dedicated in meeting their goals and those of the institutions (M=3.82, 

SD=1.066). Secondly, communication at the institutions keeps the employees up to date with what 

they needed to know (M=3.88, SD=1.114), having access to all information by the employees 

about their expectations made them feel energetic at their work (M=3.84, SD=1.021). Trainers in 

the technical institutes were neither sure whether they were more committed or not because their 

leaders listened and addressed their issues promptly (M=3.39, SD=1.286). Overall, the results 

show that the institutions made an effort to improve on the quality of messages that is, the messages 

were timely, adequate, complete and clear. The quality of messages also affected their engagement. 

 

 

 

 

 

 

 



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Table 2: Overall satisfaction with the level of quality of messages received 

 Very 

satisfied 

Satisfied Neutral Dissatisfied Very 

dissatisfied 

Mean SD 

% % % % %   

How satisfied are 

you with the quality 

of messages you 

receive from your 

supervisor 

23.6 59.0 12.4 3.1 1.9 2.01 0.809 

Overall, the participants were satisfied with the level of quality of messages received from 

supervisors (M=2.01, SD=0.809). 23.6% were very satisfied, 59.0% were satisfied 5% were 

dissatisfied while 12.4% were neutral. These findings were interpreted to mean that supervisors 

made efforts to ensure that employees received quality communication. 

4.1.3 Descriptive statistics on the suggestions to improve communication level in the 

institutions 

The respondents were asked to suggest ways in which the institutions would improve the level of 

communication and the results were presented in table 3. 

Table 3: Suggestions to improve communication level in the institutions 

Item Frequency Percent 

More accessible notice boards 3 1.76 

All consumer of information should be Encouraged to embrace 

social media 

5 2.94 

Am satisfied with the current method 2 1.18 

Adoption of a variety of communication methods 32 18.82 

Clarity of message being passed 12 7.06 

Frequent and timely communication among employees and their 

supervisors 

29 17.06 

Supervisors and the management should take Feedback more 

seriously 

18 10.59 

A communication secretary to be hired 9 5.29 

Avail sufficient resources such as WI-FI to ease communication 

on online platforms 

21 12.35 

Face to face and written communications be adopted for official 

communication 

12 7.06 

For official communication face to face should be avoided 15 8.82 

Immediate communication and feedback as soon as the need 

arises 

12 7.06 

Total 170 100.0 



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Majority stated that the institutions should adopt and utilize a variety of communication methods 

for official communications (18.82%) and that; they should make more frequent and timely 

communication among employees and their supervisors (17.06%). Other reasons stated were 

provision of more accessible notice boards (1.76%), all consumer of information should be 

encouraged to embrace social media (2.94%), clarity of message being passed (7.06%), 

supervisors and the management should take feedback more seriously (10.59), hiring a 

communication secretary and other employees in the communication and ICT departments 

(5.29%), avail sufficient resources such as Wi-fi to ease communication on online platforms 

(12.35%), face to face and written communications be adopted for official communication (7.06), 

adoption of face to face method for official communication (8.82%) and lastly,  immediate 

communication and feedback as soon as the need arises (7.06%). 1.18% of the respondents 

indicated that they were satisfied with the current method. These results show internal 

communication is a pertinent issue in technical institutions and it requires attention. These results 

concur with those of   Hargie, Tourish, and Wilson, (2000) who suggested that managers need to 

assess whether their communication channels are currently functioning in support of the 

organizational success. Managers must start to believe the importance of internal communication. 

The respondents were also asked to indicate whether they were aware of recent academic activities 

in their institutions and the results are as presented in table 4. 

Table 4: Respondents’ awareness of recent academic activities in their institutions 

 Frequency Percent Cumulative 

Percent 

Yes 291 90.7 90.7 

No 30 9.3 100.0 

Total 321 100.0  

According to study results in Table 4.4, 90.7% of the study participants indicated that they were 

aware of recent academic activities in their institutions and only 9.3% indicated that they were not 

aware. This implies that an effort is made to communicate in these institutions. 

Correlation analysis  

Table 5: Correlation analysis 

 

Employee 

Engagement  

Message 

quality 

Employee 

Engagement 

Pearson Correlation 1  .388** 

Sig. (2-tailed)   .000 

N 322  322 

Message quality Pearson Correlation .388** -.303** 1 

Sig. (2-tailed) .000 .000  

N 322 321 322 

From the results, it was observed that there was a positive significant moderate linear relationship 

between Message quality and employee engagement, r = 0.388, p = <0.001;. This was signposted 



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by significant probability value found to be less than 0.05 at 95% confidence level. Therefore, 

from the result of the independent variable of message quality was a significant factor to be 

considered for employee engagement. 

4.1.4 Effect of Message quality on employee engagement 

A simple logistic regression was performed where employee engagement was used as the response 

variable while message quality was taken to be the explanatory variable. To assess the effect of 

message quality on employee engagement the following hypothesis was tested:  

H02: There is no significant effect of message quality on employee engagement in technical 

institutions in Kenya 

Logistic Regression Analysis was used to find out if there is a relationship between message 

quality and the dependent variable (employee engagement) by evaluating the contribution of the 

independent variable in explaining the dependent variable, when the other variables are controlled.  

Table 6: Logistic regression model of message quality and employee engagement 

 B S.E. Wald Df Sig. Exp (B) 95% C.I for 

EXP (B) 

Lower Upper 

Message quality 1.173 .223 27.575 1 .000 3.232 2.086 5.007 

Constant -1.506 .687 4.807 1 .028 .222   

Number of 

Observations 

322      

Nagelkerke R2 0.182      

Wald Chi (1) F 

statistic 

27.575      

Prob>chi= 0.000      

-2 Log likelihood 175.252      

The logistic model equation is as follows: 𝐿𝑁 (
𝑝

1−𝑝
) =  −1.506 + 1.173 𝑋2 

Where: 𝐿𝑁 (
𝑝

1−𝑝
) is the natural log of the odds of employee engagement (the dependent variable) 

and X2 is the message quality (independent variable) 

The analysis of the variance (ANOVA) results is showed by Wald Chi (1) statistic, which indicated 

a test statistic value of 27.575 and a probability value of 0.000 (p<0.01). The reported p value 

(p<0.01) was found to be less than the probability that 2P (Z > z*) = α (level of significance) which 

was 0.05 (α=0.05). Therefore, there was sufficient evidence to reject the claim that the overall 

model was not statistically significant.  Message quality as the independent variable was found to 

be statistically significant in predicting employee engagement. 

Further, the logistic regression coefficients shows that message quality influenced employee 

engagement and in a significant and a positive way (β=1.173, p= <0.01). This implies that message 

quality is a significant predictor of employee engagement. In addition, the results from the 



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regression model imply that an additional unit of message quality increases the log of odds of 

employment engagement by 1.173 points holding other factors constant. Further, a scatter diagram 

was plotted to show how communication quality and employee engagement related. 

 

Figure 1: A scatter diagram for the relationship between message quality and employee 

engagement 

Therefore, from the results, it can be concluded that there was sufficient evidence to reject the null 

hypothesis and conclude that there was a significant effect of message quality on employee 

engagement in technical training institutions in Kenya. This was in line with studies conducted by 

Johlke and Dunhan (2001) where the perception of communication quality was used as an 

intervening variable between sales manager and salesperson communication and individual-level 

job outcomes. Their study found a positive relationship between communication practices and 

perceptions of communication quality which, in turn, were significantly associated with 

communication satisfaction and organizational commitment. 

5.0 CONCLUSIONS 

Message quality had a Nagelkerke R2 value of 0.182. This means that message quality was found 

to explain 18.2% of the variation or change in employee engagement in the technical institutions. 

The analysis of the variance (ANOVA) results is showed by Wald Chi (1) statistic, which indicated 

a test statistic value of 27.575 and a probability value of 0.000 (p<0.01). The reported p value 

(p<0.01) was found to be less than the probability that 2P (Z > z*) = α (level of significance) which 

was 0.05 (α=0.05). Therefore, there was sufficient evidence to reject the claim that the overall 

model was not statistically significant.  Message quality as the independent variable was found to 

be statistically significant in predicting employee engagement. Further, the logistic regression 

coefficients shows that message quality influenced employee engagement and in a significant and 



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a positive way (β=1.173, p= <0.01). This implies that message quality is a significant predictor of 

employee engagement. In addition, the results from the regression model imply that an additional 

unit of message quality increases the log of odds of employment engagement by 1.173 points 

holding other factors constant. 

Message quality as the independent variable was found to be statistically significant in predicting 

employee engagement. Further, the logistic regression coefficients shows that message quality 

influenced employee engagement and in a significant and a positive way (β=1.173, p= <0.01). This 

implies that message quality is a significant predictor of employee engagement. Therefore, from 

the results, it was concluded that there was a significant effect of message quality on employee 

engagement in technical training institutions in Kenya. This was in line with a study conducted by 

Johlke and Dunhan (2001) where the perception of communication quality was used as an 

intervening variable between sales manager and salesperson communication and individual-level 

job outcomes. Their study found a positive relationship between communication practices and 

perceptions of communication quality which, in turn, were significantly associated with 

communication satisfaction and organizational commitment. Therefore, the current study 

recommends that there is need to improve the quality of messages in technical training institutions 

in Kenya as it significantly affects employee engagement This can be done by ensuring that the 

messages are timely, accurate, adequate and complete. 

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achievement: Assessing the impact of entrepreneurial potential, perfectionism, and 

employee engagement. Creativity Research Journal, 27, 198–205. 

Ashfaq M., Ur Rehman K., Safwan N., Afzal Humayoun A., (2012). Role of Effective 

Communication in Retention and Motivation of Employees. International Conference on 

Arts, Behavioral Sciences and Economics Issues (ICABSEI' 2012), May 26-27, 2012 

Phuket, pp. 64-67. 

Bakker, A.B; Albrecht, S. L & Leiter, M.P. (2012). Key questions regarding work engagement. 

European Journal of Work and Organisational Psychology, 20, 4 – 28. 

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