Factors Influencing Nonverbal Communication Effect on Employee Engagement in Ghana

Factors Influencing Nonverbal Communication Effect on Employee Engagement in Ghana

¹Williams Siaw, ¹Dinah Boyetey, ²Stephen Abofuor, ²Judy Boyetey

¹School of Business, School of Management Science and Engineering, Nanjing University of Information Science & Technology, Nanjing

²School of Social Sciences, Kwame Nkrumah University of Science and Technology, Ghana

DOI: https://dx.doi.org/10.47772/IJRISS.2025.90300031

Received: 13 February 2025; Accepted: 24 February 2025; Published: 26 March 2025

ABSTRACT

This paper examines the pivotal role of nonverbal communication in enhancing employee engagement and organizational success by highlights how nonverbal cues influence workplace dynamics. Ordinary Least Squares (OLS) regression was employed as the primary statistical technique for analysis. A Likert scale quantitative questionnaire was used to collect data on key variables, including employee engagement, efficient nonverbal communication, physical environment, emotional intelligence, cultural differences, exposure to cross-cultural interactions, and personality traits. Findings indicate that a supportive physical environment significantly enhances nonverbal communication, leading to increased employee engagement. High emotional intelligence among employees and leaders facilitates better interpretation and use of nonverbal cues, creating a more engaging communication environment. Effective management of cultural differences and promotion of cultural competence are crucial in diverse workplaces to optimize nonverbal communication and foster inclusivity and collaboration. Recognizing and accommodating diverse personality traits further improves communication dynamics, while exposure to cross-cultural interactions enhances employees’ nonverbal communication skills in a globalized context. The study recommends policies focusing on emotional intelligence training, cultural initiatives, and workspace optimization to maximize the benefits of nonverbal communication for enhancing employee engagement and organizational success in a globalized business context.

Keywords: Nonverbal communication, Employee engagement, emotional Intelligence and cultural competence, workplace dynamics.

BACKGROUND

In the increasingly globalized business environment, effective communication, both verbal and non-verbal, plays a crucial role in fostering employee engagement and enhancing organizational performance. In the Ghanaian context, understanding the factors that influence non-verbal communication is paramount for cultivating a productive and harmonious work environment. This study aims to explore the intricate interplay between non-verbal cues and employee engagement within the cultural landscape of Ghana.

Non-verbal communication encompasses a wide range of elements, including body language, facial expressions, gestures, and tone of voice. These subtle yet powerful signals can convey a wealth of information, shaping interpersonal dynamics and influencing employee motivation and productivity. Recognizing and addressing the factors that impact non-verbal communication can facilitate better understanding, trust, and collaboration among employees and management.

Non-verbal communication also plays a crucial role in enhancing relationships among employees within a multicultural workplace. A diverse workforce brings together individuals with different backgrounds, perspectives, and communication styles (Stankiewicz & Moczulska, 2012). Effective non-verbal communication can bridge these differences and create a more inclusive and harmonious workplace. Leaders and managers can use non-verbal cues to build rapport, show empathy, and demonstrate respect for their employees. Non-verbal behaviors, such as active listening, appropriate eye contact humble expressions, and open body language, can make employees feel valued and understood. (Lehmann et al., 2023, Kluger & Itzchakov, 2022). This, in turn, can enhance job satisfaction, motivation, and overall productivity (Kluger et al., 2024, Lehmann et al., 2023).

Conversely, non-verbal cues such as dismissive gestures, lack of eye contact, or closed body language can lead to misunderstandings, resentment, and a breakdown in communication (Casasanto & Jasmin, 2010 Bull & Frederikson, 1994). Employees who feel that their non-verbal signals are misinterpreted or ignored may become disengaged, affecting team cohesion and collaboration (Burgoon, Guerrero, & Floyd, 2016). Despite its importance, non-verbal communication in cross-cultural contexts presents challenges. Misinterpretations are common and can lead to conflicts or strained relationships (Caso et al., 2006, Subapriya, 2009). For instance, a gesture considered polite in one culture may be offensive in another. Therefore, cultural sensitivity and awareness are paramount (Matsumoto & Juang, 201 6). Organizations that can turn these challenges into opportunities can help individuals recognize and respect cultural differences in non-verbal communication, improving their ability to interact effectively with colleagues and clients from diverse backgrounds.

Ghana’s rich cultural tapestry is interwoven with unique communication norms and practices. As Amoah et al. (2018) highlight, cultural beliefs can act as both facilitators and barriers to effective communication. Certain beliefs or superstitions may hinder open and transparent interactions, while others may foster a sense of community and shared understanding. Navigating these cultural nuances is crucial for fostering an inclusive and engaging work environment.Furthermore, Ghanaian society places a strong emphasis on hierarchical structures and respect for authority. This power distance dynamic can influence non-verbal communication patterns, with employees potentially exhibiting deference or restraint in their interactions with superiors. Understanding and addressing these cultural dynamics can promote more open and collaborative communication channels.

Beyond cultural considerations, organizational factors also play a significant role in shaping non-verbal communication and employee engagement. Effective leadership, clear communication channels, and a supportive organizational culture can foster an environment where non-verbal cues are understood and valued. Conversely, rigid hierarchies, lack of feedback mechanisms, and poor communication strategies can hinder the free flow of non-verbal information, leading to misunderstandings and disengagement.

By exploring the factors influencing non-verbal communication and their impact on employee engagement in Ghana, this study aims to provide valuable insights for organizations seeking to enhance their communication strategies, foster a more inclusive and collaborative work environment, and ultimately drive employee engagement and organizational success.

Significance of the study

The study on Factors influencing non-verbal communication effect on employee engagement in Ghana holds significant relevance and potential impact for organizations operating within the Ghanaian cultural context. By exploring the complicated interaction between non-verbal cues and employee engagement, this research aims to provide valuable insights that can enhance organizational communication strategies, improve internal and external relationships, foster a more inclusive and collaborative work environment, provide organizations with a competitive edge in the global market and ultimately drive employee engagement and organizational success.

LITERATURE REVIEW

Effective communication serves as a cornerstone in fostering employee engagement and propelling organisational success. This literature review endeavours to synthesise pertinent research exploring the interplay between communication and employee engagement, with a specific emphasis on the Ghanaian context.

In today’s rapidly evolving business landscape, organisations increasingly recognise the paramount importance of engaged employees. Such engagement often hinges upon clear, consistent, and meaningful communication within the workplace. By probing the existing literature, this review aims to expound the complex ways in which communication strategies influence employee engagement levels.

The focus on Ghana provides a unique perspective, as it allows for the exploration of how cultural nuances and local business practices may shape communication dynamics and, consequently, employee engagement. This geographical specificity offers valuable insights that may inform both theoretical understanding and practical applications in the Ghanaian business environment and potentially in similar contexts across Africa.

The Significance of Effective Communication

Effective communication serves as a critical component of organisational success, facilitating the exchange of information, fostering collaboration, and enhancing employee engagement Robbins and Judge (2013). Robbins and Judge underscore that communication is the lifeblood of an organisation, enabling the coordination of activities and the achievement of organisational goals.

In the context of employee engagement, communication plays a pivotal role in shaping employees’ perceptions, attitudes, and behaviours towards their work and the organisation. It serves as a cornerstone for building strong relationships, understanding needs, resolving conflicts, and exchanging ideas efficiently

Moreover, clear discourse and good communication help people connect better by creating mutual trust and understanding.

Effective communication is particularly crucial for managers, as it underpins their ability to plan, organise, lead, and control. It enables leaders to influence their colleagues towards a unified goal whilst ensuring compliance and commitment from employees. Furthermore, well-established lines of communication afford everyone, regardless of their level, the ability to freely communicate with peers, colleagues, and superiors, thereby giving everyone a voice and potentially increasing employee satisfaction.

By fostering a positive organisational culture built on transparency, trust, and open dialogue, companies can create an environment where communication is more effective and employees are more receptive to messages from management.

Communication and Employee Engagement

Effective communication plays a pivotal role in fostering employee engagement and driving organizational success (Welch, 2011) hence the review of relevant literature to further explores the impact of communication on employee engagement, with a particular focus on the Ghanaian context.

Employee engagement refers to the emotional and intellectual commitment employees have towards their organisation and its goals (Mishra et al., 2014). Engaged employees are more likely to exhibit higher levels of productivity, creativity, and loyalty, ultimately contributing to organisational success. Several studies have highlighted the positive relationship between effective communication and employee engagement.

Welch (2011) argues that effective communication is a key driver of employee engagement, as it fosters trust, transparency, and a sense of belonging within the organisation. Open and transparent communication channels enable employees to understand the organisation’s goals, values, and expectations, aligning their efforts towards achieving common objectives.

Furthermore, Mishra et al. (2014) emphasise the importance of two-way communication in fostering employee engagement. When employees feel their voices are heard and their opinions valued, they are more likely to feel engaged and committed to the organisation. Effective communication also facilitates feedback, recognition, and appreciation, which are crucial factors in enhancing employee engagement.

Cultural Considerations in Ghana

The importance of effective communication in driving employee engagement is well-established, and it is crucial to consider the cultural context in which organisations operate. Ghana’s rich cultural tapestry presents unique challenges and opportunities for effective communication and employee engagement.

In Ghana, communication tends to be formal and respectful, especially in business settings. People appreciate politeness, and it is important to approach conversations with humility and diplomacy (LuminCore Consult, 2024). This cultural norm aligns with the hierarchical nature of Ghanaian business culture, where respect is gained through age, experience, wealth, and position within a company (Expat Arrivals, 2024).

The indirect communication style prevalent in Ghana is a significant factor to consider. Ghanaians often favour indirect communication, preferring to convey messages in a subtle and respectful manner (Rivermate, 2025). This approach can impact the flow of information and the willingness of employees to voice their opinions or concerns. As such, organisations must develop strategies that encourage open dialogue whilst respecting cultural norms.

Building trust and fostering personal relationships are paramount in Ghanaian business settings. Effective communication strategies that prioritise face-to-face interactions, active listening, and cultural sensitivity can contribute to building trust and enhancing employee engagement within Ghanaian organisations (Rivermate, 2025). This aligns with the emphasis on relationship-building in Ghanaian business culture, where initial meetings are often focused on getting to know one another personally before discussing formal business matters (Expat Arrivals, 2024).

Some researchers argued that to enhance employee engagement, organizations should consider establishing regular and open communication channels which may include town hall meetings, staff durbars, newsletters, and digital platforms (Sedat Consult Limited, 2024). These initiatives can help build trust, keep employees informed, foster a sense of belonging, and align everyone with organisational goals.

It is also crucial to recognise the flexible nature of timekeeping in Ghana. While punctuality is appreciated in formal business contexts, particularly from foreigners, it is not uncommon for meetings to start late or be rescheduled at short notice (World Travel Guide, 2019). This cultural aspect requires patience and adaptability in communication strategies.

In conclusion, this literature review highlights the critical role of effective communication in fostering employee engagement while acknowledging the unique cultural considerations in the Ghanaian context. By leveraging effective communication strategies tailored to the local cultural landscape, organisations in Ghana can create an environment that promotes employee engagement, ultimately driving organisational success and productivity.

Research Gap

The potential gap in research that can be identified is the lack of comprehensive studies examining the specific factors influencing non-verbal communication and its impact on employee engagement within the Ghanaian cultural context. There appears to be a dearth of research specifically focused on non-verbal communication and its relationship with employee engagement with limited attention given to the organizational and workplace context. Existing literature do not provide a holistic understanding of the cultural distinctions, organizational factors, and interpersonal dynamics that shape non-verbal communication patterns and their subsequent influence on employee engagement levels

METHODOLOGY

Conceptual Framework

The conceptual framework for this study draws upon various theories and models related to communication, employee engagement, and cultural considerations in organisational settings, providing a comprehensive foundation for exploring the interplay between non-verbal communication and employee engagement in the Ghanaian context.

Non-Verbal Communication Theory (Guerrero & Floyd, 2006) examines the role of non-verbal cues in interpersonal interactions. These cues, such as body language, facial expressions, and tone of voice, can significantly impact workplace communication and relationships. As highlighted by Aaron Hall (2024), effective use of non-verbal cues can foster open communication, break down hierarchical barriers, and create a safe and trusting environment for employees to share their ideas and concerns.

The Employee Engagement Model (Kahn, 1990; Saks, 2006) conceptualises employee engagement as the physical, cognitive, and emotional investment of employees in their work roles. Engaged employees are more productive, committed, and likely to go the extra mile for their organisation. Non-verbal communication plays a crucial role in shaping employee engagement, as it can influence motivation, satisfaction, and the overall work environment (Aaron Hall, 2024).

Hofstede’s Cultural Dimensions Theory (Hofstede, 2001) explores how cultural values and norms shape communication patterns, power dynamics, and interpersonal relationships within organisations. This theory is particularly relevant when examining the Ghanaian context, as it provides a framework for understanding how cultural factors may influence non-verbal communication and employee engagement. The researchers proposed a model which includes six key dimensions for comparing and understanding national cultures: Power Distance Index (PDI), Individualism vs. Collectivism (IDV), Masculinity vs. Femininity (MAS), Uncertainty Avoidance Index (UAI), Long-Term vs. Short-Term Orientation (LTO), and Indulgence vs. Restraint (IVR) (Corporate Finance Institute, 2023).

The Cross-Cultural Communication Model (Amoah et al., 2018; Gyasi & Bangmarigu, 2022) examines the impact of cultural beliefs, practices, and norms on communication patterns and potential barriers to effective communication. This model is particularly relevant in the Ghanaian context, where cultural factors such as respect for authority, hierarchical structures, and indirect communication styles may influence non-verbal communication and employee engagement (Expat Arrivals, 2024; LuminCore Consult, 2024).

The conceptual framework proposes that non-verbal communication, influenced by cultural factors, organisational practices, and individual traits, can significantly impact employee engagement levels within Ghanaian organisations. By exploring the interplay between these factors, the study aims to provide insights and recommendations for fostering effective non-verbal communication and enhancing employee engagement in the Ghanaian context.

Conceptual Framework for the study

Source: Author’s construct

Hypothesis of the Study

Based on the literature review and the proposed conceptual framework, below explains the hypotheses for this study.

Hypothesis 1: Cultural factors, such as power distance, collectivism, and uncertainty avoidance, will significantly influence non-verbal communication patterns and their impact on employee engagement in Ghanaian organizations. (Shenoy & Uchil, 2018, Rothmann, 2013)

Ghana’s cultural landscape, characterized by hierarchical structures, respect for authority, and a strong emphasis on community and group dynamics, may shape how non-verbal cues are interpreted and utilized in the workplace. These cultural factors could influence the degree to which employees feel comfortable expressing themselves non-verbally and the extent to which non-verbal communication contributes to their engagement levels.

Hypothesis 2: Organizational factors, including leadership styles, communication policies, and physical workspace design, will moderate the relationship between non-verbal communication and employee engagement in Ghanaian organizations. (Taneja, Sewell, & Odom, 2015, (Sirisetti, 2012)

The organizational environment plays a crucial role in shaping communication patterns and employee experiences. Effective leadership that values and models appropriate non-verbal communication, clear communication policies that emphasize the importance of non-verbal cues, and physical workspaces designed to facilitate open and transparent interactions can positively influence the impact of non-verbal communication on employee engagement.

Hypothesis 3: Individual factors, such as emotional intelligence, personality traits, and exposure to cross-cultural interactions, will moderate the relationship between non-verbal communication and employee engagement in Ghanaian organizations. (Chandani et al., 2016, Stankiewicz & Moczulska, 2012)

An individual’s ability to recognize, interpret, and respond to non-verbal cues effectively can be influenced by their emotional intelligence and personality traits. Additionally, exposure to cross-cultural interactions can enhance an individual’s understanding and appreciation of diverse communication styles, including non-verbal cues. These individual factors may play a mediating role in how non-verbal communication impacts employee engagement levels within Ghanaian organizations.

DATA, RESULTS AND DISCUSSION

Data sources

Ordinary Least Squares (OLS) as the primary statistical technique was employed for this analysis. A Likert scale quantitative questionnaire was utilized to gather data on key variables, including Employee Engagement, Efficient Nonverbal Communication, Physical Environment, Emotional Intelligence, Cultural Differences, Exposure to Cross-Cultural Interactions, and Personality Traits. The questionnaire was adapted and modified from sources such as Vantage Circle (2024), and Quantum Workplace (2023). Primary data was collected from respondents with exposure to cross-cultural interactions, specifically those who have engaged with Ghanaian culture globally

All variables used in the study are described and summarized in table 2 below.

Table 2. Description of Variables.

Descriptive statistics

Table 4: Descriptive statistics

This dataset provides valuable insights into the characteristics and perceptions of a sample of 404 participants in a study focused on workplace dynamics, communication, and cultural factors. The descriptive statistics offer a comprehensive overview of the sample’s demographic composition and their views on various aspects of professional life.

The age distribution of the participants appears to be categorised, with a mean of 1.035 and a small standard deviation of 0.261, suggesting a relatively homogeneous age group. Gender representation seems fairly balanced, with a mean of 1.562 on a likely binary scale of 1 and 2.

Notably, the educational level of the participants is relatively high, with a mean of 3.876 out of 5, indicating a well-educated sample. Professional experience appears moderate, with a mean of 1.926 out of a 3-point scale. Interestingly, exposure to cross-cultural interactions is particularly high, with a mean of 4.616 out of 5, suggesting a sample with significant international or diverse cultural experiences.

Regarding workplace-related factors, employee engagement, emotional intelligence, and physical environment all received high ratings, with means above 4.5 out of 5. This suggests generally positive perceptions of these aspects among the participants. Cultural differences and personal traits were rated more neutrally, with means of 3.854 and 3.577 respectively, indicating potential areas for further exploration or improvement in the workplace context.

The efficacy of nonverbal communication received a relatively high mean rating of 4.438, but also showed the highest standard deviation (0.827) among all variables. This suggests that while nonverbal communication is generally perceived as effective, there is considerable variation in individual opinions on this matter.

These findings provide a solid foundation for future research on workplace dynamics, particularly in relation to cultural factors, communication styles, and employee engagement. The high levels of cross-cultural exposure and education, combined with the varied perceptions on nonverbal communication efficacy, suggest a complex interplay of factors that could significantly influence workplace interactions and outcomes.

Data Analysis

Model Description

An essential formula was derived for the baseline model that this study will use. The links between several variables and efficiency in Nonverbal communication are captured by the first formulae. Secondly, the link between efficiency in Nonverbal communication and employee engagement is captured in the second formulae. According to the topic; A relationships has been estimated which is; Assessing the relationship between efficiency in Nonverbal communication and employee engagement. Below is the two-formula displayed:

Nonverbal Communication Model (NVC):

At the heart of this model is the dependent variable NVCt, representing the effectiveness of nonverbal communication at time t. This temporal aspect is crucial as it acknowledges that communication effectiveness may not be static but can vary across different situations or time periods. The model then posits that this effectiveness is influenced by five key independent variables: Physical Environment (PEt), Emotional Intelligence (EIt), Cultural Differences (CDt), Personality Traits (PTt), and Exposure to Cross-cultural Interactions (ECIt). Each of these variables is also indexed by time, recognising that their impact on nonverbal communication may change over time or in different contexts.

The coefficients quantify the magnitude and direction of their respective influences on nonverbal communication effectiveness. This allows researchers to assess which factors have the most significant impact and how these impacts might shift over time. The intercept α represents a baseline level of effectiveness when all other variables are at zero, while the error term εit accounts for unexplained variations, including factors not explicitly included in the model or random fluctuations.

Employee Engagement Model (EE):

This model provides a framework for understanding how nonverbal communication may influence employee engagement within an organisational context. Let’s break down the components of this model and discuss their implications:

The model aims to explain Employee Engagement (EE) at time t. Employee engagement is a crucial concept in organisational behaviour, reflecting the emotional commitment and involvement of employees in their work and organisation. The temporal aspect (t) suggests that engagement levels may vary over time, allowing for dynamic analysis.

Nonverbal Communication Effectiveness (NVC) serves as the predictor variable in this model. It represents the quality or effectiveness of nonverbal communication within the organisation. This could encompass various aspects such as body language, facial expressions, tone of voice, and other non-verbal cues that play a significant role in workplace interactions.

The intercept represents the baseline level of employee engagement when the effectiveness of nonverbal communication is zero. In practical terms, this might be interpreted as the level of engagement that exists independent of nonverbal communication factors.

The coefficient β1 quantifies the relationship between nonverbal communication effectiveness and employee engagement. It indicates the change in employee engagement associated with a one-unit change in nonverbal communication effectiveness. A positive coefficient would suggest that improved nonverbal communication is associated with higher employee engagement, while a negative coefficient would indicate the opposite.

The error term εt accounts for the unexplained variation in employee engagement that is not captured by the nonverbal communication variable. This could include other factors influencing engagement, measurement errors, or random fluctuations

RESULTS AND DISCUSSIONS

Factors that affect Non-Verbal Communication efficacy

The significance levels (*** p<0.01, ** p<0.05, * p<0.1) indicate the statistical significance of the coefficients. With (*** p<0.01 indicating significance level at 1%, ** p<0.05, indicating significance level at 5% and * p<0.1 indicating significance level at 10%.

This regression analysis examines the impact of nonverbal communication effectiveness on employee engagement while considering various factors such as gender, physical environment, emotional intelligence, cultural differences, personality traits, and exposure to cross-cultural interactions. Below is the breakdown of the analysis:

Variables: The independent variable of interest is Effective Nonverbal Communication, which measures how effectively individuals communicate nonverbally in the workplace. The other variables listed include Physical Environment, Emotional Intelligence, Cultural Differences, Personality Trait, and Exposure to Cross-Cultural Interactions. These are independent variables influence the effectiveness of nonverbal communication which finally impact employee engagement.

Gender Categories: The analysis breaks down the results by gender, with separate coefficients estimated for males and females. This allows for an examination of how the relationship between nonverbal communication effectiveness and employee engagement differs between genders.

Coefficients: The coefficients represent the estimated effect of each independent variable on employee engagement (dependent variable) for each gender category. For example, a coefficient of 0.67 for Physical Environment under the Male category suggests that, holding other variables constant, a one-unit increase in perceived effectiveness of the physical environment is associated with a 0.67-unit increase in employee engagement among males.

Standard Errors: These indicate the precision of the coefficient estimates. Lower standard errors suggest more precise estimates.

Adjusted R-squared: This statistic indicates the proportion of variance in employee engagement explained by the independent variables. In this case, the model explains around 50% to 54% of the variance in employee engagement, depending on the gender category.

Controls: The presence of controls (e.g., “Yes” under the “Female” and “Combine” categories) indicates that other variables beyond nonverbal communication effectiveness are considered in the analysis. Controls help isolate the effect of nonverbal communication on employee engagement.

Overall, this analysis provides insights into how nonverbal communication effectiveness, along with other factors, influences employee engagement, and how these effects may vary across different genders.Top of FormBottom of Form

Robustness Regression

Impact of Efficient Nonverbal communication on employee engagement

Efficacy of Nonverbal Communication: The coefficient for Efficacy of Nonverbal Communication is 0.319. This indicates that for every one unit increase in efficient nonverbal communication, employee engagement is expected to increase by 0.319 units, holding all other variables constant. The t-value is 6.17, and the p-value is 0.000. Since the p-value is less than 0.01, the coefficient is statistically significant at the 1% level (indicated by ***), meaning there is strong evidence that efficient nonverbal communication positively impacts employee engagement. The R-squared value is 0.177. This means that approximately 17.7% of the variability in employee engagement can be explained by efficient nonverbal communication.

The F-test value is 38.129, with a p-value of 0.000, indicating that the model as a whole is statistically significant.

Akaike Information Criterion (AIC) and Bayesian Information Criterion (BIC) are both criteria for model selection, with lower values indicating a better model fit. The AIC is 694.680, and the BIC is 702.683.

The linear regression analysis shows a significant positive relationship between efficient nonverbal communication and employee engagement. Specifically, efficient nonverbal communication has a statistically significant positive effect on employee engagement (p < 0.01), with an R-squared value of 0.177 suggesting that while Efficacy of Nonverbal Communication is an important predictor, other factors also contribute to employee engagement. The statistical significance (p < 0.01) of both the Efficacy of Nonverbal Communication coefficient and the overall model indicates strong evidence that nonverbal communication is a crucial factor in enhancing employee engagement. The relatively low R-squared value suggests that other variables not included in this model also play a significant role in determining employee engagement

Factors that influence the nonverbal communication on efficiency of male respondents

Linear regression

Factors that influence the nonverbal communication efficiency of female respondents
Linear regression

Both models identify similar factors that significantly impact nonverbal communication efficiency. However, the magnitude of these effects and the overall explanatory power of the models differ between male and female respondents.

The model for male respondents has a higher R-squared value and lower AIC/BIC values, indicating a stronger fit compared to the model for female respondents. Additionally, the coefficients for most factors are higher for male respondents, suggesting these factors have a more substantial impact on nonverbal communication efficiency for males compared to females.

CONCLUSION AND POLICY IMPLICATION

Conclusion

Nonverbal communication has a significant impact on fostering employee engagement and driving organizational success. By effectively utilizing nonverbal cues, organizations can create a more motivated and cohesive workforce. The findings show that several key factors contribute to the efficacy of nonverbal communication, including the physical environment, emotional intelligence, cultural competence, personality traits, and exposure to cross-cultural interactions with female employees showing a higher magnitude of influence (Argyle et al., 1970)

A well-designed physical workspace significantly enhances nonverbal interactions, making it crucial for organizations to invest in creating conducive environments. Emotional intelligence, which facilitates better interpretation and use of nonverbal cues, is another critical element. Organizations should focus on developing EI through training and development programs.

Managing cultural differences and promoting cultural competence are essential in diverse workplaces, as they enhance the overall communication environment. Recognizing and accommodating diverse personality traits also contribute to improved nonverbal communication dynamics. Additionally, encouraging cross-cultural interactions can bolster nonverbal communication skills, leading to a more engaged and collaborative workforce.

In summary, the enhancement of nonverbal communication through these key factors can lead to a more inclusive, harmonious, and productive work environment. By prioritizing effective nonverbal communication, organizations can improve internal and external relationships, drive collaboration, and achieve greater success in a globalized business landscape.

Policy Implication

To capitalize on the critical role of nonverbal communication in fostering employee engagement in Ghana and driving organizational success, companies should implement comprehensive policies that address key influencing factors. The following policy implications are recommended

Develop a Comprehensive Non-Verbal Communication Policy

Organizations should develop and implement a comprehensive non-verbal communication policy that outlines guidelines and best practices for appropriate non-verbal behaviour in the workplace. This policy should address cultural nuances, power dynamics, and the importance of non-verbal cues in fostering effective communication and engagement.

Incorporate Non-Verbal Communication Training

Implement mandatory training programs for employees at all levels to enhance their awareness and understanding of non-verbal communication .These training sessions should cover topics such as reading and interpreting non-verbal cues, managing body language, and adapting communication styles to different cultural contexts(Ismail et. al, 2024).

Promote Cultural Intelligence and Sensitivity

Develop initiatives to promote cultural intelligence and sensitivity within the organization (Eden et. al, 2024). This can include cross-cultural awareness workshops, diversity and inclusion programs, and opportunities for employees to engage in cross-cultural interactions and learn from one another’s perspectives.

Redesign Physical Workspaces

Evaluate and redesign physical workspaces to facilitate effective non-verbal communication and collaboration (Park et. al, 2024). Consider factors such as open office layouts, collaborative spaces, lighting, acoustics, and visual cues that support engagement and understanding across diverse cultural backgrounds.

Incorporate Non-Verbal Communication in Performance Evaluations

Integrate non-verbal communication competencies into performance evaluation criteria for employees and leaders ( Azhar, 2024). This will reinforce the importance of effective non-verbal communication and encourage continuous improvement in this area.

Conduct Regular Assessments and Monitoring

Implement regular assessments and monitoring mechanisms to evaluate the effectiveness of non-verbal communication strategies and their impact on employee engagement. Gather feedback from employees, analyze data, and make necessary adjustments to policies and practices (Singh, 2024). By implementing these policy implications, organizations in Ghana can create a work environment that values effective non-verbal communication, promotes cultural awareness and sensitivity, and fosters a high level of employee engagement, ultimately contributing to improved organizational performance and success.

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