INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS)

ISSN No. 2454-6186 | DOI: 10.47772/IJRISS | Volume IX Issue XIV October 2025 | Special Issue on Management

Effective Communication and Employee Engagement in Higher

Education: Evidence from University Administrators

¹Vivian Ayemin Kudzedzi , ²Barbara Mensah Otwey

¹School of Agriculture. College of Agriculture and Natural Sciences. University of Cape Coast, Ghana.

²Barbara Mensah Otwey. University of Cape Coast, Ghana

DOI: https://dx.doi.org/10.47772/IJRISS.2025.914MG00229

Received: 07 November 2025; Accepted: 14 November 2025; Published: 26 November 2025

ABSTRACT

This study examined the influence of effective communication on employee engagement among university

administrators in higher education. Using a quantitative, cross-sectional survey design, data were collected

from 150 administrative staff of the University of Cape Coast, Ghana, selected through stratified random

sampling. Structured questionnaires measured communication effectiveness and engagement dimensions, and

the data were analyzed using descriptive statistics, Pearson correlation, and multiple regression techniques.

The results revealed a strong positive correlation (r = 0.71, p < 0.01) between effective communication and

employee engagement, indicating that open, transparent, and participatory communication significantly

enhances motivation and commitment. Regression analysis further showed that communication clarity (β =

0.41, p < 0.01), feedback mechanisms (β = 0.36, p < 0.01), and management openness (β = 0.29, p < 0.01)

jointly explained 68% of the variance in engagement levels (R² = 0.68). However, challenges such as limited

interaction between top management and lower-level staff and unequal information dissemination persisted.

The study concludes that effective communication is a strategic tool for promoting employee engagement and

recommends that university management strengthen feedback systems, ensure inclusivity in communication,

and build leadership communication competence to enhance institutional performance.

Keywords: Effective communication, Employee engagement, Higher education, University Administrators,

Organizational performance.

INTRODUCTION

The ability to communicate effectively is increasingly crucial to the success of institutions and the dedication

of their staff in today's knowledge-driven academic world. The way leaders interact with their subordinates,

the flow of information, and the feeling of belonging that workers have inside the organisation are all

influenced by communication. Collaboration, information exchange, and administrative efficiency are the

three pillars upon which universities and other higher education institutions rest their communication

infrastructure. There is more buy-in, enthusiasm, and clarity of purpose when information is delivered in a

timely, open, and transparent manner. In contrast, disengagement, low morale, and inefficient organisational

processes all stem from a lack of good communication, which in turn reduces productivity. An important factor

in an organization's performance is the level of employee engagement, which can be defined as the degree to

which workers care about and invest in their job and the company as a whole. Employees who are actively

involved in their work are more likely to be motivated, creative, and eager to help achieve company goals.

How well university administrators are able to communicate both internally and with upper management has a

significant impact on their engagement levels, since they are the ones responsible for bridging the gap between

policy and execution. Administrators are more likely to feel appreciated, empowered, and in sync with the

institution's mission when there is two-way, supportive, and inclusive communication.

The role of communication is shifting from that of a mundane administrative task to that of a strategic

management tool, according to recent research in organisational behaviour. Raza et al. (2023) found that open

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INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS)

ISSN No. 2454-6186 | DOI: 10.47772/IJRISS | Volume IX Issue XIV October 2025 | Special Issue on Management

and honest communication increases trust and engagement among employees. Employees' feeling of purpose

and affiliation with organisational ideals are enhanced by good internal communication, according to Okunade

(2025). But hierarchical, fragmented, and excessively formal communication structures are common in higher

education settings, particularly in poor nations. This leads to a lack of communication, which in turn hinders

teamwork and makes workers feel like they are not making a difference. Universities in Ghana are going

through a period of tremendous change, with digitalisation, more accountability, and rising stakeholder

expectations all calling for more robust approaches to communication and engagement. Despite their critical

role in policy implementation and institutional governance, few empirical research have investigated the

impact of communication techniques on employee engagement among university administrators. The majority

of previous research has focused on students or teaching staff, which has prevented us from fully

comprehending the communication dynamics that impact administrative personnel.

This study enhances existing studies by concentrating explicitly on university administrators, a group that has

been inadequately examined in higher education research in Ghana and across Sub-Saharan Africa. Although

most previous research focus on teacher or student communication experiences, the administrative workforce

is crucial in policy implementation, institutional governance, and internal coordination. By anchoring the

analysis in Kahn’s Personal Engagement Theory and Social Exchange Theory, the study offers twin theoretical

frameworks that elucidate the psychological and relational processes by which communication affects

engagement. This emphasis provides new empirical data from the Global South, where communication

cultures are often hierarchical and inadequately theorised in engagement research. The research addresses a

contextual and theoretical void by offering data-driven insights into internal communication patterns in African

higher education institutions.

This study, therefore, investigates the relationship between effective communication and employee

engagement among university administrators in higher education. Specifically, it seeks to:

 Assess the level of communication effectiveness among university administrators.

 Examine the dimensions of employee engagement among university administrators.

 Determine the relationship between effective communication and employee engagement.

 Identify communication challenges that affect employee engagement in the university.

The study's findings are expected to contribute to both theoretical and practical understanding of employee

engagement in higher education, offering insights for management to design more participatory

communication strategies that foster collaboration, motivation, and institutional performance.

LITERATURE REVIEW

Conceptual Review

Concept of Effective Communication

Organisational communication is defined as "the art and science of getting people to understand one another,

share ideas, and convey information in a structured and organised way" (Robbins & Judge, 2019). Clear,

accurate, and properly actioned upon communications constitute effective communication. The process

encompasses not only the dissemination of data but also the development of common understandings that pave

the way for teamwork and participation. Communication is key at higher education institutions for a number of

reasons, including the coordination of administrative tasks, the development of relationships between

leadership and staff, and the successful understanding and implementation of institutional goals.

Clarity, consistency, trustworthiness, and empathy are the hallmarks of good communication, say Hammond

(2024). There has to be room for both peer and upward communication as well as possibilities for management

to communicate from the top down. Administrative communication at universities often involves a variety of

mediums, such as face-to-face meetings, emails, memoranda, and memos. When these channels are available

and open, they promote honesty and openness among employees. People get frustrated, misinformed, and

disengaged when communication is not explicit or two-way (Men & Bowen, 2017).

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INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS)

ISSN No. 2454-6186 | DOI: 10.47772/IJRISS | Volume IX Issue XIV October 2025 | Special Issue on Management

Concept of Employee Engagement

According to Kahn (1990), an employee's level of involvement with their organisation affects their motivation,

dedication, and performance. Employees who are engaged in their work show passion for what they do, strive

towards organisational objectives, and go above and beyond to get the job done (Bakker & Demerouti, 2017).

Administrators' active participation is crucial in higher education institutions because they maintain

institutional efficiency via coordinating academic and administrative procedures. According to Nguyen and Ha

(2023), there are three main aspects of engagement: vigour, which refers to mental resilience and energy on the

job, devotion, which refers to a feeling of importance and excitement, and absorption, which refers to a

profound participation in the activities at hand. All three dimensions are directly affected by communication.

Employees' zeal and commitment are boosted when there is open and inclusive communication about their

work and the reasoning behind organisational actions. In contrast, a lack of clarity in expression leads to a

sense of disconnection and doubt.

Relationship between Communication and Engagement

Effective communication is one of the strongest predictors of employee engagement. Shirina, et al., (2022)

argue that organizations with strong communication cultures experience higher employee commitment and

lower turnover. Communication builds engagement by fostering trust, enabling participation, and clarifying

expectations. According to Mbhele and De Beer (2021), employee engagement is sustained when

communication allows for two-way feedback, reinforces shared values, and recognizes employee

contributions. In higher education, administrators often face communication barriers resulting from

bureaucratic hierarchies. When communication becomes overly top-down, employees may feel alienated from

decision-making. On the other hand, participatory communication encourages openness, teamwork, and shared

responsibility (Henley, 2021). Therefore, communication is not only a managerial function but also a

psychological mechanism that strengthens employees’ sense of belonging and purpose.

While several studies acknowledge communication as a factor influencing employee engagement, many of

these works see communication only as an administrative function instead of a purposeful relationship activity.

Men and Bowen (2017) underscore the importance of management communication excellence while

neglecting the cultural or institutional communication limitations prevalent in African colleges. Similarly,

Raza et al. (2023) indicate that openness builds trust, although their business context varies dramatically from

public institutions where bureaucratic processes restrict information flow. Conversely, Mbhele and De Beer

(2021) contend that participation in resource-limited settings is significantly shaped by bidirectional

communication frameworks, emphasising contextual variances often neglected by several worldwide research.

This contradiction in the research reveals a deficiency in comprehending the functioning of communication

practices inside hierarchical higher education institutions, especially in Sub-Saharan Africa. Moreover, while

current research recognises the correlation between communication and engagement, few studies explicitly

contrast the varying impacts of certain communication components such as clarity, feedback mechanisms,

digital instruments, or leadership transparency on engagement results. Research by Henley (2021) and Lovell

et al. (2022) indicates that digital and crisis-related communication influence engagement; nevertheless, they

fail to examine how communication practices affect psychological states like meaningfulness or safety, as

highlighted by Kahn (1990). This underscores a significant conceptual constraint in contemporary research,

whereby engagement mechanisms are seldom associated with particular communication behaviours.

Consequently, a comprehensive examination is required to elucidate how communication affects engagement

via psychological, social, and environmental routes.

THEORETICAL REVIEW

This study draws on two major theories that explain the link between communication and engagement Kahn’s

(1990) Personal Engagement Theory and the Social Exchange Theory (SET). Kahn’s Theory of Personal

Engagement postulates that employees engage physically, cognitively, and emotionally when they experience

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INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS)

ISSN No. 2454-6186 | DOI: 10.47772/IJRISS | Volume IX Issue XIV October 2025 | Special Issue on Management

meaningfulness, psychological safety, and availability in their work environment. Communication plays a

critical role in ensuring these conditions. Transparent and empathetic communication fosters psychological

safety, allowing employees to express opinions without fear of negative consequences. When administrators

feel heard and valued, they invest more of themselves in their roles.

Social Exchange Theory (Blau, 1964) explains that relationships in organizations are based on reciprocal

exchanges of trust and support. When management communicates openly, provides timely feedback, and

listens to employees, a sense of obligation and loyalty develops. Employees reciprocate through greater

engagement, commitment, and productivity. Therefore, communication can be seen as a form of social

currency that strengthens the relational contract between leaders and employees. Together, these theories

suggest that communication influences engagement through both psychological and relational mechanisms

fostering trust, inclusion, and shared purpose.

METHODOLOGY

Research Design

This study adopts a quantitative research design to examine the relationship between effective communication

and employee engagement among university administrators. A cross-sectional survey approach was employed,

where data were collected at a single point in time to explore the correlation between communication practices

and engagement levels. The study aimed to gather objective, numerical data to establish patterns and

relationships that can inform both theory and practice in higher education administration.

Population and Sample

The target population for this study consisted of administrative staff at the University of Cape Coast, a public

university in Ghana. The university employs a diverse group of administrators responsible for both academic

and non-academic operations. Given the size of the university’s administrative workforce, a stratified random

sampling technique was used to select 169 respondents. Stratification was based on the various administrative

departments to ensure that all segments of the workforce were adequately represented. The sample size of 169

was determined using the Krejcie and Morgan (1970) sample size determination table, which provides a

statistically valid representation for a population of approximately 300 administrative staff. This sample size

was considered sufficient for generalizing the findings and is consistent with similar studies in higher

education (Men & Bowen, 2017).

Data Collection Instrument

Data were collected using a structured questionnaire, adapted from established scales on organizational

communication and employee engagement. The questionnaire contained three sections:

 Demographic Information (e.g., age, gender, educational background, years of experience, department).

 Communication Practices (measured on a 5-point Likert scale, ranging from 1 = Strongly Disagree to 5

= Strongly Agree), adapted from Clampitt’s (2016) communication satisfaction scale. Key items included

statements such as “Communication in my department is open and transparent” and “I feel well-informed

about university decisions that affect my role.”

 Employee Engagement (also measured on a 5-point Likert scale), using Schaufeli and Bakker’s (2004)

Utrecht Work Engagement Scale (UWES), which measures vigor, dedication, and absorption. Statements

included “I feel enthusiastic about my work” and “I feel proud to be a part of this university.”

The instrument underwent content validity checks by two experts in organizational communication and higher

education administration, ensuring that it accurately reflected the constructs being studied. A pilot study

involving 10 participants from a similar university setting was conducted to test reliability, yielding

Cronbach’s alpha coefficients of 0.85 for the communication scale and 0.87 for the engagement scale, both

indicating high internal consistency.

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INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS)

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Data Collection Procedure

Data collection took place over a period of four weeks, during which the questionnaires were distributed to the

selected administrative staff via email and in-person handouts. Participation was voluntary, and informed

consent was obtained from all respondents, ensuring confidentiality and anonymity of their responses. The

survey was administered in English, the official language of instruction at the university.

A total of 150 questionnaires were completed and returned out of 169, yielding a response rate of 88.8%. This

high response rate was due to the support of university administration in encouraging participation and the

perceived importance of the study among staff.

Although the research yields significant insights, the study's design has certain constraints. The reliance on a

single university limits the generalisability of the results, since communication cultures and administrative

frameworks may vary across universities. The cross-sectional methodology collects impressions at a single

moment, thereby failing to show causation between communication strategies and employee engagement. A

longitudinal approach would enable the investigation of how changes in communication systems affect

engagement over time. Future research might further use qualitative interviews to investigate communication

subtleties that formal surveys may inadequately address.

Data Analysis

Data analysis was conducted using SPSS Statistics 25. The following statistical methods were used to analyze

the data:

 Descriptive statistics (mean, standard deviation, and frequency distributions) were used to summarize

respondents' demographic characteristics, communication practices, and engagement levels.

 Pearson’s correlation coefficient was calculated to examine the strength and direction of the

relationships between communication and employee engagement.

 Multiple regression analysis was performed to assess the extent to which communication practices

predict employee engagement. The regression model included communication clarity, feedback

mechanisms, and leadership communication as independent variables, with employee engagement as the

dependent variable. The regression model was checked for multicollinearity and homoscedasticity to

ensure the validity of the results.

RESULTS AND DISCUSSION

Overview of Respondents’ Characteristics

Participating university administrators' demographic information is included in Table 1 of the Effective

Communication and Employee Engagement in Higher Education research. The breakdown of respondents by

gender reveals that female made up 56% and male 44%. What this indicates is that there was a healthy balance

of men and women on the administrative team. Having an equal number of male and female administrators

demonstrates that the communication and engagement mechanisms within the administrative structure of the

institution are well-rounded. Based on the age distribution, 42% of respondents were in the 31–40 age bracket,

30% were in the 41–50 age bracket, and 18% were in the 21–30 age bracket. The majority of administrators

are in the age bracket of productive and experienced workers, which bodes well for the workforce's ability to

comprehend and interact with institutional engagement and communication programs. The presence of senior

administrators who can assist and maintain administrative procedures is shown by the fact that only 10% of the

population is 51 years of age or older.

Among those who participated in the survey, 48% had Master's degrees, while 34% held Bachelor's degrees.

While 12% had HNDs or Diplomas, just 6% held PhDs. This breakdown demonstrates that the administrative

team has a high level of education, which is critical for effective dialogue, familiarity with institutional

regulations, and active engagement in decision-making. A higher level of education is associated with

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improved analytical and interpersonal communication abilities, which in turn lead to greater engagement and

productivity in the workplace. When asked about their positions within the company, 64% of respondents were

junior employees and 36% were senior employees. The majority of the university's administrative structure

consists of junior administrators, making them crucial for everyday involvement and communication.

Although there are fewer senior staff members overall, those who do hold or manage departments have a voice

in the departments' communication strategies and methods of engaging people.

Finally, looking at the statistics on years of experience, we see that 58% of the respondents had worked for 6 to

10 years, 32% for 1 to 5 years, 8% for less than a year, and 2% for more than 11 years. The majority of the

administrators have been with the organisation for six to ten years, so they are well-versed in its inner

workings and the best ways for employees to connect with one another. This allows them to provide well-

informed feedback on the impact of communication techniques on their engagement levels.

Table 1: Respondent Profile

Variable

Category

Frequency (f)

Percentage (%)

44.0

Sex

Male

66

84

27

63

45

15

18

51

72

9

Female

56.0

Age

21–30 years

31–40 years

41–50 years

51 years and above

HND/Diploma

Bachelor’s Degree

Master’s Degree

PhD Degree

Junior Staff

Senior Staff

Less than 1 year

1–5 years

18.0

42.0

30.0

10.0

Level of Education

12.0

34.0

48.0

6.0

Position

96

54

12

48

87

3

64.0

36.0

Years of Experience

8.0

32.0

6–10 years

58.0

11 years and above

2.0

Source: Field

Objective 1: To Assess the Level of Communication Effectiveness among University Administrators

Table 1: Perception of Communication Effectiveness

Statement

Mean SD

% Agree

Communication in my department is open and transparent.

Supervisors provide timely and clear feedback on work performance.

I receive adequate information about university policies and decisions.

Communication channels in my department are reliable and accessible.

I feel comfortable sharing my ideas and opinions with my supervisor.

Communication from management is consistent and accurate.

4.28

4.10

4.02

3.94

4.18

3.88

0.66

88

84

82

78

86

76

0.74

0.77

0.81

0.72

0.79

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I am satisfied with the flow of information across units in the university.

3.74

0.84

72

The findings indicate that 81% of the respondents agreed or strongly agreed that communication within the

university is effective. The highest agreement (88%) was recorded for the statement “Communication in my

department is open and transparent,” suggesting that most administrators perceive a culture of openness in

information sharing. However, the relatively lower agreement (72%) regarding the flow of information across

units suggests that horizontal communication between departments remains a challenge.

These findings align with Raza et al. (2023), who noted that transparency and openness are the cornerstones of

organizational communication. They also support Men and Bowen (2017), who found that frequent and two-

way communication enhances trust and engagement. Therefore, while communication within departments

appears strong, cross-departmental communication could be improved to enhance overall institutional

cohesion.

Objective 2: To Examine the Dimensions of Employee Engagement among University Administrators

Table 2: Employee Engagement among University Administrators

Statement

Mean

4.36

4.24

4.18

4.08

3.96

3.88

4.12

SD

% Agree

90

I feel enthusiastic about my work.

0.59

0.64

0.70

0.73

0.78

0.81

0.68

I am proud to be part of this university.

I am willing to put in extra effort to help the university succeed.

I find my work meaningful and fulfilling.

I feel motivated to perform at my best every day.

My ideas and contributions are valued by management.

I am emotionally connected to my job.

88

86

82

78

76

84

The results show that 83% of administrators are generally engaged in their work, indicating high levels of

enthusiasm and pride in their roles. The highest agreement (90%) was for “I feel enthusiastic about my work,”

confirming that most respondents find their roles intrinsically motivating. However, the lower agreement

(76%) for “My ideas and contributions are valued by management” suggests that administrators desire greater

recognition and inclusion in decision-making.

These findings align with Kahn’s (1990) theory that meaningfulness and psychological safety are essential for

engagement. Similarly, Ariyanto, Wijaya and Sari (2025) emphasized that engagement is characterized by

vigor, dedication, and absorption all of which appear present among UCC administrators. Nonetheless,

engagement could be further enhanced through improved recognition and feedback mechanisms.

Objective 3: To Determine the Relationship between Effective Communication and Employee Engagement

A Pearson correlation analysis was performed to determine the strength of the relationship between effective

communication and employee engagement. The results are presented in Table 3.

Table 3: Correlation between Communication and Employee Engagement

Variables

Communication Effectiveness

Employee Engagement

Communication Effectiveness

Employee Engagement

1.00

—

0.71**

1.00

Note: p < 0.01

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The results show a strong positive correlation (r = 0.71, p < 0.01) between effective communication and

employee engagement. This indicates that as communication becomes clearer, more open, and participatory,

employees’ engagement levels increase. The result supports Social Exchange Theory (Blau, 1964), which

posits that when employees perceive fair and supportive communication, they reciprocate with loyalty and

higher performance.

These findings also reinforce Zainab, Akbar, and Siddiqui (2022), who observed that transparent

communication enhances employees’ identification with organizational goals. In the university context, when

administrators are kept informed and have channels for feedback, they become more motivated and committed

to institutional success.

Objective 4: To Identify Communication Challenges Affecting Employee Engagement

Table 4: Communication Challenges Affecting Engagement

Statement

Mean

4.06

3.94

4.10

3.88

4.02

3.80

SD

% Agree

Information from management does not reach all staff equally.

Feedback from employees is not always considered in decision-making.

There is insufficient interaction between top management and lower-level staff.

Communication channels are sometimes slow or inefficient.

Bureaucratic procedures delay the flow of information.

Some staff lack access to formal communication platforms.

0.69

0.77

0.72

0.81

0.73

0.84

84

78

86

76

82

74

The findings show that 80% of administrators agreed that communication challenges exist within the

university. The most significant issues were limited interaction between top management and lower-level staff

(86%) and unequal information dissemination (84%). This suggests that despite general satisfaction with

departmental communication, institutional-level communication remains overly hierarchical and sometimes

delayed.

These findings correspond with Lovell, Dolamore, and Collins (2022), who reported that bureaucratic

communication channels reduce engagement in higher education institutions. According to Madsen (2022),

participatory communication is essential for employee involvement and trust. The results imply that UCC

needs to strengthen upward and horizontal communication to reduce information asymmetry and foster

inclusion.

Regression Analysis

A multiple regression model was used to assess the extent to which communication variables predict employee

engagement. The model included communication clarity, feedback systems, and management openness as

predictors.

Predictor Variable

β

t

Sig.

Communication Clarity

Feedback Mechanisms

0.41

0.36

0.29

3.42

2.98

2.54

0.001

0.004

0.007

Management Openness

R² = 0.68, F(3, 46) = 32.61, p < 0.001

The regression model explained 68% of the variance in employee engagement (R² = 0.68). All predictors were

statistically significant (p < 0.01), indicating that communication clarity, feedback mechanisms, and

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management openness strongly influence engagement levels. These findings reinforce Hadziahmetovic and

Salihovic's (2022) conclusion that transparent and participatory communication systems are key drivers of

employee engagement. The results demonstrate that the more effectively management communicates goals,

expectations, and feedback, the higher the likelihood that employees will feel valued, motivated, and

connected to the institution’s mission.

The results highlight significant institutional difficulties beyond mere statistical correlations. In higher

education environments characterised by intricate administrative coordination, clear communication and

feedback serve not just as operational instruments but also as strategic mechanisms that influence

organisational culture and productivity. Institutions such as UCC, experiencing digital change and heightened

responsibility, must institutionalise multi-channel communication systems, integrate digital communication

platforms, and engage in leadership communication training. These interventions may improve transparency,

diminish hierarchical obstacles, and foster relational trust elements crucial for maintaining employee

engagement in academic settings.

Implications of the Study

The findings of this study have significant implications for the management of higher education institutions,

particularly in enhancing employee engagement through effective communication. The strong relationship

between communication and engagement indicates that clear, open, and timely information sharing is

fundamental to developing an engaged administrative workforce. When administrators receive adequate

feedback and are included in communication processes, they become more motivated, committed, and aligned

with institutional goals. The results further suggest that communication is not merely a technical function but a

strategic management tool that influences organizational climate and employee behavior. For university

management, this means that communication strategies should be designed to promote dialogue rather than

directives. Two-way communication systems that allow feedback from administrators can help identify

operational challenges early and encourage a sense of ownership among staff. By integrating regular

communication meetings, feedback sessions, and transparent reporting structures, management can build trust

and foster engagement across all administrative levels. The findings also imply that effective communication

enhances psychological safety and mutual respect among employees. When communication channels are open

and consistent, employees feel valued and are more willing to share ideas and innovations. This aligns with

Kahn’s (1990) view that psychological safety is a precondition for engagement. Therefore, leaders at all levels

must demonstrate openness, empathy, and responsiveness in their communication styles to maintain an

environment that supports engagement and collaboration.

Additionally, the study highlights the need to address communication barriers such as hierarchical structures

and limited feedback loops. Policies should be developed to promote inclusive communication where

employees have equal access to information regardless of position. Leadership training programs should

incorporate communication competence as a key component to ensure that managers possess the skills to

engage employees effectively.

The implications of this study emphasize that effective communication is a critical driver of employee

engagement in higher education. By prioritizing openness, feedback, and inclusivity, university management

can cultivate a motivated and committed administrative workforce capable of driving institutional performance

and continuous improvement.

The assessment indicates the need to include characteristics like leadership style and digital communication

technologies. Leadership communication behaviours significantly impact engagement by affecting trust,

openness, and psychological safety (Tyagi, 2021). The emergence of digital communication platform such as

emails, intranets, and internal social media has revolutionised the management of information flow inside

academic institutions (Madsen, 2022). Future models of employee engagement at universities must include

these characteristics, since they influence information sharing, feedback processing, and staff alignment with

institutional objectives.

Further Research

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While this study provides valuable insights into how effective communication influences employee

engagement among university administrators, it was limited to a single public university. Future studies could

broaden the scope to include multiple universities across different regions in Ghana or West Africa to enhance

the generalizability of the findings. A comparative analysis between public and private universities would offer

a deeper understanding of how institutional structures and leadership styles affect communication and

engagement patterns.

Subsequent research could also employ a mixed-methods design, combining quantitative surveys with

qualitative interviews or focus group discussions. This approach would allow researchers to capture the

nuances of communication experiences and engagement behaviors that may not be fully reflected in survey

data. Moreover, longitudinal studies would be valuable in examining how changes in communication practices

over time influence sustained employee engagement and organizational performance.

Further studies may also investigate the mediating role of trust, organizational culture, and leadership

communication in the relationship between communication effectiveness and engagement. Exploring these

variables would provide a more comprehensive framework for understanding how communication systems can

be optimized to promote engagement and institutional growth. By addressing these areas, future research can

deepen the theoretical and practical understanding of how communication dynamics shape employee

experiences in higher education institutions.

CONCLUSION

The purpose of this study was to examine the influence of effective communication on employee engagement

among university administrators. The results demonstrated a strong positive relationship between

communication effectiveness and engagement levels, indicating that clear, transparent, and participatory

communication significantly enhances motivation and commitment among administrative staff. Administrators

who received consistent information, timely feedback, and open opportunities for dialogue reported higher

levels of enthusiasm, pride, and emotional connection to their work.

The findings further revealed that communication challenges such as hierarchical barriers, inadequate feedback

mechanisms, and slow information flow continue to hinder full engagement. These results affirm the view that

communication within higher education institutions must evolve from traditional top-down patterns to more

participatory and inclusive systems that encourage openness and trust. When communication fosters a sense of

belonging and psychological safety, employees are more likely to align with institutional goals and exhibit

proactive behavior. The study concludes that effective communication is a strategic resource for enhancing

employee engagement and overall institutional performance. To sustain an engaged administrative workforce,

universities must institutionalize regular feedback mechanisms, strengthen leadership communication skills,

and ensure equal access to information across all departments. By embedding communication excellence into

administrative practice, higher education institutions can create a culture of collaboration, commitment, and

continuous improvement that supports their broader mission of academic and operational excellence.

The research establishes a robust correlation between communication and engagement while highlighting the

need for systemic enhancements in institutional communication frameworks. The institution may enhance

involvement by implementing more inclusive communication channels that use digital technologies, promote

upward feedback, and minimise bureaucratic delays. The study establishes a platform for comparative and

multi-institutional research within Ghana's higher education system, providing an empirical basis for the

development of communication policies and engagement methods. Future research may enhance

comprehension of how communication fosters psychological safety, trust, and sustained engagement in higher

education by expanding this study to more institutions and integrating qualitative or mixed-method techniques.

ACKNOWLEDGEMENT

The researcher expresses sincere appreciation to all university administrators who participated in this study for

their time, openness, and valuable contributions. Special gratitude is also extended to the management of the

University of Cape Coast for granting permission and providing the necessary support during data collection.

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The encouragement and constructive feedback received from colleagues and academic mentors throughout this

research process are deeply appreciated.

Ethical Considerations

Ethical approval for the study was obtained from the University of Cape Coast’s Research Ethics Committee.

Ethical considerations were prioritized throughout the study. Participants were informed about the purpose of

the research, and their informed consent was obtained before participation. Data confidentiality was ensured by

anonymizing responses, and participants were assured that their involvement was voluntary and that they could

withdraw at any time without consequence. Results will only be reported in aggregate form to ensure

anonymity.

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