A Study on Communication Mode-Switching and Its Consequences on ePLDTs Employees Productivity, Collaboration and Workplace Democracy

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The study examined the role and effects of communication mode-switching among the ePLDT employees. It inquired into how the use of the different communication modes have aided or distracted the employees in their everyday tasks and has made it possible for the employees to engage in communication mode-switching. It also looked into the effects of the Filipino Communicative Behavior (Lacson, 2005) and the Filipino value system on the employees’ mode-switching behavior. The study used Phenomenology, Technology Acceptance Model and Deetz Managerial and Organizational Democracy Theory in explaining communication mode-switching. To better identify the dynamics and factors that occur in a switch, the concept of triggers were incorporated in the study framework. The incorporation of the FCB (Lacson, 2005) and the Filipino value system illustrates the effects and implications of Filipino attitudes and cultures in a local organizational setting. Two Focus Group Discussions, five Focused Interviews and Participant Observation were employed to gather the needed data for the study. The study revealed that the employees tendency to do more tasks and to manage their work well by changing the modes and contexts of their conversation. Productivity and collaboration were better facilitated through mode-switching since it bridged the gap of time and distance as applied in a call center setting. The existence of workplace democracy is further viewed by the employees as their freedom to choose the communication modes they want to use and the ability to voice their concerns. Though limited in their exercise of freedom due to the set standards in a private organization, the ability to choose the mode to use has somewhat empowered the employees in their interaction. The effects of Filipino value system and Filipino mindsets as evident in their communicative patterns and behavior can be seen in the way the employees engaged in communication mode-switching. Communication mode-switching tends to overcome the concept of “hiya” or shyness as experienced by some of the employees in interacting.

Santos, J. (2010). Communication Mode-Switching in the Workplace