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    Communicating work culture adaptation techniques of Filipino migrants in New Zealand : Kampanteng Kiwinoys : a thesis presented in partial fulfillment of the requirements for the degree of Doctor of Philosophy in Communication and Journalism at Massey University, Wellington, New Zealand
    (Massey University, 2025-08-26) Separa, Lenis Aislinn
    Filipinos are the third-largest Asian ethnic group and the second-fastest-growing population of migrants in New Zealand (Asia New Zealand Foundation, 2020; Statistics New Zealand, 2024a). With the continuous influx of migrant workers from the Philippines for the last 19 years, New Zealand has been home to several migrants working in the health, construction, dairy, and information technology industries. Through the lens of cultural fusion theory, this study provides insights into the cultural adaptation of Kiwinoys in the workplace. Specifically, this study: (1) describes the cultural adaptation experiences of people in New Zealand; (2) identifies to what extent Filipino migrants choose acculturation over cultural maintenance; and (3) determines the extent receptivity and conformity pressure from the dominant culture in New Zealand affect intercultural transformation among Filipino migrants. The first article reveals that the cultural adaptation of immigrants in New Zealand can be traced along the acculturation, cultural adaptation, and cultural fusion of Berry (1970, 2003, 2005, 2006), Aycan and Berry (1996), and Sam and Berry (2010) on acculturation, Kim (2001, 2017) on cross-cultural cultural adaptation, Kraidy (2005) on cultural hybridity, and Croucher and Kramer (2016) on cultural fusion theory. The results of the second article reveal that ecological adaptability, language use, media language, and community engagement positively relate to acculturation. The results of the third article suggest that both host receptivity and host conformity pressure are positively related to intercultural transformation. The results of this study enrich existing theories on cultural adaptation and intercultural communication and provide deeper and wider perspectives on how Filipinos thrive as an ethnocultural group in New Zealand.
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    Members’ perceptions of cultural inclusivity in organisational communication : a thesis presented in fulfilment of the requirements for the degree of Doctor of Philosophy in Communication at Te Kunenga ki Pūrehuroa: Massey University
    (Massey University, 2023) Green, Malcolm
    This study examines cultural inclusivity as a phenomenon in organisational communication. Its significant, original contribution to knowledge is identifying a construct of cultural inclusivity distinct from diversity, inclusiveness, and inclusion. Theories of organisational assimilation and member identity/identification are used to interpret the stories of organisational members from majority/dominant and minority/nondominant culture groups. The connection between ethnic/racial/national culture and the focal theories is explored. Clarification of the construct of cultural inclusivity and its relationship to cultural diversity, inclusiveness, and inclusion are developed. This enhances awareness of the core construct of cultural inclusivity in the stories of organisational members. Data gathered through loosely structured interviews produced stories from culturally diverse members’ experiences of similar communication from their organisations in Aotearoa/New Zealand about changes in working conditions under Covid-19 restrictions. Thematic analysis was used to explore participants’ perceptions of cultural inclusivity in organisational communication. Possibilities are presented for future research of this construct and its application in organisational communication.
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    Exploring organisational dissent in the online setting : a thesis presented in partial fulfilment of the requirements for the degree of Doctor of Philosophy in Organizational Communication at Massey University, Wellington, New Zealand
    (Massey University, 2022) Chen, Hui
    Online organisational dissent is an emerging phenomenon in our digital world. It occurs when employees express disagreement or contradictory opinions about organisational practices, policies, and operations via the internet. Organisational dissent research has investigated face-to-face dissent, but online employee dissent is at an early stage. However, online organisational dissent can improve effective digital and cross-cultural communication. Miss Chen explored the digital communication issue and built the scholarship of conceptualizing online dissent. The main findings and implications include: a) illustrated face is an explanatory mechanism for organisational dissent; b) organisational assimilation serves as a conflict-ridden process for dissent c) virtual organisational dissent relates more confidence in technology than fear of approaching communication; d) employees used the online platform to negotiate face in organisational dissent. This project contributes to our understanding of how online dissent is influenced by different psychological and cultural factors such as face concerns and anxiety in computer-mediated communication.
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    An investigation into factors relating to speaking up in the workplace : a thesis (90 credits) presented in partial fulfilment of the requirements for the degree of Master's in Business Studies in Management at Massey University, Extramural, New Zealand
    (Massey University, 2017) Randhawa, Vardeep K
    This study investigates the factors that enable or prevent employees to speak up. Effective employee communication is vital in early detection of problems. Employee silence is defined as the deliberate withholding of information useful to the progress of an organization. Empowered employees will take personal accountability and ownership of issues. In an increasingly competitive market employee communication and reaction to change is vital for the success or failure of an organization. Previous research has found that failure of employees to speak up can have significant consequences, including decreased innovation and productivity; unreported health and safety incidents; stress; depression; and lower commitment and job satisfaction. This study (N = 240) has confirmed that employees may not speak up out of fear of being labelled in a negative manner. Employees are more likely to speak up when they feel it is safe and worthwhile. This study provides recommendations for managers for enabling and encouraging employees. The present study has found trust in supervisor, supervisor support and self-monitoring were found to be significant predictors of speaking up. Key words: Employee voice, employee silence, communication, management, speaking up
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    Listen to me : the relationship between an organisation's listening environment and employees' openness to change : a thesis presented in partial fulfilment of the requirements for the degree of Masters of Business Studies (Communication) at Massey University, Wellington, New Zealand
    (Massey University, 2016) McFaull, Nicola
    Change is a reality of organisational life. New technologies, globalisation, the vagaries of the economic climate, and internal organisational pressures drive change today faster than ever before. Yet failure rates for change can be up to 70%. Understanding the different drivers of change, and what promotes change success, is therefore critical. Researchers are recognising that change is essentially a human event, and that individuals have a major role in determining whether organisational change will be successful. Employees’ attitudes towards change determine whether they will support or resist it. The focus of this study is on employee’s openness to change, and the extent to which this variable is affected by the listening environment created in the organisation by the supervisor and also that created between team members. An online survey was carried out of 485 employees in one public sector organisation in New Zealand. Measures were taken of employee openness to change, team listening environment, supervisor listening environment and potential demographic contributors. Findings were that the supervisor listening environment had a moderate effect on employees’ openness to change. It also had a similar effect on the team listening environment. However, the team listening environment was found to have only a small little impact on openness to change. Four employee variables—position, tenure, age and gender—were considered, and all were found to influence the relationship between the supervisor listening environment and openness to change. This was especially so for managers, employees between 35 and 54 years of age, and female employees. The impact of employee characteristics on the openness to change variable was also looked at. The only demographic variable that had an impact on openness to change was the position an employee holds in the organisation. The implications of these findings for management is that the quality of the interpersonal relationship between an employee, and their supervisor, as demonstrated by how the supervisor listens to them, creates an environment where employees feel listened to, cared for and connected. This influences an employee’s willingness to support new and different things, that is, their openness to change. This contributes in turn to whether the employee will embrace change or resist it, and ultimately influences whether the organisational change will be successful.
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    The mediating role of workplace relationship and communication satisfaction on the relationship between e-mail attitude and organisational commitment : a thesis presented in partial fulfilment of the requirements for the degree of Master of Arts in Psychology at Massey University (Albany)
    (Massey University, 2000) Marchant, Lynette K
    As an exploratory piece of research, this study investigated the use of e-mail by university staff and examined the relationship between e-mail attitude and organisational commitment. The mediating role on the attitude-commitment relationship by both satisfaction with overall communication and satisfaction with workplace relationships was also examined. A questionnaire was designed which incorporated Minsky and Marin's (1999) scale of Social and Nonsocial Uses of Electronic Messaging Systems, measures of satisfaction with the use of e-mail and with e-mail as a communication medium, Meyer and Allen's (1993) revised Organisational Commitment Scale, and subscales from Hill, Bahniuk and Dobos' (1989) Mentoring and Communication Support Scale and Furnham's (1996) Organisational Climate Questionnaire. A scale to measure e-mail attitude was developed specifically for this study using the tri-component model of attitude theory. The questionnaire was sent to all staff at Massey University's Albany and Palmerston North campuses (N = 2253). Of the number sent, 575 were returned, with a proportional representation from the two campuses and the five colleges of the university. Use of e-mail was found to be predominantly used for task related purposes, with administration being the most commonly reported function that e-mail was used for. Factor analysis demonstrated three underlying components, affective, behavioural and cognitive, of the E-mail Attitude Scale. A series of hierarchical multiple regressions as outlined by Baron and Kenny (1986) were conducted to explore the potential mediating effects of both communication satisfaction and workplace relationship satisfaction. Communication satisfaction completely mediated the relationship between affective attitudinal component and both normative and affective organisation commitment. In turn, the satisfaction with workplace relationship variables partially mediated the relationship between the affective attitude component and affective commitment, with only collegial social support partially mediating the relationship between affective e-mail attitude and normative commitment. The results are discussed in relation to relevant demographic variables. Limitations and potential directions for future research are also highlighted.