Exploring Social Exchange Theory (SET): The Effects of Internal Communication between Select Staff and Managers at Yale University

This qualitative study explores the impact of internal communication on employee engagement and productivity between a select group of non-academic staff and managers at Yale University, using Social Exchange Theory (SET) as a theoretical framework. SET posits that interpersonal relationships are shaped by the exchange of resources, both tangible and intangible. While SET has been widely applied in organizational studies, there is limited research on its application within higher education, particularly concerning how communication dynamics influence employee engagement and productivity. This study seeks to contribute to the academic literature by examining the communication practices between a select group of non-academic staff and managers at Yale University, focusing on how internal communication channels and interpersonal interactions foster or hinder reciprocal relationships. Data were collected through semi-structured interviews with a select group of non-academic university staff and managers, providing insights into communication patterns and perceived rewards and costs within the working relationship. The findings highlight the significant role of effective communication in promoting employee engagement, trust, and productivity. This study contributes to the broader understanding of SET in academic workplaces and offers practical recommendations for higher education administrators aiming to enhance organizational communication strategies.