Nonverbal communication is sometimes used in the multicultural workplace to express negative feelings towards employees who are undervalued or regarded as being different in some way (Guirdham, 2005). Prejudice is often displayed by means of negative micromessages, which are subtle, devaluing signals which damage selfesteem.

The sensitivity and skills required to send positive micromessages and avoid sending negative micromessages to employees are topics which are sometimes included in crosscultural communication programmes for managers. The aim of the training is to equip the managers with communication skills which are effective in motivating employees from diverse cultural backgrounds.
When a young IT expert employed by a manufacturing company attended a management training course dealing with communication in the multicultural workplace, one of the sessions focused on the impact made by various kinds of nonverbal communication.
The session gave examples, and discussed how micromessages are conveyed in the workplace and the effect they can have on employee motivation.
A few days after attending the course the IT expert experienced the effects of negative micromessaging. This happened when he handed a stock turnover report to the CEO – who mispronounced the expert’s name. Later in the day he attended a progress meeting called by the production manager, but each time he started to make a point the manager glanced at his watch. After leaving the progress meeting the expert tried to discuss a network problem with a colleague who, instead of responding, started to send a text message to somebody. By the end of the day the young expert felt demoralized and demotivated – but he was not sure why.