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Internal communication effectiveness enhances bottom‐line results
Abstract
Watson Wyatt's latest research has found convincing evidence that companies with highly effective internal communication practices produce superior financial results and enjoy greater organizational stability. Nine communication best practices drive higher market premiums, larger shareholder returns, greater employee engagement, and lower turnover. The author shares the study's highlights, provides insights into why these practices work, and explains the steps any company can take to improve its internal communication effectiveness and position itself to reap substantial financial rewards in the future. © 2006 Wiley Periodicals, Inc.
... Some scholars posit that effective communication involves educating employees about the organisational culture and values, connecting employees to the business, aligning employee actions with customer needs, providing financial information and objectives, promoting new policies, integrating new employees, sharing information and demonstrating leadership during change (Yates, 2006). Furthermore, effective communication involves a collective understanding of language, culture and norms among employee groups or units to govern actions, decisions and behaviors (Akyazi, 2017). ...
... The doctoral level of education was least at 10% (15) which may compose of seniour faculty and seniour management staff. Yates (2006) advocates that sharing of information to all cadres of staff, educating employees, and aligning employee actions and policies. Effective communication of policy information to different cadres to manage identity during transformation may prove to be a challenge. ...
... Hence, there a is need for more interaction through telephone and face-to-face with leadership. There is a need for boundary broadening through more use of interactive channels for digital-savvy employees to understand and engage with the university leadership during corporate transformation (Akyazi, 2017;Yates, 2006). The study posits that leadership engagement with employees will influence the corporate culture which will in turn influence identity and positively impact on corporate image. ...
Purpose: Universities, like other institutions, are under pressure to manage their corporate identity and corporate reputation, in the global competitive climate. Few studies in Africa focus on the impact of internal communication on corporate identity and reputation management during organizational transformation. This study interrogates how a transforming and complex public institution in Kenya managed its corporate identity, image and corporate reputation during transformation for competitive advantage. The study sought to establish whether Multimedia University of Kenya (MMU) management communicated excellently with its employees to nurture the corporate identity, image and reputation during a ten-year period of rapid transformation. Methodology: Data was collected using in-depth interviews from eighteen seniour and mid-level management and employee representatives who were purposively selected. In addition, data was gathered through 153 self-administered questionnaires using the stratified random sampling method from MMU faculty and administrative staff. Findings: The study established that MMU management created awareness of institutional changes and identity using formal meetings as well as interactive and mediated channels such as telephone conversations and intranet which facilitated record-keeping. It was noted that top-down and bottom-up communication approaches build employee engagement and trust yet respondents lacked trust in the accuracy of the information from subordinates which implied an element of information exclusion. Thus, the employees advocated for digital, interactive and interpersonal channels such as social media, telephone exchanges, personal visits by MMU management, and university events for bonding, engagement and identification in the changing institution. The study established that publicity and marketing activities to prospective students and sponsors be through paid media using private television and vernacular radio stations, owned media using MMU radio and website, and earned media using traditional print media to manage MMU brand and image. The respondents recognized the MMU brand as a leader in telecommunication, technology, mechanical, manufacturing, and media training with state-of-the-art equipment and robust faculty. These findings challenge university administration to engage with the corporate communication function and focus on the continual enhancement of corporate identity and reputation management practices for competitive advantage. Recommendations: The study recommends a communication policy and management practice for effective employee interpretation of institutional messages to enhance engagement, positioning, brand ambassadors, and employee coaching to nurture the new ethos, identity and brand during institutional changes. A progressive policy in which institutional management addresses inclusion to build trust, provides for interactive digital channels for engagement, and articulates identity through written and verbal channels to effectively communicate corporate messages and enrich the corporate reputation of a transforming public institution. Keywords: Corporate communication, corporate identity, corporate image, corporate reputation, employee engagement, organizational transformation
... With this regards, much research in the relevant field has claimed that IC is an important issue in employees' engagement in their organisation (Baumruk et. al., 2006), and the organisations effectively communicating with their employees could have higher EE (Baumruk et al., 2006;Yates, 2006). Whereas much research has claimed that communication is an important means for increasing EE, the number of research conducted in the tourism sector to find out the relationship between the use of IC channels and its effects on employees' engagement is very limited. ...
... It could also be defined as the exchange of formal or informal information between the managing team of an organisation and the employees of that organisation. Communication within organisations may be achieved through circulation materials, newsletters, surveys, interactions conducted face-to-face meetings, suggestion boxes, email, Intranet, video conferences, Internet, notice boards, memos, letters, formal presentations, telephone calls, open forums reports, wikis and blogs (Baumruk et al., 2006;Yates, 2006). Communication is also defined as meaningful interaction happening among people (Clutterbuck and Hirst, 2003). ...
... Few researches are available in the relevant literature mentioning about a relationship between the use of IC and employees' engagement. However, organizations with effective communication skills with their employees are accepted to be less likely to experience turnover and resistance and to have increased returns from the shareholder, commitment and EE (Goodman and Truss, 2006;Yates, 2006). Watson Wyatt (2002) found that organizations equipped with effective communication skills were found to be more likely to have more engaged employees, and it helps organisations to experience less financial problems (Yates, 2006). ...
Employee engagement (EE) has become a popular term in organisational management recently. In the relevant literature, the use of
internal communication (IC) channels is claimed to be a significant factor in increasing employees’ engagement levels. However, the
number of research conducted on this issue within the hotel context in the tourism sector is very limited. Therefore, this research aimed
to examine the use of IC channels and their effects on employees’ satisfaction levels from their jobs, the meaningfulness of their work
and their commitment levels to their organisations during the COVID-19 crisis. Questionnaire technique was used in the study for data
collection and 389 employees from five-star hotels in different geographical regions of Turkey participated in the research. The results
obtained with relevant statistical analysis indicate that there is a significant relationship between the use of IC channels and satisfaction
levels of employees at Turkish hotel organisations.
... Effective communication is a key driver of employee engagement (Baumruk and Gorman, 2006;Hoover, 2005;Woodruffe, 2006;Yates, 2006). Hoover (2005), added that successful communication process retains the preserves their engagement even in difficult times and for sure the organisation will persist strong. ...
... Effective communication is a key driver of employee engagement (Baumruk and Gorman, 2006;Hoover, 2005;Woodruffe, 2006;Yates, 2006). Hoover (2005), added that successful communication process retains the employees and preserves their engagement even in difficult times and for sure the organisation will persist strong. ...
... Watson (2006) said that organisations that respect the norms of communication and applies it effectively will produce higher levels of engagement than others. According to Yates (2006), effective communication practice drive employee engagement, commitment, retention, and productivity, which in turn translate into enhanced business performance that generates superior financial returns. It is an established fact that concise and honest communication is an important tool for enhancing employee engagement. ...
This study investigated the influence of effective communication and compensation management on employees’ engagement in some selected financial institutions in Lagos State, Nigeria. Employee Engagement is an important business approach for organisational success because high level of employee engagement in both private and public sector improve employees’ performance and organisational productivity. The survey research design method was adopted for the study and a total of 150 respondents were selected using random sampling techniques. Data were collected through the use of Gallup Q12 Employee Engagement Scale developed by Gallup (2013), effective communication scale adopted from the Institute for Employment Studies (IES) in Dilys, Sarah, and Sue, (2003) and
Employee Satisfaction Scale in Crossley, Bennett, Jex, & Burnfield, (2007) to measure compensation management. The data collected were analyzed using statistical packages for social sciences (SPSS) which include descriptive analysis of demographic information using pie chart and simple percentage. Linear regression analysis and Pearson correlation were used to test the three hypotheses that were generated for the study at 0.01 alpha levels of significance. The study
concluded that effective communication and compensation management have significant positive effect on employees’
engagement. Moreover, the findings also revealed that employees’ engagement is significantly related to organisational performance. Based on the findings of this study, it was recommended that organisations should increase employee engagement by going beyond downward communication and making sure that people are not just treated as employees; instead they should be treated as valued employees.
Keywords: Effective communication, compensation management, employee engagement, organisational productivity
... In addition to marketing, operations and human resources, financial measures like return on investment (ROI), sales, and earnings per share have been used to assess the success of communication (Verghese, 2017;Meng & Berger, 2012). Other measures include return on assets (Mubeen et al., 2014;Rashid et al., 2003), return on equity (Mubeen et al., 2014;Meng & Berger, 2012), revenues (de Vries et al., 2020;Mishra & Mishra, 2014), and market price (Meng & Berger, 2012;Yates, 2006). ...
... Most research in communication and organisational effectiveness examines non-financial organisational performance from a human resource viewpoint centred on work performance (Martinez & Hurtado, 2018;Cowan, 2017;Holá & Pikhart, 2014) and employee productivity measurements (Martinez & Hurtado, 2018;Yildiz, 2015). Literature demonstrated several non-financial performances of human resource practices such as employee-organisation relations (Kang & Sung, 2017), organisational productivity (Men et al., 2020;Ruck & Welch, 2012), employee retention and recruitment (Špoljarić & Verčič, 2022;Yates, 2006), and low rates of absenteeism (Komodromos, 2020;Antony, 2018), are consistently linked to excellent communication and engagement between employees and their organisations. ...
This paper aims to develop an integrative conceptual framework for studying employee communication and engagement effectiveness on organisational performance. Although research indicates employee communication and engagement play an essential role in organisational performance, there is limited empirical research assessing their interdependent relationships on a financial and non-financial performance basis. This paper extensively reviewed the literature on employee communication and engagement related to organisational performance, financially and non-financially, during stable economic situations and crises such as the COVID-19 pandemic. Drawing from the Social Exchange theory, this paper theoretically provides the basis for a thorough evaluation of employee communication and engagement's impact on organisational success. This paper identifies employee communication attributes of two-way, transparency, and consistency that influence employees' psychological, intellectual, and physical engagement may affect the organisational performance's financial and non-financial measures. The integrative connections showing engagement mediates the relationship between employee communication and organisational performance tend to contribute more to increasing organisational values. Practically, this study's conceptual model may benefit communicators in identifying the essential directions for developing and executing effective internal communication strategies to keep the organisation moving forward and ensure long-term growth. The originality of this study is that it improvises the conceptualisation of employee communication effectiveness and organisational performance. It introduces an integrative conceptual model of employee communication, engagement and organisational performance constructs that may explain how to better predict organisational outcomes, both financially and non-financially, in the age of pandemics or non-pandemics.
... Ensuring that the organization fulfils its duties and provides information to all its employees regarding objectives, financial results, as well as any other type of matter that is linked to the organization (Yates, 2006;FitzPatrick, 2012); ...
... Support and promote major changes, specifically explain the reason for the change, main goals and advantages to all employees involved(FitzPatrick, 2012;Brandão, 2014; Welch & Jackson, 2007);Promoting strong and empowered leadership(Yates, 2006); Promote engagement and thus encourage all employees to remain in the organization (FitzPatrick, 2012); Promote communication between employees from different areas and functions to contribute to positive internal relationships and a much lighter and more dynamic organizational environment (Welch, 2020; Welch & Jackson, 2007); According to Ezezue (2007) there are three basic types of communication, namely: Verbal Communication -This occurs most often in a face-to-face setting or connection, such as when delivering information about a new project that must began. It can also include using instruments and electronic equipment like phones and public address systems. ...
The bachelor's degree in Creativity and Business Innovation is a joint study programme offered by the Polytechnic of Porto (P.PORTO), through the Porto School of Accounting and Administration (ISCAP), Vilnius Kolegija - University of Applied Sciences (VIKO), from Lithuania and the Estonian Entrepreneurship University of Applied Sciences (EUAS), from Estonia. This is a pioneer degree in the context of Portuguese higher education, taught in English. Due to its innovative character, it responds to the new paradigms that higher education institutions (HEI) will have to face. With innovative syllabus, teaching/learning methodologies and assessment methods it develops new paths for higher education programmes. To conclude this degree, students must develop and present a Final Thesis (Project). Thus, the present book compiles, in the form of chapters, some of the work presented by the students during the academic years of 2020/21 and 2021/22. They have been organised in the form of volumes, being the first volume presented (Volume I). The objectives of this book are (1) to allow students of this bachelor's degree to develop and consolidate knowledge in the various disciplinary areas of Management, (2) to support students in finalising their Final Thesis (Project), and, finally, (3) to promote the transfer of knowledge from Academia to Society. The organizer and the authors of the chapters are grateful for the support of the entrepreneurship and innovation research line of the Center for Organisational and Social Studies of Polytechnic of Porto (CEOS.PP).
... Internal communications are essential. Because, it affects the company's crux (Yates, 2006) and it is a contributing factor to the success of the company (Forman & Argenti, 2005;Tourish & Hargie, 2004d). ...
... Organizations which have effective communications will achieve employees with more profits, commitment, motivation employee retention and engagement for the shareholders. Moreover, it helps the companies to operate with higher productivity and generate better financial returns (Guzley, 1992;Sias, 2005;Yates, 2006). ...
Objective of the study: The purpose of this paper is to identify the critical attributes of internal communications and employee engagement. It also studies the impact of internal communications on employee engagement in Iran’s petrochemical industry
Design and Methodology: This is a quantitative research and a survey questionnaire was conducted for data collection from a single case petrochemical company. Simple random sampling was used to select respondents from different disciplines and at different levels within the company. A total number of 218 questionnaires were distributed. The collected data were then analyzed using the multiple regression technique with the help of SPSS software, and the five research hypotheses were tested.
Findings: The results show that the frequency and mode dimensions of internal communications have the most and least impacts on employees’ engagement. The direction and quality dimensions received second and third positions respectively.
Originality: This study adds to the body of knowledge by focusing on a phenomenon in an Iranian petrochemical case environment which had not been previously investigated.
... Internal communications are essential. Because, it affects the company's crux (Yates, 2006) and it is a contributing factor to the success of the company (Forman & Argenti, 2005;Tourish & Hargie, 2004d). ...
... Organizations which have effective communications will achieve employees with more profits, commitment, motivation employee retention and engagement for the shareholders. Moreover, it helps the companies to operate with higher productivity and generate better financial returns (Guzley, 1992;Sias, 2005;Yates, 2006). ...
Objectives: The purpose of this paper is to identify the critical attributes of internal communications and employee engagement. It also studies the impact of internal communications on employee engagement in Iran's petrochemical industry. Methods: This is a quantitative research and a survey questionnaire was conducted for data collection from a single case petrochemical company. Simple random sampling was used to select respondents from different disciplines and at different levels within the company. A total number of 218 questionnaires were distributed. The collected data were then analyzed using the multiple regression technique with the help of SPSS software, and the five research hypotheses were tested. Results: The results show that the frequency and mode dimensions of internal communications have the most and least impacts on employees' engagement. The direction and quality dimensions received second and third positions respectively. Originality: This study adds to the body of knowledge by focusing on a phenomenon in an Iranian petrochemical case environment which has not been previously investigated.
... In the past decade, social media channels have revolutionized internal communication by their ability to create and strengthen ties among employees, collect and exchange information, foster teamwork, generate trust and loyalty, build lasting relationships and facilitate the role of workers as ambassadors of their own company (Cao et al., 2012;Mazzei, 2014a, b;Morgan et al., 2004;Skeels and Grudin, 2009;Wattal et al., 2010;Zoonen et al., 2014). Companies that invest in improving the effectiveness of their communication practices deliver better market share, more shareholder value, increased engagement and lower employee turnover (Yates, 2006). ...
... Their participation in the C-suite, which has been highly touted by scholars as the ideal, is proved to boost the level of quality of internal communication. This finding is in line with the previous research (Bowen, 2009;Grunig, 1992;Dozier and Broom, 1995;Yates, 2006), which has consistently emphasized that communication professionals must gain membership in the dominant coalition. Such strategic participation makes it possible to share information transversally, so that all members of an organization have access to the information they need in order to carry out their daily tasks (Van Riel, 1997). ...
Purpose: The purpose of this paper is to explore the factors that influence the success of internal communication in Spanish companies, specifically the importance of the channels used, activities conducted through ISM and the role played by the communication professional. Design/methodology/approach: The model employed argues that to obtain success in internal communication, three factors are considered necessary: first, communication professionals must participate in strategic decisions; second, they have to use together social media channel and classical channel to communicate with employees; and finally they must choose which activities they carry out during the use of social media. These elements are developed in the literature review. To research practices of internal digital communications and level of success of internal communication across types of organizations, a quantitative survey between professionals from Spanish companies was conducted. Findings: The results revealed that the hierarchical level, participation in the strategic decision process and dedication of the communication practitioner, alongside with the use of face-to-face and online communication channels, and the perceived importance of communication activities conducted through social media platforms are the key factors that influence the quality of internal communication. However, no significant relationship between the level of success and the use of social media channels was found. Research limitations/implications: The current study has several limitations that should be noted and addressed in future research. The main limitation lies in the fact that the dependent variable – success in communication – is entirely based on communication professionals’ perceptions. Replication studies can be conducted to cross-validate the results obtained from this study using business outcome metrics to measure the communication effectiveness. A further limitation is related to the sampling procedure. Obtaining a representative sample of communications professionals in Spanish companies poses a number of limitations due to the impossibility of having accurate data on the total population. Practical implications: The findings of the current study provide important implications for public relations professionals on what (i.e. the content) and how to (i.e. the channels) communicate within an organization. In general, internal communicators should move from historical roles as information producers and distributors to advisory roles in strategic decision making. Additionally, the implementation and use of ISM should be carefully revaluated. Communication practitioners should examine and address the difficulties involved in choosing the correct channels, devoting the necessary time to their adequate management, analyzing employees’ feedback and improving the engagement. Originality/value: The study shows that internal communication practices in Spanish companies are changing. The model used in this research can be applied in an individual organization to evaluate what factors improve the communication of its employees and carry out additional research in other countries or types of organizations to identity new challenges.
... According to various research papers of managers´ views, the 60 % of problems in the organization are caused by incorrect communication. Yates (2006) summarizes the results of recent research Watson Wyatt. Watson Wyatt´s latest research has found convincing evidence that the companies with highly effective internal communication practices produce superior financial results and enjoy greater organizational stability. ...
... Watson Wyatt´s latest research has found convincing evidence that the companies with highly effective internal communication practices produce superior financial results and enjoy greater organizational stability. [18] The comprehensive content of internal communication is realised within leadership. The main challenge of leadership is to achieve mutual benefit for the company and its employees. ...
In today's competitive world, the management of human resources plays an integral role as it influences prosperity of the company. The satisfied and loyal employees - internal stakeholders create the foundation for effective work within the real life of the company which is to improve on the effectiveness of internal communication. The internal communication process directly influences the building of mutual relations between the company (management) and its employees. Unfortunately, the importance of internal communication is not sufficiently understood in managerial practice. Management is not aware of the most important function of effective internal communication, which is essential for knowledge management, reengineering and prosperity of the company. Without effective internal communication, the company does not take full advantage of its resources. Effective internal communication improves the work environment climate while increasing awareness among employees of company activity and plans. Management gets to hear suggestions about the company's plans and policies from its employees through effective feedback mechanisms. Thus the company is able to use fully the accumulated experience of all its employees. Effective internal communication enhances the role of the managers and gives more positive attitude to change within the company. It also allows opportunities to solve problems before they become crises. It creates and sustains employee commitment and concentrates effort on the task on hand while achieving the company's objectives. This chapter brings an overview of internal communication. It clarifies the internal communication within the context of personal, marketing and other areas of the company control process. It describes the synergy that can be created by proper utilization of managers' abilities and skills, and the use of information and communication technology tools. The chapter includes selected results of the field research and the current status and trends of managers' views on the issue of internal communication. The last part focuses on the effective internal communication set up.
... Internal communication has a crucial importance on the staff engagement, which increases profitability of a company and supports its competitiveness as the research by Gallup [5], Yates [17], Tan [15] and Pikhart [12], [13] confirm. Efficient communication in a company has become a necessary work condition which creates the environment of cooperation and connects the expectations of employees with the ones of the company. ...
... Watson Wyatt's research has found convincing evidence that the companies with highly effective internal communication practices produce superior financial results and enjoy greater organizational stability. This study provided proof for the strong correlation between communication effectiveness, organizational turnover and financial performance [17]. The implementation of internal communication into strategic management is considered to be a necessary condition for efficient internal communication in a company [10]. ...
The paper focuses on the management of internal communication inasmuch it can influencecompany efficiency and competitiveness in the current global business market. Theimplementation of internal communication strategies can be a way to enhance company efficiencyand it can also increase and support engagement of employees in everyday company operationsand connect the employees expectations and increase their morale. On the other hand, inefficientcommunication is a stress factor paralysing the key functions in a company structure and itsstrategy. The conducted research has proved the crucial role of internal communication inproducing superior financial results and the implementation of internal communication into strategicmanagement is considered to be a necessary condition for efficient internal communication in anycompany operating in the global market. The implementation of internal communication intostrategic management of the company means accepting the importance of staff as communicatorsand partners and thus seeing them as the most important asset for the company. The conductedresearch carried out in 252 companies operating in the Czech market has shown that strategic andsystematic internal communication is important for the company profitability and itscompetitiveness. Small companies do not focus on internal communication as such and solve thecommunication issues intuitively and ad hoc, however, it is important to set certain strategies ofinternal communication into a company management so that the problems of insufficientcommunication are eliminated as much as possible. The research has proved that in thecompanies which systematically manage their internal communication the efficiency evaluation ofthe internal communication is significantly higher than in the ones which do not manage theirinternal communication systematically, and in the companies which include internal communicationin their strategic management the evaluation of efficiency of internal communication is significantlyhigher than in other companies.
... In her model, awareness and understanding are engagement outcomes resulting from good internal communication practices. Good internal communication practices include: promoting organisational culture, values and objectives; aligning employees' expectations and performance with organisation's expectations and consumers' needs; providing employees with all the necessary information, including information they need to do their job, as well as information about their contribution to the organisation (Yates, 2006). Through all these practices, internal communication is able to fulfil one of its key functions, which is building emotional engagement (Ruck and Trainor, 2012). ...
... The quality of employee performance in any organisation is crucial. This fact leads to a need for organisations to take care of and plan communication and for it to be a tool for organisational control and promoting the performance and commitment of employees to an organisation (Yates 2006;Ndlovu et al. 2021). ...
This research project aims to analyse the leadership and communication styles adopted by Angolan companies, particularly in Benguela province, and their impact on the results of these organisations. In Angola, and with the recent assimilation of the principles of market economy, the figure of the leader must abandon old management paradigms and integrate the modern principles of management of organisations into their functions, not only focusing on achieving the goals of the company but also on creating an environment conducive to the participation and involvement of employees, articulating strategies so that everyone grows in and with the organisation. Thus, the general objective of the research is to assess the managers’ perception of their leadership style (transformational, transactional, and laissez-faire) and its impact on the organisation’s performance. To this end, a quantitative study was carried out using a questionnaire, using, among other dimensions, the multifactorial leadership questionnaire (MLQ), distributed to a sample of 227 managers. Data were analysed using SPSS using descriptive statistics (frequencies, means, standard deviation) and inferential statistics (t-test, ANOVA, Tukey’s test). The results show that the leaders perceive their leadership styles as transformational and recognise that communication, motivation, and the reward system strongly impact the organisation’s performance.
... Organizations should also document internal communication strategies to enable supervisors (Markos and Sridevi, 2010;Rama Devi, 2009) and employees to take a more proactive approach to communication (Yates, 2006). Supervisors should receive one-to-one (in)formal communication training where their ability to communicate should be developed, along with skills in contemporary communication systems (i.e. ...
Purpose
Organizations generally seek to achieve higher productivity and performance from employees but leave out the vital roles of engagement and communication. Employees' role at the micro, meso and macro levels cannot be ignored in organizational growth. However, the question remains: how to engage employees to reap performance benefits? This study examines how leaders' support and communication increase subordinates' engagement and performance by applying social exchange theory (SET).
Design/methodology/approach
Dyadic data of 249 full-time (middle-level) employees and their leaders were collected from the Indian automobile sector through a survey. After achieving the goodness-of-fit indices, the hypothesized framework was analyzed.
Findings
The authors found that employees who perceived support from their leaders were engaged, which consequently adds to their performance. Similarly, the results of moderation analysis highlighted that internal communication is a crucial factor in engagement.
Practical implications
By measuring employee engagement across three dimensions (cognitive, emotional, and physical), this study adds to the business communication literature and calls attention to human resource professionals to update the organization's policies to enable managers to engage their subordinates for better performance. Organizational development specialists can improve internal communication, which further enhances the relationship between leaders' support and engagement.
Originality/value
This study advanced the literature by discussing the marginally discussed role of internal communication in the nexus of engagement–performance. Additionally, this study contributes to our understanding of the engagement–performance nexus as an outcome of leadership.
... A good inter communication highly expands monetary outcomes with management solidness [28]. Research was also done to find the connection of correspondence adequacy, hierarchical turnover, and financial performance [29]. Different work level might have different satisfaction [30]. ...
In this study, childcare employees of Kedah State are evaluated for their job satisfaction. Study research on the connectivity between pay, internal communication, motivations, working hour, and job satisfaction by using quantitative methods through questionnaires. 234 respondents are identified are the sample of this study who are the employees the childcare center. The study discovered that internal communication, motivations, and job satisfaction are correlated. However, pay and working hours are not correlated. Satisfied employees found to work in the organizations. Research found a better knowledge of factors influencing job satisfaction in childcare centers. The findings provide a better understanding to the center, importantly to the management, in measuring their employees job satisfaction.
... Institutions that advance in refining the effectiveness of their internal interaction practices deliver effective results (Yates, 2006). Countries like India are emphasizing on research and innovation, which are key in promoting a dynamic and vibrant environment in academics. ...
The aim of the present study is to examine the relationship amongst the three variables i.e., innovative culture (IC), social media (SM) and organizational effectiveness (OE). The study also aims to explore the mediating role of social media on the proposed relationship. Based on the proposed framework, data were collected from 732 faculty of Indian technical education institutions through selfreported questionnaires. The data were tested utilizing Structural Equation Modelling (SEM) technique. The findings revealed positive relationship between IC and OE. Social media indicated a two-dimensional model, namely utilitarian, and hedonic purpose. Further, results indicated that social media for hedonic purpose mediated the relationship between innovative culture and organizational effectiveness. This paper offers significant insights to Higher Educational Institutions (HEIs) that may help the institutions tounderstand the importance of social media that may affect organizational effectiveness. Till date, social media as a mediator has received less attention in the context of technical educational institutions in India. The establishment of social media as a mediator between IC and OE in HEIs is unique.The findings contribute to the existing body of literature on IC, social media, and OE in the non- Western context as the data were collected from the domain of private engineering colleges in India. Keywords: innovative culture, social media (utilitarian, hedonic), organizational effectiveness
... Employees at LG Electronics also stated that employee relations and communication were strategic in the realisation of the Jeong-do management philosophy and the operational LG-way method of governance. It is further observed that the two approaches serve as aspects of internal communication and were positioned as mediating antecedent engagement variables, promoting commitment and a sense of belonging (Kang & Sung, 2017;Men & Bowen, 2017) while also serving as communication engagement outcomes -offering awareness, understanding and appreciation of organisational values (Yates, 2006). ...
Research on how communication contributes directly to high levels of employee engagement within the workplace is still relatively under-prioritised in public relations and corporate communication literature. Although some evidence exists on the relationship between internal communication strategies and employee engagement outcomes, the accentuated value that can bederived from internal communication practice is yet to be fully explored. The purpose of this study is to reposition and recognise the strategic nature of internal communication in maximising and cultivating high levels of employee engagement for organisational performance and success. The study explores the strategic importance of internal communication in accordance with amanagement philosophy anchored on collaborative, open and transparent communication. By using semi-structured interviews with managers and focus group discussions with employees, the study found that organisational engagement emanating from a strong management philosophy as part of the internal communication strategy empowered employees to perform beyond prescriptive expectations. Also, employees viewed the management philosophy as an avenue for the attainment of organisational goals, enabledthrough ‘one-on-one caring’ interviews with managers, which centered on the sensitivity of collaborative internal communication efforts. The efficacy level of internal communication was a key determinant of the organisation’s engagement efforts. More so, internal communication was also used to facilitate the dialogic exchange of information and often cultivated diverse opinions to improve operational efficiency through the attainment of strategic communal relationships.
... Organizational communication is a dynamic process whose success requires coordination between the human factor and the material factor, This process is not based only on the level of personal relationships between individuals and groups who represent decision makers and implementers, but rather includes all organizational frameworks and functions that facilitate the activities of the organization (Yang Li, 2008), It is important for the organization to have an effective communication system, which enables it to achieve organizational stability (Yates, 2006) . ...
This study aims to determine the impact of the organizational dimension on the marketing strategy implementation, we relied on descriptive and analytical methodology was based on variables description and data analysis and testing hypotheses, the data were collected from a sample of 190 individuals representing four algerian telecoms companies (Telecom of algeria, ATM mobilis, Djezzy, Ooredoo) .and to test the hypotheses, we relied on multiple linear regression analysis by using (spss 25), The results showed that there are five organizational factors that have a direct influence on the marketing strategy implementation we mention it in order (Organizational structure, Organizational control, Organizational culture, Organizational communication, Organisational processes).
... This battery of items was equally shaped by the previous interviews and conversations about the research model. We took it into our survey as results from the literature have shown that a wellfunctioning internal communication has a positive effect on the organisations' performance (Cowan 2017;Tourish and Hargie 1996;Yates 2006). ...
Management culture shapes economic performance in social enterprises. Entrepreneurial orientation, taking care of the internal communication culture and a good anchoring of organisational goals and strategies lead to high achievement in a broad range of economic goals. These findings are based on a survey of 257 Swiss social enterprises. The statistical analyses reveal that the relevance of the elements of management culture differs from one performance criterion to another. This leads to important practical implications that are discussed in the light of a shifting welfare regime, in which SEs are increasingly under pressure to act in a pro‐business and pro-market manner.
... Ruck. and Welch, 2012;Yates, 2006;Kitchen and Daly, 2002). First, many companies invest considerable capital in building dynamic and efficient internal communication models (Deepa and Baral, 2021). ...
Purpose
This article explores how internal communication impacts happiness at work and intrapreneurship through the dimensions of communication climate and communication in meetings.
Design/methodology/approach
Literature analysis and quantitative empirical data collection are used to achieve this study's purpose. The study employed a non-experimental, cross-sectional, explanatory design. A questionnaire of closed-ended questions was used, adapted from validated scales for measuring constructs, and apply to 156 employees of industrial, service and commercial companies in the Northeast of Mexico. The analysis techniques used included exploratory factor analysis and structural equation modelling.
Findings
In the descriptive analysis of the data, the authors find that 57.7% of the sample is satisfied with the communication climate, 28.85% moderately satisfied, and 13.47% dissatisfied. Regarding the levels of happiness at work, high (71.15%), medium (21.15%) and low (7.7%) levels were found. In intrapreneurship, high (67.31%), medium (26.92%) and low (5.77%) levels were found. The exploratory factorial analysis showed that the instrument was adequate for measuring the variables. Good correlations were also found between the items that make up each variable. Finally, the relationship between internal communication, measured by the dimensions of communicative climate and communication in meetings, and happiness at work was verified using the structural equation technique. The latter has a positive impact on intrapreneurship.
Research limitations/implications
This article has some theoretical and methodological limitations like any other academic work. They would be interesting to address in future research. In this way, it is possible to empirical examine the variables of intrapreneurship, internal communication and happiness (Ravina-Ripoll et al. , 2021c). The first is the study's cross-sectional design and data collection by a non-probabilistic sample, carried out in a single source. Both aspects mean that our study is not free of corresponding biases; this may result in the findings of the present work not being statistically correct. The second derives from the absence in the literature of structural equation modelling studies that analyse the constructs that make up the object of this academic work in a multidimensional way. However, although an influence I show between the variables, it is recommended to take the data with discretion. There is still a need for more empirical evidence to support these relationships before generalised results can be presumed. Despite the remarkable progress made in recent years in the literature on the three dimensions of this article, few scientific studies examine inferentially how internal communication and intra-entrepreneurship influence employees' happiness at work in today's digital society. The authors of this academic work consider it attractive for future research to address the analysis of internal communication strategic management models. It is a robust driver of intra-entrepreneurship and employee happiness in organisations (Galván-Vela et al ., 2022a). In conclusion, from this heuristic perspective, companies can improve, on the one hand, their competitive position in the market. Their managers must cultivate an organisational culture that emphasises internal communication as a catalyst for innovation, employee loyalty, and productive efficiency. On the other hand, companies will be able to invigorate their corporate image to face the significant challenges in the globalised economy, thus to become sustainable, humane, ecological intra-entrepreneurial corporations (Galván-Vela et al ., 2021a). It may lead to a more social, inclusive, prosperous and egalitarian ecosystem. In this way, it makes the culture of organisations around the pillars of happiness management, social marketing and the Sustainable Development Goals shine (Galván-Coronil et al. , 2021).
Practical implications
This section does not attempt to argue that internal communication and intrapreneurship constitute two intangible resources that improve organisations' productivity and collective happiness (Lee and Kim, 2022). However, it is necessary to clarify that the results achieved in this academic study show two fundamental aspects. The first is to invite managers of companies in the post-Covid-19 era to cultivate a culture based on happiness management. It makes internal communication a fast vehicle that exponentially boosts intrapreneurship, among other things (Castillo-Abdul et al ., 2021). To this end, their strategic management models must carry out a diametrical shift in their innovation and internal communication actions. On the one hand, it allows for building loyalty among their creative talent. It does this by creating an organisational climate that encourages interpersonal relationships, the spirit of teamwork, collaborative participation, and disruptive thinking (Thelen and Formanchuk, 2022). On the other hand, promoting an ethical, assertive and empathetic leadership style proactively stimulates the commitment, trust and passion for the work of all members of the company (Men and Yue, 2019). The second is to emphasise implementing a constructive, friendly and positive intra-organisational language. In this way, it is dynamising the collective happiness of its human capital through the figure of the Chief Happiness (Jiménez-Marín et al. , 2021b).
Originality/value
Intrapreneurship, internal communication and happiness at work are topics of great interest in academic agendas in recent years. It is basically because these three dimensions, individually or jointly, have positive effects on the productivity of organisations. However, no research flow evidences our theoretical model proposed in this article. Therefore, there is a need for future studies that advance the literature in the area of business. In this way, we will have more data on how these constructs affect the life of organisations in the post-Covid 19 eras.
... consultant Kathryn Yates explained that a study in 2005/2006 found that companies with high communication effectiveness produced a 57% higher total return to shareholders during the five-year period of 2000-2004 compared with companies with low communication effectiveness (Yates, 2006). She concluded that companies that invest in improving the effectiveness of their communication practices will position themselves to realise substantial rewards in the future, including higher shareholder returns, increased market premiums, higher employee engagement and lower turnovers. ...
Purpose
Despite the proven link between internal communication and more effective business results, only a few attempts have been made to answer the essential question of who is responsible for managing internal communication in an organisation. This paper aims to examine the presence of internal communication management (ICM) practices in companies in Latvia and launch a new discussion on who should manage internal communication in a modern company to support business strategy and development.
Design/methodology/approach
In the first phase of the study, a survey was conducted in three business sectors in Latvia involved in managing and implementing the internal communications function. Using the multiple case study method, the second phase of the study examined in-depth, ICM and the implementation practices in four different Latvian companies. In total, 13 in-depth interviews were conducted within 4 companies, and thematic analysis was used to analyse the material gained from the interviews.
Findings
The target companies and relevant professionals from different fields have divergent opinions about who should manage the internal communication function. From the research across four companies, it was concluded that internal communication was implemented in a fragmented manner. There was a weak understanding of the meaning and goal of internal communication. The potential of effective internal communication in reaching strategic goals has not been realised. Responsibility for ICM is often limited to the reactive performance of public relations departments, human resources or marketing specialists. The companies clearly did not have a defined scope of responsibilities for managing internal communication amongst the different parts of their organisations. It can be concluded that company managers should pay attention to how internal communication is conducted, clearly delegate this function to a manager and define the expected results that meet the company’s strategic goals. The results of this research can be used to inform recommendations for integrating the ICM function.
Originality/value
Only a few research papers have discussed responsibility for internal communication functions. This research particularly fills this gap and emphasises the need to assign responsibility for an organisation’s ICM function as it is the core factor in strategic implementation and input related to business goals.
... Effective communication has a positive relationship with the degree of productivity and the degree of employee motivation (Robbins, Judge, 2009;Sprague, Del Brocco, 2002). Communication in organizations has an impact on strategic aspects of business (Anderson, 2001;Nelson, Coxhead, 1997;Nikolić, Terek, Vukonjanski, Ivin, 2012) and economic aspects of business (Andersen, Segars, 2001;Ehling, White, Grunig 1992;Yates, 2006). Also, effective organizational communication has a positive effect on organizational learning, proactivity, and innovation (Garcia-Morales, Matias-Reche, Verdu-Jover, 2011), as well as employee job satisfaction (Burke, Wilcox, 1969;Pincus, Knipp, Rayfield, 1990). . ...
In this paper, the state of the internal communication item in the company for construction, trade and services "KRAFT PORT" DOO Novi Sad is examined. In addition, the condition of the observed items was examined depending on the age of the respondents and the level of education of the respondents in the company (high school or higher education). Respondents are employed in the observed company. The results show that the internal communication in the company "KRAFT PORT" DOO is very favorable and at a high level. Older employees, as well as employees with higher and higher education, more favorably assess the overall importance of communication in the company and the quality of information exchange in the company. Accordingly, the proposal is to strengthen vertical communication with younger employees and employees with high school.
... Walden et al. (2017) find that organisational commitment is enhanced when information flow is improved, and interactions between managers and subordinates occur in supportive environments. Thus, previous studies find that companies that use internal communication effectively experience more significant employee commitment (Goodman & Truss, 2004;Sias, 2005;Walden et al., 2017;Yates, 2006). Thus, this study hypothesises as follows: ...
Purpose: This study examines the influence of line manager communication (LMC) on affective organisational commitment through the mediating mechanisms of employee trust and job satisfaction. The study further investigates the moderation effect of line manager communication and employee trust to explain affective organisational commitment.
Design/methodology/approach: Data for the study were collected from employees at different organisational levels in the financial services sector of South Africa through an online survey hosted on Qualtrics. A covariance-based structural equation modelling (SEM) was performed to assess the various hypotheses by using Mplus. The moderation analysis used the latent moderated structural (LMS) model approach, which utilises the unique capabilities of SEM.
Findings/results: The results show that LMC does not independently influence organisational commitment. However, LMC indirectly influences affective organisational commitment through employee trust and job satisfaction. Moreover, the findings indicate that LMC positively influences affective organisational commitment under conditions of high employee trust.
Practical implications: Firms should develop the communication skills of line managers to foster employee trust and job satisfaction to contribute to employee commitment. Line manager communication should be nurtured, especially in high-paced financial services firm environments, for employee trust and job satisfaction to be enhanced, and in turn, improve organisational commitment.
Originality/value: The findings demonstrate that LMC does not independently influence organisational trust. Instead, line managers should focus their communications on improving employee trust and job satisfaction if they seek to foster strong employee identification with firm goals and vision.
... Walden et al. (2017) find that organisational commitment is enhanced when information flow is improved, and interactions between managers and subordinates occur in supportive environments. Thus, previous studies find that companies that use internal communication effectively experience more significant employee commitment (Goodman & Truss, 2004;Sias, 2005;Walden et al., 2017;Yates, 2006). Thus, this study hypothesises as follows: ...
Purpose: This study examines the influence of line manager communication (LMC) on affective organisational commitment through the mediating mechanisms of employee trust and job satisfaction. The study further investigates the moderation effect of line manager communication and employee trust to explain affective organisational commitment.
Design/methodology/approach: Data for the study were collected from employees at different organisational levels in the financial services sector of South Africa through an online survey hosted on Qualtrics. A covariance-based structural equation modelling (SEM) was performed to assess the various hypotheses by using Mplus. The moderation analysis used the latent moderated structural (LMS) model approach, which utilises the unique capabilities of SEM.
Findings/results: The results show that LMC does not independently influence organisational commitment. However, LMC indirectly influences affective organisational commitment through employee trust and job satisfaction. Moreover, the findings indicate that LMC positively influences affective organisational commitment under conditions of high employee trust.
Practical implications: Firms should develop the communication skills of line managers to foster employee trust and job satisfaction to contribute to employee commitment. Line manager communication should be nurtured, especially in high-paced financial services firm environments, for employee trust and job satisfaction to be enhanced, and in turn, improve organisational commitment.
Originality/value: The findings demonstrate that LMC does not independently influence organisational trust. Instead, line managers should focus their communications on improving employee trust and job satisfaction if they seek to foster strong employee identification with firm goals and vision.
... Measuring and evaluation tools are the source of increasing interest for communication professionals, feeling the need to support their professional efforts with tangible results (Men and Bowen, 2017). For Heide and Simonsson (2011) the evaluation (of the relationships amongst internal stakeholders) is one of the five top challenges for practitioners and Yates (2006) asserts that effective communication with employees is a lever for engagement, which translates into higher productivity and improved financial performance to the organization and, consequently, to its shareholders. However, and even though the topic of measurement has been the cause of internal communication academic studies since the 80's (O'Neil et al., 2018), research studies report that many professionals simply do not measure their efforts due to lack of knowledge, time and resources (Sebastião et al., 2017;O'Neil et al., 2018). ...
Purpose
Considering the impact internal communication has on the performance of organizations, studies about internal communication are revisited in order to generate a deeper understanding about the disciplines that shape the topic and the main trends influencing both the academic and professional fields.
Design/methodology/approach
Departing from a communicational background, the authors integrate dispersed contributions from disciplines such as organizational communication, public relations, corporate communication and marketing communications, to the literature on internal communication.
Findings
The significant role played by internal communication is supported by scholars with different theoretical backgrounds. Despite the clear differences between disciplines, the defense of a strategized internal communication and a focus on the employee is widely accepted.
Practical implications
Both scholars and practitioners will need to keep adapting to a reality where: internal communication practices are not only managerial but also dependent on the inputs of the employees; the ability to listen and collect feedback is sacred, and internal communication plans are expected to be strategically implemented and measured.
Originality/value
By showing the plurality of disciplines that influence internal communication, a strategized multidisciplinary focus on the topic is encouraged.
... Managers need to aid in sense making of internal communication to build quality employee relationships in the workplace, which enhanced the company's reputation. Researchers have also focused on business strategy and communication (Men, 2014;Sull et al., 2015;Verčič et al., 2012;Yeomans & FitzPatrick, 2017), business outcomes (Mazzei, 2014;Ruck & Welch, 2012;Yates, 2006), organizational effectiveness, and communication strategy (Tkalac Vercic & Poloski Vokic, 2017;Welch, 2011Welch, , 2012. Missing from the literature was an understanding of how business strategies could most effectively be communicated to managers and non-managers in multiple United States-based organizations (Duthler & Dhanesh, 2018;Edinger-Schons, Lengler, Scheidler, & Wieseke, 2018;Welch, 2012). ...
The researcher focused on both managerial and non-managerial internal communication of business strategy. This research sought to answer the following questions: First, how do employees in United States organizations perceive their organization’s communication effectiveness? Second, how has the use of multimedia approaches impacted the effectiveness of communicating business strategies to the employees? Last, what are the various ways in which an organization could modify their communication for employees to better understand its business strategy? The research used a nonexperimental qualitative research method to analyze multiple case studies. Eighteen employees from three United States organizations consisting of one manager and five non-managers from each company were interviewed. Through data collection and analysis, the researcher incorporated Lofgren's six-step process of transcription, labeling of results samples, categorizing, labeling of the categories, providing a hierarchy to the categories, and drawing up the results. Data analyzed showed that successful leaders had better communication strategies in their operations across major job descriptions and departments within the business organization compared to the unsuccessful ones. The themes found were necessary information should be provided, better distribution of information across sections, better productivity and condensing of information, increased use of visuals, and improving information presentation approaches. The researcher provided an in-depth analysis of existing communications models within the organizations. Notably, all three business organizations successfully exhibited elaborate communication systems.
... There is a steady stream of studies examining links between internal communication and organizational performance (e.g Grunig et al., 2002;Yates, 2006;Morris, 2010;Bakker et al., 2011;Welch, 2011;Meng and Berger, 2012;Jiang and Men, 2015;Kang and Sung, 2017). Internal communication has the potential to effectively convey the values of the organization to all employees, involve them with the goals of the organization and results in more engaged employees (Bindl and Parker, 2010). ...
: Recent studies indicate internal communication and organizational identification are the pressing needs of organizations to achieve employee performance and organizational effectiveness. Despite an extensive number of studies, the concepts of internal communication and organizational identification and their link to employee performance are still understudied particularly on the impact of organizational effectiveness. Understanding the mechanisms by which internal communication influences employee performance also remains scarce in the literature. Thus, this paper is prepared to ascertain the influence of two factors; internal communication as the communication factor and organizational identification as the social factor in terms of enhancing employee performance. A wide-ranging search of the three concepts is explored, examined their relationships and proposed with an underlying mechanism for the relationship. Adopting symmetrical internal communication, social identity and social exchange theories from the perspective of employee communication behavior, this paper reviews and analyses the effects of internal communication and organizational identification on employee performance by providing an integrative conceptual framework and suggesting an improved direction for future research. Theoretically, this paper provides a comprehensive insight into the existing literature that offers the basis for a rigorous assessment of internal communication and organizational identification influences on employee performance. Practically, the conceptual model may provide communication managers with the crucial guidelines for designing and implementing appropriate internal communication and identification programs for the success of employee performance and organizational sustainable development.
... Referenca (Andersen, & Segars, 2001), ukazuje na veoma važnu ulogu interne komunikacije u strategijskim aktivnostima preduzeća. Reference (Yates, 2006) ukazuju da poboljšavanje interne komunikacije obezbjeđuje bolje finansijske rezultate organizacije. Suština organizacijske komunikacije jeste dvosmjerna komunikacija između menadžera i zaposlenika, a naročito dolazi do izražaja u uslovima ekonomske krize kada dolazi do dramatičnog pada povjerenja zaposlenih u menadžere i smanjenja lojalnosti zaposlenih prema organizaciji. ...
U vremenu koje karakteriše stalna potreba brzog prilagođavanja organizacijskihperformansi promjenama koje nameće tržišno okruženje, upravljanje stresom,zadovoljstvo komunikacijom i organizacijska posvećenost postaju neizostavan faktoruspjeha. Menažderi koji žele postizati vrhunske poslovne rezultate moraju znatiupravljati stresom zaposlenih u svojim organizacijama, jer tako mogu značajnopovećati zadovoljstvo organizacijskom komunikacijom, a time i stepen organizacijskeposvećenosti zaposlenih, što se naravno odražava na njihovu radnu efikasnost ali i nasve druge individualne i organizacijske performanse. Cilj ovog rada je da se krozobjašnjenje relacije navedenih dimenzija, a ukontekstu menadžerske aktivnostiupravljanja stresom zaposlenih, daju smjernice top menadžerima u organizacijama napodručju Bosne i Hercegovine za pokretanje odgovarajućih akcija usmjerenih kaupravljanju stresom zaposlenih, kako bi tako povećali nivo zadovoljstvaorganizacijskom komunikacijom i organizacijsku posvećenost.
... Many studies in the broader scope of academic history identified the relationship between internal communication and the promising results at a personal level and organisational level. Organisations that have effective communication will achieve turnaround employees with less resistance and more profits for the shareholder, the commitment and employee engagement can achieve higher (Guzley, 1992;Sias, 2005;Yates, 2006). According to Yates, "communicating effectively promotes employee engagement, commitment, employee retention rates and profit. ...
In the new era of technology, petrochemical Companies have been experiencing an extreme influence from the existence of the Internet, Intranet and are bearing highly competitive scenarios. Developing a skilled workforce is ultimately essential to take the organizations to greater heights and levels. The scope of the study is the impact of internal communication at the organisational level on facilitating employee engagement is measured in the Iranian petrochemical Companies. The data was collected from 70 staffs in this sector. This study has a practical implication for the research at large and has revealed a connection between internal organisational communication and employee engagement. It has unraveled the dimensions of internal organisational communication which it needs to be focused on enhancing vigor, dedication, and absorption of employees.
... In addition to the perceived organizational support, internal communication is also touted as one of the key drivers in building work engagement (Yates, 2006 Sudhakar & Patil, 2006). In line with research by White, Vanc, and Stafford (2010) who also found that effective internal communication can enhance employees' sense of ownership and give employees a greater sense of responsibility to support organizations on a personal level. ...
... For example, according to Garcia-Morales, Matias-Reche, Verdu-Jover [45], internal communication affects the technological proactively, organisational learning and organisational innovation. References Andersen, Segars [46], Yates [47], show that the improvement of internal communication provides better financial results of the organisation. Similar to the above, a significant number of references confirms the influence of internal (as the most important leadership communication) on job satisfaction Kang [48], Schweitzer [49], which is certainly in close relation with the dimensions of mutual trust and organisational commitment. ...
The paper presents the theoretical foundations of leadership based on the LMX exchange leader-member theory which essentially involves leadership process where a continuous and creative interaction between leaders and followers is at the centre of attention, during which the leader, among other things, affects the degree of mutual trust and organisational commitment and the quality of relationships in his/her organisation, which actually has a direct impact on organisational performances, effectiveness of the organisation's business and its market positioning.
Also, the paper presents the results of research conducted in organisations in Bosnia and Herzegovina, which undoubtedly point to the fact that the dimensions of leadership based on the LMX exchange leader-member theory, is strongly correlated with the dimensions of mutual trust and organisational commitment, and to have a significant positive impact on them, and therefore on organisational performances and effectiveness of business organisations that were included in this study.
... However, a steady stream of researchers recently began examining links between internal communications and organizational performance (e.g. Broom and Dozier, 1983;Dozier, 1990;Grunig et al., 2002;Meng and Berger, 2012;Stacks and Michaelson, 2010;Yates, 2006), and the values of excellent internal communications have been noted in fostering better relationships with employees and espousing employee engagement (e.g. Kress, 2005;Lockwood, 2007). ...
Purpose
The purpose of this paper is to examine how a company’s symmetrical internal communication efforts could influence its employees’ perception of relationship outcomes with the company and the subsequent employee communication behaviors about the company to others and their turnover intention. Additionally, the mediation effects of employee-organization relationship (EOR) quality between symmetrical internal communication and employee engagement were tested.
Design/methodology/approach
The study collected the data from a survey of randomly selected 438 individuals who work as sales representatives of the case organization. Respondents were randomly selected through stratified sampling. For the overall statistical procedure, this study adopted the two-step structural equation modeling: on the basis of the final measurement model analysis from confirmatory factor analysis, the proposed structural model was tested using latent variables.
Findings
The findings of this research clearly demonstrate: employee/internal communication management is linked with employee engagement; employee engagement enhances supportive employee communication behaviors and reduces turnover intention. Also, the mediation results show strong mediation of EORs on the effects of symmetrical internal communication on employee engagement.
Research limitations/implications
Employees’ communication behaviors such as megaphoning and scouting have special strategic values to organizations. With information seeking, selecting, forwarding, and sharing behaviors of employees, organizations may obtain more valuable information than through formal procedures and channels. Professional literature has long been supporting the importance of fostering positive employee communication behaviors (ECBs), suggesting that WOM and information from the employees deemed as most trustworthy by the external publics. ECBs about their organizations may be viewed as a testament of the quality of EOR. This study results show that employee engagement plays a key role in creating positive ECBs.
Practical implications
Pragmatically, as noted in the findings, symmetrical communication is an important factor that leads to positive ECB. To facilitate employees’ favorable communication regarding an organization, therefore, the organization needs to practice a two-way, employee-centered symmetrical communication system in its everyday communication management. Communication managers are advised to nurture internal communication practices that listen to the employees and invite their participation in addition to providing complete and fair information to employees. Second, by showing the significant positive influence of EOR on employee engagement and ECB, the finding of the study suggests that strategic relationship management with internal publics affect overall management effectiveness. Hence, organizational managers need to adopt various relationship cultivation strategies in their communication with employees, which have been previously proposed by several studies.
Originality/value
The findings of the study demonstrated that the effects of employee relationship management and symmetrical internal communication indeed exist beyond ECBs to the actual managerial outcomes. The findings also suggest a three-stage model of employee communication management: employee/internal communication management antecedents; employee engagement; and supportive outcomes of effective employee communication programs, such as supportive/extra ECBs.
... V úvodu článku jsou uvedeny dvě důležité studie dokládající, že interní komunikace jako jedna z pracovních podmínek silně ovlivňuje angažovanost a pracovní výkon pracovníků. (EASHW, 2010, Yates, 2006 Fungující komunikace jako stimulátor vytváří pozitivní sociální klima, podmínky pro spolupráci, napomáhá plnění úkolů i vlastní motivaci. Špatně fungující komunikace se stává stresorem, narušuje pracovní vztahy, demotivuje a paralyzuje. ...
Cil: Cilem výzkumneho setřeni bylo zjistit stav a význam interni komunikace v konkretnim zdravotnickem zařizeni a doporucit opatřeni k jejimu zlepseni.Metody: V souladu s cilem prace byl proveden kvalitativni výzkum formou hloubkových rozhovorů s top managementem nemocnice, a take proběhla analýza zakladnich předpokladů (prvků) efektivni interni komunikace. Byly identifikovany hlavni faktory ovlivňujici interni komunikaci a jejich vliv a význam byl nasledně ověřovan kvantitativnim výzkumem - dotaznikovým setřenim mezi zaměstnanci.Výsledky: Byly potvrzeny hypotezy o významu interni komunikace a jejiho vlivu na pracovni chovani a výkony, byly zhodnoceny zakladni předpoklady pro efektivni interni komunikaci a doporuceno jejich konkretni zlepseni.Zavěr: Lze konstatovat, že se potvrdil signifikantni význam interni komunikace ve zkoumane nemocnici. Pracovnici vnimaji interni komunikaci jako důležitou a shoduji se, že ovlivňuje jejich pracovni výkon a pracovni chovani a jednani. Nemocnice neměla spravně nastavene některe předpoklady pro fungovani interni komunikace, ale nasledně přijala opatřeni k jejich zlepseni.
... (De Ridder & Jan, 2004). Communications may include newsletter, circulation materials, surveys, emails, suggestion boxes, meetings, in-house television, face-to-face relations, email, hotlines, Internet, telephone calls, videoconferences, memos, letters, notice boards, formal presentations and reports (DeBussy, Ewing & Pitt, 2003;Goodman & Truss, 2004;Baumruk, Gorman & Gorman, 2006 andYates, 2006) ...
... Literature also suggests that effective information transfer (an employee involvement climate factor) through the use of communication systems (Hoover, 2005;Yates, 2006) infl uences work engagement and subsequent organization performance. More generally, Macey and colleagues (2009) argued that engagement mediates the relationship between a high-performance work environment (analogous with employee involvement climate) and employee and organizational performance. ...
Sales performance is widely regarded as an important index of individual and organizational performance. Sales employees require access to organizational and job resources as well as personal resources in order to function effectively. An individual-level salesperson performance model is proposed that draws from the motivational process represented in the Job Demands-Resources Model (Bakker & Demerouti, 2007). Organizational and job resources are conceptualized in terms of employee involvement climate (Riordan, Vandenberg, & Richardson, 2005). Personal resources are conceptualized in terms of employees' psychological capital (Luthans & Youssef, 2004). The model delineates how employee involvement climate influences engagement; how psychological capital influences performance; how employee involvement climate and psychological capital interact to influence employee engagement; and how, in turn, engagement impacts salesperson performance. The model will potentially prove useful to human resource managers, organizational development practitioners, and sales managers aiming to up-skill and more fully involve and engage their salespeople in order to optimize salesperson performance.
... Social Capital Theory suggests that effective internal communication creates social assets which in turn yield organizational benefits in the form of trust, information sharing, and relational norms which are integral to corporate success (Tourish and Hargie, 1996). Internal communication is a critical area of management that has been proven to have a major impact on an organization's effectiveness, particularly when managed strategically (Hume and Leonard, 2013;Yates, 2006). External integration encompasses joint planning, strategic information sharing, and collaboration between a focal firm and its upstream suppliers and downstream customers to manage a collaborative and synchronized process (Chen and Paulraj, 2004;Paulraj et al., 2008;Yu et al., 2013;Wong et al., 2011;Zhao et al., 2011). ...
... All these parameters are directly dependent on internal communication. According to the results of research conducted at the consulting firm Watson Wyatt 1 , organizations with developed internal communication systems have much lower employee fluctuation, less absenteeism and increased productivity [1]. ...
In today's world, social networks are one of the most popular ways of communication. Communication and relations among people can be monitored based on interaction on social networks. The question is the exact meaning of this interaction and can the real life relationship be interpreted from interaction on social networks. In this study, we used the most popular social network Facebook with the aim of finding the correlation between the interaction among users on Facebook and friendship in real life. In this paper, we propose a model for calculating the weight of friendship among users of social networks based on their interactions on Facebook. The model takes into account the general significance of a particular form of interaction (like, comment, etc.) and the specific significance of this form of interaction for each user. Apart from creating a model for calculating the weight of friendship, in this paper, general significance ratio of each communication parameter was experimentally determined. The model was built and evaluated by searching intersection of two sets, a set of user's 10 best friends that he himself cited and a set of 10 best friends obtained using the proposed model. Average overlapping of these two sets was 70.9%. Additionally, the overlap level of these two sets for different demographic groups was analyzed.
... Literature also suggests that effective information transfer (an employee involvement climate factor) through the use of communication systems (Hoover, 2005;Yates, 2006) infl uences work engagement and subsequent organization performance. More generally, Macey and colleagues (2009) argued that engagement mediates the relationship between a high-performance work environment (analogous with employee involvement climate) and employee and organizational performance. ...
Sales performance is widely regarded as an important index of individual and organizational performance. Sales employees require access to organizational and job resources as well as personal resources in order to function effectively. An individual-level sales performance model is proposed that draws from the motivational process represented in the Job Demands-Resources Model (Bakker & Demerouti, 2007). Organizational and job resources are conceptualized in terms of employee involvement climate (Riordan, Vandenberg, & Richardson, 2005). Personal resources are conceptualized in terms of employees' psychological capital (Luthans & Youssef, 2004). The model delineates how employee involvement climate influences engagement; how psychological capital influences performance; how employee involvement climate and psychological capital interact to influence employee engagement; and how, in turn, engagement impacts salesperson performance. The model will potentially prove useful to human resource managers, organizational development practitioners, and sales managers aiming to up-skill, more fully involve, and engage their salespeople in order to optimize salesperson performance.
This study intends to analyze the findings of previous research results related to the impact of managerial communication styles on the formation of employee motivation and attitudes which will be examined through the concept of interpersonal communication, the concept of organizational communication, social exchange theory and organizational support theory. This type of research is qualitative with a literature review approach as an analytical method. The research results show that communication styles and managerial leadership styles have a positive impact on the formation of employee motivation and attitudes. The personality of company leaders is also an important variable in growing employee confidence. The level of communication satisfaction is another variable that can strengthen the emotional bond between employees and company managers. The leader's personality factor, assertive communication style and the visionary-organic leadership paradigm are proven not only to influence the formation of the technical aspects of supervision, but also to the psychological aspects of employees, namely the high support and commitment of employees to the company.
The influence of changes of typical organizational management structures in transport companies on the effectiveness of its adaptation to the changing environment is analyzed. The impact is studied which affects the efficiency indicators of increasing the intensity of communication flows, including the formation of the position of a communication broker in the organization structure, an increase in the number of communication channels per agent, an increase in the intensity of interaction between individual agents when using modern means of communication, such as corporate messengers, online meetings, videoconferences. The research method is numerical modeling of the behavior of a transport industry company, presented as a set of interacting agents. The nature of the organization model construction reflects the prevailing organizational culture in it (the study considers models of two types of organizational culture – hierarchy and adhocracy). The novelty of the work is in quantifying the effectiveness of the transport organization in processing information about changes in the environment through modifications of the organizational structure. The results of the study show that the organizational effectiveness is determined by the static and dynamic characteristics of the organizational management structure. Static characteristics include the depth of hierarchy levels, the density of interaction between agents and departments in the organization; dynamic characteristics include the speed of information dissemination, indicators of the impact of agents on each other. Conclusions. A comprehensive analysis of the environment, the organizational structure of management and the level of training individual agents that make up the organization allows to select a modification of the communication environment that ensures an increase in the effectiveness of the adaptive abilities of the transport industry organization.
Using a survey of 400 full-time employees in Korea, this study investigates the underlying processes through which internal brand communication influences organizational outcomes. Specifically, the study examines how internal brand communication influences turnover intentions through brand identification and employees’ in-role and innovative behaviors. The analysis showed that internal brand communication increases brand identification, which further increases the in-role and innovative behaviors of employees. It also revealed that in-role behaviors increase turnover intentions.
Communication is a key element for the success of any organization. The present study aims to construct and validate a scale of perception of internal communication. It is also intended to assess whether there are differences in internal communication between employees who are teleworking and those who are in‐person work in times of the COVID‐19 pandemic. The methodology used is quantitative in nature based on a questionnaire survey, with the sample consisting of 837 Portuguese individuals in a work context. The results show that the structure of the scale of perception of internal communication is composed of three factors: organizational information, communication with supervisors, and communication between colleagues. The perception of internal communication in the factor organizational information showed higher levels in workers who are in telecommuting situations. It is hoped that this work will enrich the academy and enable managers to use communication more effectively so that the organizations they manage become more competitive.
Managerial Communication today is an integral component of many business related disciplines (strategic management, leadership, strategic marketing, business ethics, etc.). However, within the context of global business management, Managerial Communication follows under the broad umbrella of “Business Communication.” Communication with internal and external stakeholders demands careful consideration regardless of the industry. Having a managerial communication policy in place allows for strategic information dissemination as well as the protection of transmission of confidential data. This chapter discusses the topic of communication in general with emphasis on managerial communication within the cross-cultural context. The result of a qualitative study used in this chapter confirms that efficient communication strategies and effective communications policy implementation can propel a firm to success. Within this framework and that of managerial leadership effectiveness, managerial communication does not refer to media communication or journalism for that matter; instead, it focuses solely on managerial communication within the context of global business management.
During the past three decades, the term employee engagement has attracted considerable interest within the management literature. Defined as “a distinct and unique construct that consists of cognitive, emotional, and behavioral components that is associated with individual role performance” (Saks, 2006, p. 602), its popularity stems from early claims by practitioners and consulting firms. Having an engaged workforce may be a key competitive advantage to organizations that employ strategic resources to develop and maintain the engagement of their employees (Macey & Schneider, 2008; Shuck & Wollard, 2009).
The aim of study was to develop a model to identify the influence of communication, organizational identification and trust on the organizations’ performance and proposition of model. The research was descriptive and quantitative, and it was conducted in a soft drink Industry, in Brazil. Hypotheses (n=9) were raised and was applied a questionnaire for 310 employees, considering the constructs: Internal Communication, Trust in the Co-workers, Trust in the Manager, Organizational Identity and Performance. The results showed that the hypotheses H1, H3 and H7 were confirmed. The higher the organizational identification, the greater will be the trust in the manager and the performance. In H4, the study confirmed that there is a lower influence of the Internal Communication on Performance. Thus, the Internal Communication does not support the Performance. Although the direct effect on Performance is contrary (-0.139), the indirect effect was positive (0.476), generating a total effect of 0.337.
Orientation: Active listening is the single most important contributor to effective communication by managers; however, this is the skill they seem to struggle with the most. Other important skills for effective communication include feedback and the ability to deal with interference.
Research purpose: This study’s primary objective was to determine the effectiveness of managers’ listening and feedback skills and their ability to deal with interference during the listening and feedback phases of the communication process as perceived by subordinates with varying educational backgrounds.
Motivation for the study: The aim was to improve managers’ communication with their subordinates.
Research design, approach and method: The research followed a quantitative descriptive design. A self-administered questionnaire was compiled, a non-probability convenience sample was chosen and 931 usable responses were acquired.
Main findings: The results showed that subordinates perceived their managers’ communication competencies to be marginally above average. Managers’ listening and feedback skills were perceived to be better by graduate-level subordinates than by those with only a Grade 12 qualification. Subordinates with a postgraduate degree also had better perceptions of these skills than those with a Grade 12 qualification, although this finding was not statistically significant.
Practical and managerial implications: Managers need to be aware that their communication competencies are crucial to their business’s success. Additionally, their subordinates’ perception of the effectiveness of their communication varies according to varying educational levels. Therefore, managers are advised to consciously make greater efforts in their communication with subordinates with lower qualifications.
Contribution or value-add: In conclusion, this article will make managers more knowledgeable about potential challenges they may encounter during the communication process regarding listening skills, feedback skills and propensity to deal with interference.
This chapter examines the important role of space in communication. Design scholarshave long recognized the importance of context, but few have gone further thanto acknowledge that space has a communicative dimension. While design researchhas investigated certain aspects of communication (especially some of the symbolicproperties) in organizations, it has not examined the full spectrum of symbolic andphysical properties of space that affect interpersonal, group and organizationalcommunication needs. The physical setting communicates messages through itssymbolic properties. Just as importantly, it supports or impedes our ability to usevisual, auditory, tactile/haptic, and olfactory cues through its physical propertiesthat help convey and interpret messages in social interaction. Design solutions thateffectively utilize symbolic and physical properties of space to accommodate interpersonal,group and organizational communication needs support organizationalstrategies to maximize worker opportunity to perform in today's workplace.
Managerial Communication today is an integral component of many business related disciplines (strategic management, leadership, strategic marketing, business ethics, etc.). However, within the context of global business management, Managerial Communication follows under the broad umbrella of "Business Communication." Communication with internal and external stakeholders demands careful consideration regardless of the industry. Having a managerial communication policy in place allows for strategic information dissemination as well as the protection of transmission of confidential data. This chapter discusses the topic of communication in general with emphasis on managerial communication within the cross-cultural context. The result of a qualitative study used in this chapter confirms that efficient communication strategies and effective communications policy implementation can propel a firm to success. Within this framework and that of managerial leadership effectiveness, managerial communication does not refer to media communication or journalism for that matter; instead, it focuses solely on managerial communication within the context of global business management.
One of the more frequently used terms to describe international business in the twenty-first century is globalisation. To many, this implies an easier access to foreign markets and a harmonisation of business practices across the planet. However, to some this movement threatens indigenous values, norms, and traditions. Cross-cultural management has long been perceived as an important branch of international management. In the past, it has provided the community with insight as to why social and commercial processes may differ from culture to culture. The scholarly articles pertaining to the Czech Republic lack substance. Even the Hofstede cultural dimensions for this country are based on replications or estimates. Therefore, this paper investigates the current state of Czech cultural dimensions. Based on the qualitative research consisting of literature review, field observation, and surveys, the hypothesis "Hofstede cultural dimensions attributed to the Czech Republic require substantial review and re-evaluation on a 'culture-alone' basis" is confirmed. The paper discusses attained results from seven perspectives namely, Equality; The self, the group, and others; The Macho and the Virgin; Risks and distrusts; Looking towards the future; Language and communication; and Spirituality and belief. The first five equate to Hofstede's cultural dimensions, language and communication as well as spirituality and belief being a hybrid of both Hofstede and Hall. Furthermore, five other cultural aspects are also discussed in the paper - Uncertainty Avoidance; Masculinity/Femininity; Individualism- Collectivism; Power Distance; and Language and Religion. The paper establishes a Czech benchmark, which is open to discussion and may be used in both theory development and practice.
Workplace culture refers to conditions that collectively influence the work atmosphere. These can include policies, norms, and unwritten standards for behavior. This book focuses on various aspects of workplace culture in academic libraries from the practitionersâ viewpoint, as opposed to that of the theoretician. The book asks the following questions: What conditions contribute to an excellent academic library work environment? What helps to make a particular academic library a great place to work? Articles focus on actual programs while placing the discussion in a scholarly context. The book is structured into 14 chapters, covering various aspects of workplace culture in academic libraries, including: overview of workplace culture, assessment, recruitment, acclimation for new librarians, workforce diversity, physical environment, staff morale, interaction between departments, tenure track/academic culture, mentoring/coaching, generational differences, motivation/incentives, complaints/conflict management, and organizational transparency.
2005 human capital index® study
- Watson Wyatt