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Kinneer lhhc

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  • 1. James Kinneer Laurel Highlands Communications Conference September 23, 2010
  • 2. • Method – Systematic review of peer reviewed literature – Databases used included: Academic Search Complete, Business Source Premier, Communications and Mass Media Complete and Google Scholar – Search parameters focused on articles from 2005 to 2010, additional resources identified from references of relevant sources – Search terms: employee engagement, internal communication, employee communication, organizational communication, corporate communication
  • 3. • Summary of the Literature – Employee Engagement – Leadership and Management Communication – Internal Marketing and Branding – Technology Enabled Communications • Directions for Further Research
  • 4. • Summary of the Literature – Employee Engagement – Leadership and Management Communication – Internal Marketing and Branding – Technology Enabled Communications • Directions for Further Research
  • 5. • Summary of the Literature – Employee Engagement – Leadership and Management Communication – Internal Marketing and Branding – Technology Enabled Communications • Directions for Further Research
  • 6. • Employee Engagement – Definition – Benefits – Key Drivers – Role of Internal Communications
  • 7. • Employee Engagement – Definition A positive cognitive, emotional and behavioral state directed toward organizational outcomes (Shuck and Wollard 2009).
  • 8. • Employee Engagement – Benefits Engaged employees are more productive, profitable and deliver higher levels of customer service with higher levels of retention and lower absenteeism and accident rates (Fleming, 2009).
  • 9. • Employee Engagement – Role of Internal Communication Employee communication facilitates employee engagement (Dorey & Garcia, 2007).
  • 10. • Employee Engagement – Key Drivers A number of factors contribute to employee engagement including workplace culture, managerial style, trust, leadership and corporate reputation (Lockwood, 2007).
  • 11. • Summary of the Literature – Employee Engagement – Leadership and Management Communication – Internal Marketing and Branding – Technology Enabled Communications • Directions for Further Research
  • 12. • Leadership and Management Communication – Senior Leadership Credibility – Strategic Direction – Manager Effectiveness – Importance of Personal Connection
  • 13. • Leadership and Management Communication – Senior Leadership Credibility Internal communications is the protector of leadership credibility and must help to reinforce a consistent management message (Dorey & Garcia, 2007).
  • 14. • Leadership and Management Communication – Strategic Direction Employees want the organization’s strategy to be effectively communicated to them so they can contribute to the corporate strategy and help the organization succeed (Matthews, 2010).
  • 15. • Leadership and Management Communication – Manager Effectiveness Effective organizations make communication a formal part of the line manager’s role and provide line managers with communication training (Alexander, Lindsay-Smith & Joerin, 2009).
  • 16. • Leadership and Management Communication – Importance of Personal Connection Face-to-face opportunities for information exchange and dialogue are critical to effective internal communications (Alexander, Linsday Smith & Joerin, 2009).
  • 17. • Research on Leadership and Communication Study Findings Whitworth & Riccomi (2005) Direct correlation between managerial communication effectiveness and job satisfaction. Matlock (2008) Supervisor communication competence is a strong predictor of employee job satisfaction. Harris &Maceli (2010) CEO communication more important than manager communication during a time of significant change.
  • 18. • Summary of the Literature – Employee Engagement – Leadership and Management Communication – Internal Marketing and Branding – Technology Enabled Communications • Directions for Further Research
  • 19. • Internal Marketing and Branding – Definitions • Internal Marketing • Internal Branding – Research on Job Satisfaction and Organizational Commitment
  • 20. • Internal Marketing and Branding – Definitions • Internal Marketing • Internal Branding – Research on Job Satisfaction and Organizational Commitment
  • 21. • Internal Marketing and Branding – Definitions • Internal Marketing Management philosophy of promoting the firm and its policies to employees as if they are the (internal) customers of the firm.
  • 22. • Internal Marketing and Branding – Definitions • Internal Branding Internal Branding is the set of strategic processes that align and empower employees to deliver the appropriate customer experience in a consistent fashion.
  • 23. • Internal Marketing and Branding – Definitions • Internal Marketing • Internal Branding – Research on Job Satisfaction and Organizational Commitment
  • 24. • Research on Job Satisfaction and Internal Marketing Study Findings Turkoz & Akyol (2008) Studied internal marketing in hotel industry and found positive relationship between internal marketing, job satisfaction and hotel performance. Sihombin and Gustam (2007) Research internal marketing in a university setting and found internal marketing to be a predictor of organizational commitment. Shiu & Yu (2009) Found positive relationship of internal marketing to organizational culture and job performance.
  • 25. • Summary of the Literature – Employee Engagement – Leadership and Management Communication – Internal Marketing and Branding – Technology Enabled Communications • Directions for Further Research
  • 26. • Technology Enabled Communications – Intranets – Social Media
  • 27. • Intranets Intranets are the foundation for internal communication, especially in large or global organizations (Alexander, Lindsay-Smith & Joerin, 2009).
  • 28. • Social Media Applications – Instant Messaging – Blogs – Podcasts – Webcast – Wikis
  • 29. • Summary of the Literature – Employee Engagement – Leadership and Management Communication – Internal Marketing and Branding – Technology Enabled Communications • Directions for Further Research
  • 30. • Directions for Further Research – Internal Branding and Employee Engagement – ROI of Social Media Applications – Use of Blended Internal Communications and Employee Engagement
  • 31. References • Alexander, J., Lindsay-Smith, S. & Joerin. C. (2009). On the quest for world-class internal communication. Strategic Communication Management, 13(4), 32- 35. • Dorely, J. & Garcia, H.F. (2007). Reputation Management: The key to successful public relations and corporate communication. New York: Taylor & Francis Routledge. • Fleming, J. (2009). From Gallup: Why engagement is essential. Strategic Communication Management, 13(4), 7. • Harris, E.G, & Maceli, K. (2010). The role of communication in nursing job satisfaction and performance following a significant change in leadership: Implications for health care management. Proceedings of the Annual Meeting of Collegiate Marketing Educators, 146-153. • Shuck, M. B., & Wollard, K. K. (2009). A historical perspective of employee engagement: An emerging definition. In M. S. Plakhotnik, S. M. Nielsen, & D. M. Pane (Eds.), Proceedings of the Eighth Annual College of Education & GSN Research Conference (pp. 133-139). Miami: Florida International University. http://coeweb.fiu.edu/research_conference/ • Shiu, Y., & Yu, T. (2010). Internal marketing, organisational culture, job satisfaction, and organisational performance in non-life insurance. Service Industries Journal, 30(6), 793-809. • Turkoz, I. & Akyol, A. (2008). Internal Marketing and Hotel Performance. International Journal of Tourism and Hospitality Research, 19(1), 149-154. • Whitworth, B. & Riccomini, B. (2005). Management communication: Unlocking higher employee performance. Communication World, 18-22.
  • 32. • References (please refer to proceedings for a complete listing of references) • Contact Information James Kinneer, MA, SPHR Doctoral Candidate Department of Communications Media Indiana University of Pennsylvania 121 Stouffer Hall Indiana, PA 15705 j.w.kinneer@iup.edu

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