Measuring internal communication
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The document discusses internal organizational communication from both management and employee perspectives. It summarizes 12 studies involving over 10,000 employees. While over half of employees felt informed about the organization's direction, fewer felt that senior managers clearly communicated this or were involved in sharing information. There is more focus on the volume of communication rather than the understanding and content. The document also presents questions that assess how informed and supported employees feel as well as challenges in evaluating newer communication tools like internal social media.
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Measuring internal communication
- 1. Valuing internal communication; management and employee perspectives Kevin Ruck and Mary Welch University of Central Lancashire, UK
- 6. How well informed am I? Do I have a voice?
- 7. My organisation provides plenty of support for people. I identify with the organisation’s values and am an advocate of what it does. I know what my job responsibilities are and how they contribute to the team and organisation. I know how I am doing and have good development opportunities. I have regular opportunities to have a say and what I say is taken seriously. I am well informed about what is going on and what is planned and my line manager is committed to the organisation.
Editor's Notes
- This paper is based on a review of twelve leading academic and consultancy studies representing 10,928 respondents. It argues that approaches to assessment are too narrowly focused on process, rather than content. Assessment tools are outdated, rooted in a positivist research philosophy, and take little account of employee communication needs and the rise of internal social media.
- The paper explored approaches to assessing internal communication and the associated links to internal communication theory. As theory is incomplete, it is not possible to establish a definitive conceptual model of internal communication that can be used to guide assessment. However, it is possible to outline a new conceptual model of internal communication (figure 2) that takes more account of the individual and the social communication needs of employees, the cognitive and social psychological aspects of communication and identification, bridging and buffering, and the drivers for employee engagement that are missing or marginalised in many of the assessment instruments.