Research into internal communication - are practitioners able to do the type of communication that leads to employee engagement? Full report is on the PR Academy website
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.
Employee voice: An antecedent to organisational engagement?Kevin Ruck
Some findings from Dr Kevin Ruck's PhD thesis related to the association between employee voice and organisational engagement, presented at Bledcom 2016 by Kevin and his PhD supervisor Dr Mary Welch.
Engaging Employees For Organisational SuccessKevin Ruck
The document discusses employee engagement and strategies for improving engagement within organizations. It highlights that only 35% of UK employees feel actively engaged with their work. Effective engagement strategies include clear communication from leadership about organizational goals and values, opportunities for upward feedback from employees, and managers who are committed to developing their staff. Engagement is improved when employees feel informed, have a voice, and perceive integrity between stated values and actual behaviors.
The document discusses the concept of employee engagement and organizational engagement. It finds that only 35% of UK employees are actively engaged with their work. Organizational engagement is defined as a social and communicative approach where employees feel informed, have input that is acknowledged, and managers show commitment to organizational values. Several studies cited found that organizational engagement more strongly predicts outcomes and performance than job engagement alone. Key aspects of organizational engagement include employees feeling informed through two-way communication, manager commitment, and opportunities for employees to provide upward feedback.
Smiling but not with his eyes: Authentic employee voice for inclusive organis...Kevin Ruck
A paper presented by Dr Kevin Ruck at the CIPD Applied Research Conference in Glasgow on 1 December 2017.
The paper is based on qualitative research and identifies three aspects of voice:
1. Active listening: adopting an open mind to what is said by employees
2. Authentic responsiveness: being prepared to seriously consider what is said by employees
3. Safety to speak out: alleviating the fear of retribution.
Employee voice and the regulation of employment relations johnstoneNuBizHRMWE
The document discusses different forms of employee voice in industrial relations, including self-management, employee involvement, and employee representation via trade unions. It argues that while union membership has declined, collective representation through trade unions remains important for regulating social and economic interests in the workplace. Union-management partnership strategies that involve cooperation and problem-solving have potential benefits, though critics argue they can be fragile. The document concludes that effective representative employee voice should be supported by public policy and contemporary human resource management.
Internal Communication and Employee Engagement: Informed Employee VoiceKevin Ruck
This document summarizes a webinar about internal communication and employee engagement. It discusses how only 27% of UK employees are highly engaged, and covers topics like leadership, communication, engagement, employee voice, and organizational commitment. It also presents research that correlations have been found between aspects of internal communication and organizational engagement based on surveys of over 2,000 employees across five organizations.
Effects of Internal Communication on Employee EngagementBenjamin Henson
This document summarizes a research paper on the effects of internal communication on employee engagement. It provides an overview of internal communication and employee engagement, reviews selected research on these topics, and discusses implications for further research. The reviewed research found that high quality internal communication can increase trust among employees and engagement. Employee preferences for different communication channels also impact engagement. Generational differences must be considered to effectively engage different age groups of employees. More research is still needed on applying external communication strategies internally and measuring the business impacts of internal communication initiatives.
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.
Employee voice: An antecedent to organisational engagement?Kevin Ruck
Some findings from Dr Kevin Ruck's PhD thesis related to the association between employee voice and organisational engagement, presented at Bledcom 2016 by Kevin and his PhD supervisor Dr Mary Welch.
Engaging Employees For Organisational SuccessKevin Ruck
The document discusses employee engagement and strategies for improving engagement within organizations. It highlights that only 35% of UK employees feel actively engaged with their work. Effective engagement strategies include clear communication from leadership about organizational goals and values, opportunities for upward feedback from employees, and managers who are committed to developing their staff. Engagement is improved when employees feel informed, have a voice, and perceive integrity between stated values and actual behaviors.
The document discusses the concept of employee engagement and organizational engagement. It finds that only 35% of UK employees are actively engaged with their work. Organizational engagement is defined as a social and communicative approach where employees feel informed, have input that is acknowledged, and managers show commitment to organizational values. Several studies cited found that organizational engagement more strongly predicts outcomes and performance than job engagement alone. Key aspects of organizational engagement include employees feeling informed through two-way communication, manager commitment, and opportunities for employees to provide upward feedback.
Smiling but not with his eyes: Authentic employee voice for inclusive organis...Kevin Ruck
A paper presented by Dr Kevin Ruck at the CIPD Applied Research Conference in Glasgow on 1 December 2017.
The paper is based on qualitative research and identifies three aspects of voice:
1. Active listening: adopting an open mind to what is said by employees
2. Authentic responsiveness: being prepared to seriously consider what is said by employees
3. Safety to speak out: alleviating the fear of retribution.
Employee voice and the regulation of employment relations johnstoneNuBizHRMWE
The document discusses different forms of employee voice in industrial relations, including self-management, employee involvement, and employee representation via trade unions. It argues that while union membership has declined, collective representation through trade unions remains important for regulating social and economic interests in the workplace. Union-management partnership strategies that involve cooperation and problem-solving have potential benefits, though critics argue they can be fragile. The document concludes that effective representative employee voice should be supported by public policy and contemporary human resource management.
Internal Communication and Employee Engagement: Informed Employee VoiceKevin Ruck
This document summarizes a webinar about internal communication and employee engagement. It discusses how only 27% of UK employees are highly engaged, and covers topics like leadership, communication, engagement, employee voice, and organizational commitment. It also presents research that correlations have been found between aspects of internal communication and organizational engagement based on surveys of over 2,000 employees across five organizations.
Effects of Internal Communication on Employee EngagementBenjamin Henson
This document summarizes a research paper on the effects of internal communication on employee engagement. It provides an overview of internal communication and employee engagement, reviews selected research on these topics, and discusses implications for further research. The reviewed research found that high quality internal communication can increase trust among employees and engagement. Employee preferences for different communication channels also impact engagement. Generational differences must be considered to effectively engage different age groups of employees. More research is still needed on applying external communication strategies internally and measuring the business impacts of internal communication initiatives.
This research proposal examines how internal social media impacts employee engagement and organizational citizenship behavior (OCB). The researcher aims to investigate whether internal social media increases employee engagement, whether engagement leads to higher OCB, and if voice behavior moderates these relationships. The proposal outlines three research questions, contributions of the study, four objectives, and a theoretical model showing relationships between internal social media, employee engagement, OCB, and voice behavior. The methodology will survey employees from service sector organizations using internal social media to test five hypotheses.
Presentation on "The UK Civil Service People Survey" made at the Lead, Engage...OECD Governance
This presentation by the UK Cabinet Office and the Scottish Government was made at the made at the Lead, Engage, Perform expert meeting on public employment and management, OECD, 21-22 January 2015. For further information please see http://www.oecd.org/gov/pem/lead-engage-perform-expert-meeting.htm
Presentation on "Employee Engagement and Organisational Performance in the Au...OECD Governance
This document discusses employee engagement in the Australian Public Service (APS). It presents data from APS employee censuses conducted in 2012-2013 and 2013-2014 that show levels of employee engagement over time. The APS Employee Engagement Model links workforce and workplace characteristics to employee attitudes, behaviors, and productivity outcomes. Analysis found high-scoring agencies used focused leadership communication, while low-scoring agencies listed generic HR practices. The document outlines plans to further test and improve the engagement model.
MEDIATING EFFECT OF OCB ON RELATIONSHIP BETWEEN JOB ATTITUDES AND KNOWLEDGE S...IAEME Publication
This document summarizes a research paper that studied the relationship between job attitudes, organizational citizenship behavior (OCB), and knowledge sharing behavior among employees of Add Soft Technologies in Bangalore, India. The study found:
1) There was a significant relationship between employee knowledge sharing and their job attitudes. Employees with more positive job attitudes were more likely to share knowledge.
2) There was also a significant relationship between job attitudes and OCB. More positive job attitudes led to greater OCB among employees.
3) OCB had a mediating effect on the relationship between job attitudes and knowledge sharing behavior. Positive job attitudes increased OCB, which then increased knowledge sharing.
Federal worker satisfaction and commitment are at their lowest levels according to surveys. Only 38% of employees believe survey results will lead to changes, and less than half participated. Scores on leadership questions decreased in 2013, with only 41% saying leaders generate high commitment. Beyond budget issues, engagement is low worldwide with only 30% of American employees actively engaged. Disengaged employees have lower productivity and innovation while actively disengaged employees may have conduct issues. Leaders must understand what motivates employees, model desired behaviors, and actively engage all levels to create shared accountability and engagement.
Improving Interpersonal Relationship in Workplacesiosrjce
1) Positive interpersonal relationships in the workplace foster beneficial outcomes for both individuals and organizations. Improving relationships can increase job satisfaction, commitment, and perceived organizational support while decreasing intent to leave.
2) Factors like employee demographics, work environment, and dispositional differences can impact workplace relationships if not properly managed. Compatibility, communication, and interaction settings between coworkers also influence relationships.
3) Management can promote friendships and positive relationships by initiating social activities inside and outside of work. Individuals must also get along with coworkers to create a positive work environment and healthy relationships.
This document discusses the importance of maintaining a strong relationship between consultants and clients. It states that consultants need skills like trust, motivation, teamwork, active listening and effective feedback to develop relationships that benefit both parties. The document then examines research on how trust, motivation and teamwork specifically impact consultant-client relationships. Studies found that trust increases commitment, motivation improves knowledge transfer, and teamwork leads to shared responsibility and involvement between consultants and clients. Developing these relationship skills is important for consultants to help clients and achieve project goals.
This document summarizes a study on employee engagement in the IT industry. It discusses definitions of employee engagement from various scholars and practitioners. It describes how the study was conducted through interviews with HR personnel and employees at an IT company to understand their employee engagement practices. Key findings include how the company divides HR activities among different teams, uses an internal web portal to facilitate employee goals and recognition, and holds regular refresh meetings to encourage employees. The relationship between employee engagement, job satisfaction, and individual/organizational performance is also discussed. In conclusion, the study provided insight into the company's emphasis on engagement from onboarding through exit interviews to increase productivity.
Research proposal of sohail tariq (ms management science) uol SohailTariq16
This document provides information about a research study investigating the relationship between internal social media usage, employee engagement, organizational citizenship behavior (OCB), and power distance. The study aims to determine if internal social media engagement employees and affects OCB, and if power distance moderates the effects of the relationships between internal social media, employee engagement, and OCB. The document outlines the research questions, theoretical model, literature review on the key constructs, and hypotheses. The proposed methodology will target the service sector population but details of the sampling and data collection are not provided.
Feeding back diagnostic information by jeff (copy)jheff arenio
1. Feeding back diagnostic information to the client organization is an important step in the diagnostic process, as it allows organization members to use the data to develop appropriate action plans.
2. Effective feedback data must be relevant, understandable, descriptive, verifiable, timely, limited, significant, comparative, and spur further problem solving. It is also important to structure feedback meetings and ensure appropriate attendance, power, and process help.
3. Survey feedback is a powerful technique that involves collecting data through a questionnaire, analyzing and feeding it back, and using it to diagnose and improve the organization.
Organization citizenship behaviour as a determining Factor in Business outcomeAI Publications
The aim of this research was to look at an organization's citizenship behavior as a deciding factor in business success. The aim of the study was to assess private businesses in Kurdistan, especially in Erbil. To allow the study to measure business outcomes, the researchers used five different dimensions of organizational citizenship behavior. The current study used a quantitative analysis approach in which a questionnaire was adapted from academic sources. Both workers had an equal chance of being chosen for the survey using a random sampling technique. The research was conducted in Erbil's private sector. The researchers distributed 85 questionnaires, but only 75 were returned, and only 67 of the 75 questionnaires were completed correctly. The researcher used multiple regression analysis to measure the established research hypotheses, and the results revealed that all five hypotheses are supported, with the highest value being for fairness perception, as organization citizenship behavior element has a significant influence on business outcome, and the lowest value being for job satisfaction, as organization citizenship behavior element has a significant influence on business outcome. This instrument will be used in future research to further our understanding of organizational learning.
The document discusses issues with how employee engagement survey results are reported, specifically the practice of "percent positive" reporting. It highlights that this method can overstate engagement levels and mask less positive responses, denying employees a voice. It recommends instead reporting the average score for each question to ensure all employee voices are heard. The document offers tools and best practices for using survey results to accurately measure and improve engagement.
Top 10 Public Relations Research Insights of 2015sjackson625
The document summarizes the top 10 public relations research insights of 2015 as selected by the Institute for Public Relations Board. The research topics range from how Millennials view work reputation to diversity in the PR industry. Key findings are highlighted for each study, which was chosen based on rigorous methodology, relevance to practice, and accessibility. The Board aims to present insights that uncover the science behind the art of public relations each year.
Organizational development is a collection of change methods aimed at improving organizational effectiveness and employee well-being through planned, comprehensive, long-range, and dynamic changes with participation from change agents. Some key goals of organizational development include emphasizing humanistic values, treating individuals as complex people, and increasing trust, enthusiasm, and responsibility among members. Common organizational development interventions include sensitivity training, team building, survey feedback, and process consultation. The organizational development process involves evaluation, intervention, problem identification, planning for change, and continuous data collection and management.
This document discusses leadership communication best practices. It recommends that leaders integrate various communication best practices into their organization, including digital tools, oral communication skills, focusing on personal strengths, and developing emotional intelligence. Digital communication tools allow for quick information dissemination but leaders must consider generational differences and corporate culture when implementing them. Strengths-based communication focuses on individual talents rather than weaknesses. Oral communication is improved by having a central message and preparing presentations. Developing emotional intelligence helps leaders understand employee needs and build positive interactions. Overall, applying these best practices can improve organizational communication and success.
Obm executive powerpoint presentation with annotated notesTami Carpenter
Tami Carpenter-Olney presented on organizational behavior management and motivational strategies. She discussed how knowledge sharing can impact employee motivation and introduced five research-driven strategies to improve employee performance, including achievement motivation theory and goal-setting theory. Effective communication and focusing on quality over quantity were emphasized as keys to a successful organizational behavior management process. The presentation took questions at the end.
The document discusses employee engagement and its importance for businesses. It outlines that the 20th century model focused on efficiency over engagement. There are four key enablers of engagement discussed: having a clear strategic narrative communicated consistently, engaging managers who treat employees as individuals, having employee voice throughout the organization, and ensuring organizational integrity where values are reflected in behaviors. The document also provides information on Engage for Success events and community groups to further the discussion on employee engagement.
WQD2011 – BREAKTHROUGH PROCESS IMPROVEMENT – GOLD WINNER – SRF Overseas Ltd -...Dubai Quality Group
Breakthrough Process Improvement case study – Gold Prize winning submission by SRF Overseas Ltd during 3rd Continual Improvement & Innovation Symposium organized by Dubai Quality Group's Continual Improvement Subgroup to celebrate World Quality Day 2011
What 2014 holds for Internal CommunicationsTrefor Smith
This is the follow up to last years guide to Internal Communication trends. This years guide outlines 4 main areas that we think are going to be key in 2014, along with sub themes and a wealth of hints and tips. We hope it is of benefit, and brings you success with your 2014 internal communications!
This research proposal examines how internal social media impacts employee engagement and organizational citizenship behavior (OCB). The researcher aims to investigate whether internal social media increases employee engagement, whether engagement leads to higher OCB, and if voice behavior moderates these relationships. The proposal outlines three research questions, contributions of the study, four objectives, and a theoretical model showing relationships between internal social media, employee engagement, OCB, and voice behavior. The methodology will survey employees from service sector organizations using internal social media to test five hypotheses.
Presentation on "The UK Civil Service People Survey" made at the Lead, Engage...OECD Governance
This presentation by the UK Cabinet Office and the Scottish Government was made at the made at the Lead, Engage, Perform expert meeting on public employment and management, OECD, 21-22 January 2015. For further information please see http://www.oecd.org/gov/pem/lead-engage-perform-expert-meeting.htm
Presentation on "Employee Engagement and Organisational Performance in the Au...OECD Governance
This document discusses employee engagement in the Australian Public Service (APS). It presents data from APS employee censuses conducted in 2012-2013 and 2013-2014 that show levels of employee engagement over time. The APS Employee Engagement Model links workforce and workplace characteristics to employee attitudes, behaviors, and productivity outcomes. Analysis found high-scoring agencies used focused leadership communication, while low-scoring agencies listed generic HR practices. The document outlines plans to further test and improve the engagement model.
MEDIATING EFFECT OF OCB ON RELATIONSHIP BETWEEN JOB ATTITUDES AND KNOWLEDGE S...IAEME Publication
This document summarizes a research paper that studied the relationship between job attitudes, organizational citizenship behavior (OCB), and knowledge sharing behavior among employees of Add Soft Technologies in Bangalore, India. The study found:
1) There was a significant relationship between employee knowledge sharing and their job attitudes. Employees with more positive job attitudes were more likely to share knowledge.
2) There was also a significant relationship between job attitudes and OCB. More positive job attitudes led to greater OCB among employees.
3) OCB had a mediating effect on the relationship between job attitudes and knowledge sharing behavior. Positive job attitudes increased OCB, which then increased knowledge sharing.
Federal worker satisfaction and commitment are at their lowest levels according to surveys. Only 38% of employees believe survey results will lead to changes, and less than half participated. Scores on leadership questions decreased in 2013, with only 41% saying leaders generate high commitment. Beyond budget issues, engagement is low worldwide with only 30% of American employees actively engaged. Disengaged employees have lower productivity and innovation while actively disengaged employees may have conduct issues. Leaders must understand what motivates employees, model desired behaviors, and actively engage all levels to create shared accountability and engagement.
Improving Interpersonal Relationship in Workplacesiosrjce
1) Positive interpersonal relationships in the workplace foster beneficial outcomes for both individuals and organizations. Improving relationships can increase job satisfaction, commitment, and perceived organizational support while decreasing intent to leave.
2) Factors like employee demographics, work environment, and dispositional differences can impact workplace relationships if not properly managed. Compatibility, communication, and interaction settings between coworkers also influence relationships.
3) Management can promote friendships and positive relationships by initiating social activities inside and outside of work. Individuals must also get along with coworkers to create a positive work environment and healthy relationships.
This document discusses the importance of maintaining a strong relationship between consultants and clients. It states that consultants need skills like trust, motivation, teamwork, active listening and effective feedback to develop relationships that benefit both parties. The document then examines research on how trust, motivation and teamwork specifically impact consultant-client relationships. Studies found that trust increases commitment, motivation improves knowledge transfer, and teamwork leads to shared responsibility and involvement between consultants and clients. Developing these relationship skills is important for consultants to help clients and achieve project goals.
This document summarizes a study on employee engagement in the IT industry. It discusses definitions of employee engagement from various scholars and practitioners. It describes how the study was conducted through interviews with HR personnel and employees at an IT company to understand their employee engagement practices. Key findings include how the company divides HR activities among different teams, uses an internal web portal to facilitate employee goals and recognition, and holds regular refresh meetings to encourage employees. The relationship between employee engagement, job satisfaction, and individual/organizational performance is also discussed. In conclusion, the study provided insight into the company's emphasis on engagement from onboarding through exit interviews to increase productivity.
Research proposal of sohail tariq (ms management science) uol SohailTariq16
This document provides information about a research study investigating the relationship between internal social media usage, employee engagement, organizational citizenship behavior (OCB), and power distance. The study aims to determine if internal social media engagement employees and affects OCB, and if power distance moderates the effects of the relationships between internal social media, employee engagement, and OCB. The document outlines the research questions, theoretical model, literature review on the key constructs, and hypotheses. The proposed methodology will target the service sector population but details of the sampling and data collection are not provided.
Feeding back diagnostic information by jeff (copy)jheff arenio
1. Feeding back diagnostic information to the client organization is an important step in the diagnostic process, as it allows organization members to use the data to develop appropriate action plans.
2. Effective feedback data must be relevant, understandable, descriptive, verifiable, timely, limited, significant, comparative, and spur further problem solving. It is also important to structure feedback meetings and ensure appropriate attendance, power, and process help.
3. Survey feedback is a powerful technique that involves collecting data through a questionnaire, analyzing and feeding it back, and using it to diagnose and improve the organization.
Organization citizenship behaviour as a determining Factor in Business outcomeAI Publications
The aim of this research was to look at an organization's citizenship behavior as a deciding factor in business success. The aim of the study was to assess private businesses in Kurdistan, especially in Erbil. To allow the study to measure business outcomes, the researchers used five different dimensions of organizational citizenship behavior. The current study used a quantitative analysis approach in which a questionnaire was adapted from academic sources. Both workers had an equal chance of being chosen for the survey using a random sampling technique. The research was conducted in Erbil's private sector. The researchers distributed 85 questionnaires, but only 75 were returned, and only 67 of the 75 questionnaires were completed correctly. The researcher used multiple regression analysis to measure the established research hypotheses, and the results revealed that all five hypotheses are supported, with the highest value being for fairness perception, as organization citizenship behavior element has a significant influence on business outcome, and the lowest value being for job satisfaction, as organization citizenship behavior element has a significant influence on business outcome. This instrument will be used in future research to further our understanding of organizational learning.
The document discusses issues with how employee engagement survey results are reported, specifically the practice of "percent positive" reporting. It highlights that this method can overstate engagement levels and mask less positive responses, denying employees a voice. It recommends instead reporting the average score for each question to ensure all employee voices are heard. The document offers tools and best practices for using survey results to accurately measure and improve engagement.
Top 10 Public Relations Research Insights of 2015sjackson625
The document summarizes the top 10 public relations research insights of 2015 as selected by the Institute for Public Relations Board. The research topics range from how Millennials view work reputation to diversity in the PR industry. Key findings are highlighted for each study, which was chosen based on rigorous methodology, relevance to practice, and accessibility. The Board aims to present insights that uncover the science behind the art of public relations each year.
Organizational development is a collection of change methods aimed at improving organizational effectiveness and employee well-being through planned, comprehensive, long-range, and dynamic changes with participation from change agents. Some key goals of organizational development include emphasizing humanistic values, treating individuals as complex people, and increasing trust, enthusiasm, and responsibility among members. Common organizational development interventions include sensitivity training, team building, survey feedback, and process consultation. The organizational development process involves evaluation, intervention, problem identification, planning for change, and continuous data collection and management.
This document discusses leadership communication best practices. It recommends that leaders integrate various communication best practices into their organization, including digital tools, oral communication skills, focusing on personal strengths, and developing emotional intelligence. Digital communication tools allow for quick information dissemination but leaders must consider generational differences and corporate culture when implementing them. Strengths-based communication focuses on individual talents rather than weaknesses. Oral communication is improved by having a central message and preparing presentations. Developing emotional intelligence helps leaders understand employee needs and build positive interactions. Overall, applying these best practices can improve organizational communication and success.
Obm executive powerpoint presentation with annotated notesTami Carpenter
Tami Carpenter-Olney presented on organizational behavior management and motivational strategies. She discussed how knowledge sharing can impact employee motivation and introduced five research-driven strategies to improve employee performance, including achievement motivation theory and goal-setting theory. Effective communication and focusing on quality over quantity were emphasized as keys to a successful organizational behavior management process. The presentation took questions at the end.
The document discusses employee engagement and its importance for businesses. It outlines that the 20th century model focused on efficiency over engagement. There are four key enablers of engagement discussed: having a clear strategic narrative communicated consistently, engaging managers who treat employees as individuals, having employee voice throughout the organization, and ensuring organizational integrity where values are reflected in behaviors. The document also provides information on Engage for Success events and community groups to further the discussion on employee engagement.
WQD2011 – BREAKTHROUGH PROCESS IMPROVEMENT – GOLD WINNER – SRF Overseas Ltd -...Dubai Quality Group
Breakthrough Process Improvement case study – Gold Prize winning submission by SRF Overseas Ltd during 3rd Continual Improvement & Innovation Symposium organized by Dubai Quality Group's Continual Improvement Subgroup to celebrate World Quality Day 2011
What 2014 holds for Internal CommunicationsTrefor Smith
This is the follow up to last years guide to Internal Communication trends. This years guide outlines 4 main areas that we think are going to be key in 2014, along with sub themes and a wealth of hints and tips. We hope it is of benefit, and brings you success with your 2014 internal communications!
The principles of effective internal communicationsKenton Larsen
The document discusses creating effective internal communications within an organization. It emphasizes establishing a two-way flow of candid information between employees and management to build trust and understanding of organizational goals. Regular communication helps attract and retain quality employees by satisfying their need for information and involvement. The ideal communication situation fosters confidence, trust, and a healthy environment where the organization and employees can both succeed.
How to write an internal communication strategyRachel Miller
Rachel Miller, Founder of All Things IC Communications Consultancy shares her advice on writing internal communication strategy. Features an infographic by Alive With Ideas!
The document discusses the importance and impact of employee engagement. It provides evidence that improved engagement across the UK could add £26 billion to GDP and boost the economy. Research identified four key enablers to effective engagement: a strong strategic narrative, engaging managers, employee voice, and integrity. Case studies show organizations with high engagement have higher sales, customer satisfaction, productivity, and profit, and lower costs, turnover, and safety incidents. The document argues that all leaders should focus on these enablers to tackle the UK's engagement deficit and realize significant economic and performance benefits.
Avoid these 10 mistakes in your internal communications strategyVing
An effective internal communications strategy is crucial to your financial bottom line. Effective communicators and increased profits are directly related. Here are 10 mistakes you should avoid so you can stop sabotaging the way you communicate.
CIPR Inside Webinar - Employee engagement and internal communication - a clos...CIPR Inside
This document summarizes a webinar on internal communication and employee engagement. It begins by stating that only 27% of UK employees are highly engaged, with a similar proportion being disengaged. It then discusses frameworks for employee engagement, including factors like leadership, communication, voice, and integrity. It reviews theories of employee engagement and defines it as harnessing one's self to their work roles. It also discusses components of employee engagement like feeling informed and opportunities for upward feedback. Case studies on companies' internal communication strategies are provided. Correlations between aspects of internal communication and organizational engagement are also examined based on a large survey. It concludes by discussing how senior management can help employees understand strategy and changing internal communication practices.
This document discusses organizational communication and its relationship to organizational commitment. It examines how effective communication between management and employees can help build commitment. The document reviews different theories of organizational communication, including classical, human relations, human resources, systems, and cultural approaches. It discusses how each approach views the role of communication in organizations. The key point is that multidirectional communication that shares information and allows employee input and feedback can help improve problem-solving, innovation and employee trust/commitment. Effective communication is seen as vital for organizational success.
Effects of internal_social_media_and_ocb____research_proposal[1]SohailTariq16
This research proposal aims to examine the impact of internal social media on employee engagement and organizational citizenship behavior. The student proposes to investigate whether internal social media engages employees, the effect of positive voice behavior on employee engagement, and whether internal social media affects organizational citizenship behavior. The proposal outlines the research questions, contribution, objectives, theoretical model relating internal social media to employee engagement and citizenship behavior, and provides a literature review on internal communication, social media, and their benefits and challenges.
Jiezhen Zhu
COMM 100
Shelly Spratt
Oct 25, 2019
Annotated Bibliography
The Role of Communication in Business Relationships
1. Tourish, D. (2014). Leadership, more or less? A processual, communication perspective on the role of agency in leadership theory. Leadership, 10(1), 79-98.
This article was written by Dennis Tourish that mainly represents the importance of communication in different business relationships (Tourish, 2014). Leadership plays a great role in this context. According to the author, better leadership has remained a popular solution for climate change and business problems. However, communication is one of the best solutions procured by a leader to solve any type of conflict or problem in a business. There has been a growing concern regarding traditional approaches to the subject that have some oppressive power relationships. The main goal of this article was to determine different deficiencies in the leader through which they cannot occupy formal leadership roles.
The methods used by the researcher are based on observation and organizational research methods (Tourish, 2014). Different theories and models have been observed by the researcher to understand the implication of communication in leadership. Different organizational actors have played some formal leadership roles. According to the author, different followers of leader agency have been using false methods to address the problems in the business. There is a need to understand a better method related to communication to solve these matters. A wide range of literature has been conducted by the author in which she has taken different journal articles and books to prove her arguments.
According to the findings of the research, communication of organization are suggested to be the best approach that can be practiced by leaders (Tourish, 2014). Communication is compatible with certain social and business structures. It plays a great role in the construction of organizational actors in which facilitation of disagreement creates conflicts. The author has also emphasized the traditional stress that is created due to the achievement of cohesion in some cases. Communication can be the best resolution for every type of need in the business setting.
2. Lam, C. (2015). The role of communication and cohesion in reducing social loafing in group projects. Business and Professional Communication Quarterly, 78(4), 454-475.
This article, written by Chris Lam is basically related to the role of communication in reducing social loafing (Lam, 2015). Social loafing is a tendency to put less effort when an individual is a part of a group. It basically occurs when there is poor communication between the members of the group. Communication plays a great role in the determination and encouragement of team members. The goals of the project cannot be achieved without the practice of communication in a team. The main aim of the following research article was to investigate the influence of soc ...
This document outlines an MBA thesis presentation on the relationship between organizational commitment and employee performance at the Basketo Special Woreda Agriculture and Natural Resource Development Office in Ethiopia. The presentation includes chapters on the background, problem statement, objectives, research questions, methodology, and data analysis. The study uses a descriptive research approach, questionnaire, interviews and observation to examine the level of organizational commitment among employees and its relationship to perceived performance. Data is analyzed using descriptive statistics, correlation analysis and regression to identify commitment strategies and determine the impact of commitment on performance.
Managerial communications and trust buildingMiia Kosonen
The document discusses managerial communication practices that build intra-organizational trust. It analyzes empirical data from focus group interviews within large Finnish organizations.
The results suggest that the three dimensions of managerial communication from the motivating language theory (direction-giving, empathetic, and meaning-making language) are important for building trust. Direction-giving language builds trust through two-way communication, guidance, informing about the future, and communicating truthful and accurate information in a timely manner. Empathetic language builds trust by showing care, listening, and being closer to employees. Meaning-making language builds trust by communicating an open discussion culture, training managers, and communicating procedures and routines. However, some practices do not transfer
This document discusses employee engagement. It begins by defining employee engagement as having psychological presence, passion for work, emotional and intellectual commitment, and discretionary effort. It then discusses the positive consequences of engagement, citing research finding links between engagement and business growth, profitability, and earnings. The document next examines employee engagement in Australia, finding only 18% of Australians love their work and one in five are actively disengaged. It concludes by identifying some key issues in engagement research and defining engagement as having rational understanding, emotional attachment, and motivation to invest discretionary effort.
This study investigates the relationships between communication satisfaction, employee engagement, job satisfaction, and job performance among faculty and staff in universities in Thailand. A survey was administered to 400 faculty and staff across public and private universities. The results of regression analyses show that communication satisfaction positively impacts job satisfaction and employee engagement. Job satisfaction positively impacts employee engagement and job performance. Employee engagement positively impacts job performance. However, there is no significant relationship between communication satisfaction and job performance.
The study examined the association between self-development and employee commitment in
telecommunication firms in Nigeria. Personal initiative to learn, improved personal capability, personal
changed mentality and increased participation served as dimensions of self-development which is the predictor
variable while affective commitment, normative commitment and continuance commitment were used as
measures of the criterion variable. A cross sectional survey was adopted, and a total of 226 employees drawn as
sample out of a population of 550 employees from four firms comprising of MTN, Globacom, Airtel and
9Mobile using the Krecjie and Morgan’ s table. Data collected were analysed using Pearson Moment
Correlation Coefficient with SPSS version 21. It was found that self-development leads to employee
commitment. Therefore we conclude that self-development brings about employee commitment. Based on the
above conclusion, it was recommended that telec
This study examined the relationship between effective communication and staff commitment at the School of Finance and Banking in Kigali, Rwanda. A survey was conducted of 78 staff members using a questionnaire to assess perceptions of communication and commitment. The results showed a weak but statistically significant positive correlation between effective communication and staff commitment. This implies that higher levels of effective communication are linked to increased staff commitment. However, prior reports found staff commitment to be low at this institution. The researchers aimed to determine if communication influences commitment levels in order to help address issues of low retention and motivation among employees.
This document summarizes a study that examined the relationship between ethical practices of teams and completion of projects at Kenya Power in Kisumu County, Kenya. The study found that there is a relationship between ethical practices of teams and completion of projects. Specifically, it found that for projects to be completed on time, teams need to be accountable for their actions, diverse and recruit skilled members, distribute resources equitably, and hire professionally trained persons to raise quality standards. The study utilized a sample of 60 employees from Kenya Power to examine how factors like accountability, diversity, equity and professionalism related to timely project completion. It found that top managers seldom demonstrated high ethics, while junior employees and supervisors were generally accountable, but middle managers less so
The document defines communicative leadership as a leader who engages in dialogue with employees, shares feedback, practices participative decision-making, and is perceived as open and involved. It identifies four key communication behaviors of leaders: structuring work, facilitating work, relating to employees, and representing the unit. Effective communicative leadership is associated with employee role clarity, commitment, engagement, and team cohesion/confidence, leading to improved organizational performance. The communication environment shapes and is shaped by leader-employee interactions.
FOCUS ON BUSINESS PRACTICES 383maintaining visibility in t.docxkeugene1
FOCUS ON BUSINESS PRACTICES 383
maintaining visibility in the job market are vital to success. As
communication teachers and practitioners, we need to highlight strate-
gies such as these that will best equip our graduates for the global
job market.
References
Gilleard, C., & Hawkins, P. (2004). If only I’d known. Making the most of higher education—
A guide for students and parents. Warwick, UK: Association of Graduate Recruiters
Publication.
Grant, T., & Borcherds, R. (2008). Communicating @ work—Boosting your spoken, written
and visual impact (2nd ed). Pretoria, South Africa: Van Schaik.
Rosa, C. 2007. The effectiveness of the job applicant selection process. Retrieved March 9,
2008, from http://www.mba.co.za/article.aspx?rootid=6&subdirectoryid=1666
Address correspondence to Terri Grant, Professional Communication Unit, School of
Management Studies, University of Cape Town, Private Bag, Rondebosch, 7701, Cape
Town, South Africa; email: [email protected]
A REVIEW OF A TELEPHONE-ADMINISTERED
BEHAVIOR-BASED INTERVIEW TECHNIQUE
Gary C. Oliphant
Stetson University
Katharine Hansen
Quintessential Careers
Becky J. Oliphant
Stetson University
DOI: 10.1177/1080569908321429
THE EMPLOYMENT INTERVIEW is intended to provide insight
into a candidate’s future performance by evaluating the oral responses
to the questions presented by the interviewer. For decades, researchers
have studied many facets of the interview and have produced mixed
results as to the predictive validity of the employment interview
(McDaniel, Hartman, Whetzel, & Grubb, 2007; Posthuma, Morgeson,
& Campion, 2002). Still, interviewing represents the most popular
employee selection method among practitioners. If hiring the right
person for the job is crucial to the success of any organization, why do
employers continue using the employment interview? We offer some
explanations and then describe a technique that has offered promising
predictive results for a Midwestern consulting firm.
Why Use Interviews?
The following are offered as reasons that practitioners continue to use
employment interviews even though academic research has shown
low predictive validity. First, the interview indirectly adds value to the
process beyond that of a selection tool in such areas as recruitment,
public relations, and feedback. Second, managers believe a face-to-
face interview will yield more valid judgments on several observable
interpersonal dimensions of behavior (i.e., interpersonal skills, self-
assurance, and social poise). Third, managers may continue to use the
interview because of company policies, habits, experience, ease, or the
feeling of power. Fourth, the employment interview may be a valid pre-
dictor of performance that academic researchers have failed to replicate.
Recent studies of employment interviews have concluded that struc-
tured interviews offer greater predictive validity (Judge, Higgins, &
Cable, 2000; McDaniel et al., 2007; Weekley & Ployhart, 2006).
Structure.
Levels Of Security Risks And Methods Of MitigationSusan Kennedy
This article examines the relationship between leaders' communication styles, leadership styles, knowledge sharing, and leadership outcomes. It administered surveys to leaders and team members to understand how communication styles like expressiveness and directness impact charismatic, human-oriented, and task-oriented leadership. The research found links between certain communication styles and leadership approaches as well as outcomes. However, it could have accounted for more demographic factors.
This document summarizes a survey of over 100 communication professionals about the state and future of the communication profession. Key findings include:
- Respondents strongly agreed that communication should report to the CEO and play a leadership role in values, relationships, new media, and trust. However, fewer said it currently reports to the CEO.
- There was moderate agreement on the communication function leading specific areas like relationships and trust. Respondents referred to shared responsibilities across functions.
- Most agreed the profession has evolved significantly, with increased executive support, leadership quality, and influence. Some disagreed, citing peripheral positions and reactive natures.
- Respondents agreed the converging forces of new media, globalization, and
The document proposes a quantitative study to measure the correlation between individual performance of knowledge workers and their email communications. It aims to analyze email content and metadata to identify independent variables like task completion, cohesion, trust, and conflict resolution. These would be correlated with dependent variables including task value and acknowledged contributions. The study population would be knowledge workers whose email communications facilitate problem solving. It would use the Enron email corpus for data collection and apply content analysis and correlation analysis to test hypotheses about relationships between individual and team performance metrics identified in email data.
The document summarizes employee/organizational communication, outlining its importance and describing basic internal communication processes, networks, and channels. It highlights issues in current practices and concludes with 15 principles of effective communication. The summary provides an overview of the topic, discusses why internal communication matters, and outlines communication processes, networks, channels, and evolution over time based on different theoretical approaches.
This dissertation explores factors that impact employee performance and well-being within organizations. It aims to add empirical insights through four main objectives: 1) determine primary factors influencing performance; 2) investigate the relationship between job satisfaction and well-being; 3) examine the influence of organizational culture; and 4) evaluate employee reactions to organizational change. The study seeks to provide quantitative data and practical implications to inform management practices and enhance employee outcomes. A literature review covers key theories in organizational behavior, including classical management, human relations, and contemporary frameworks. Organizational culture and its effect on behavior will also be investigated.
This dissertation explores factors that impact employee performance and well-being within organizations. Chapter 1 introduces the topic and outlines 4 research objectives: 1) determine factors influencing employee performance; 2) investigate the relationship between job satisfaction and well-being; 3) examine how organizational culture impacts behavior and performance; and 4) evaluate employee reactions to organizational change. The study aims to provide empirical insights and practical implications for management.
Similar to Communicating for Engagement, presented at Bledcom 2012 (20)
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2. An exploration of current internal
communication practice to understand:
- What proportion of time is spent on activities
that support the four enablers of engagement
highlighted by MacLeod and Clarke (2009)
- How much time practitioners would ideally
spend on these activities and, from their
perspective
- The different levels of understanding of
internal communication within organisations.
Aim
3. Research Design
Survey
An online survey was conducted between July and August 2011
that combined a range of graded questions and open-ended
questions. The key questions for the survey were:
Enabler One: Strategic Narrative
Enabler Two: Engaging managers
Enabler Three: Employee Voice
Enabler Four: Integrity
A total of 357 internal communications practitioners based in the
UK completed the survey.
Respondents were more likely to be in a senior role working in a
team of less than 10 and located in London and the South-East of
England. There was an equal balance of respondents from the
public and private sector and across small, medium and large
enterprise.
4.
5. Organisational engagement
A social and communicative
approach whereby employees are
informed, have a voice that is heard
and acknowledged, and where
managers show commitment
consistent with organisational values.
6. Saks found (2006, p. 612) that, “…there is a meaningful distinction
between job and organization engagement” and “organization
engagement was a much stronger predictor of all the outcomes
than job engagement”.
Leiter and Bakker (2010, p. 2) affirm that “Employees’ responses to
organizational policies, practices and structures affect their
potential to experience engagement”.
Millward and Postmes (2010, p. 335) conclude from an academic
study involving business managers in the UK that “The fact that
identification with the superordinate grouping of “the organisation”
was particularly relevant to performance is important for theoretical,
empirical and pragmatic reasons”.
Wieseke et al found (2009) that found the higher the level of
organisational identity of sales managers the greater the
sales quota achievement.
The academic case for organisational
engagement
14. Summary
Internal communication practitioners believe that the board, the
executive team, senior managers and line managers generally
see internal communication only as “quite important”, with
significant numbers reporting that it is no more important than
any other function or not very important at all.
Practitioners expressed an overwhelming desire to give more
attention to employee research and feedback and on
strengthening line manager and team communication.
In terms of employee voice, there appears to some resistance to
this from senior managers and this represents a significant
barrier to better performance through higher levels of
engagement.