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.

1. Running Head: EFFECTS OF INTERNAL COMMUNICATION ON EMPLOYEE ENGAGEMENT
Effects of Internal Communication on Employee Engagement
Benjamin Henson and John Ketterer
University of Alabama
960 Savannah Street
Mobile, AL 36604
Phone: (770) 688-4689
E-Mail: bhenson1@crimson.ua.edu
Benjamin Henson is a University of Alabama graduate student pursuing a Master’s of Science
degree in Human Environmental Science with a specialization in Interactive Technology. Email:
bhenson1@crimson.ua.edu
John J. Ketterer is an Adjunct Professor in the College of Health and Environmental Science,
The University of Alabama. Email: jkettere@jsu.edu

2. EFFECTS OF INTERNAL COMMUNICATION ON EMPLOYEE ENGAGEMENT 2
Abstract
In the corporate sector, “Employee Engagement” has become a buzzword. An
organization’s level of engagement is seen by many as having an impact on employee
productivity and retention. However, the manner in which employee engagement is defined,
measured, and attained varies as much as the many companies pursuing this ideal. Internal
communication is one such practice which serves to align employees with company goals and
strategy. This article will provide an in-depth exploration of the field of internal communication
as it relates to employee engagement and the effect it has on achieving business results.
Keywords
Corporate Communication; Employee Engagement; Engagement; Internal Communication

3. EFFECTS OF INTERNAL COMMUNICATION ON EMPLOYEE ENGAGEMENT 3
Effects on Internal Communication on Employee Engagement
Models of corporate internal communication have seen rapid growth over the past
decade. Internal communication has an intrinsic connection to public relations and marketing,
and serves as a tool to inform, encourage, and engage employees in both the day to day operation
of an organization as well as aligning employees with company goals and strategy. This article
will explore, in-depth, the field of internal communication as it related to employee engagement
and the effect it has on achieving business results.
Overview of Internal Communication. Communication in any form can be defined
simply as the passing of information between two or more parties. It would be no difficult leap
to define internal communication as the passing of information between two or more parties
within one organization (Verčič, Verčič, & Sriramesh, 2012). However, as with any profession,
simplicity can give way to complexity rather quickly. Internal Communication has become an
umbrella term as companies have become more global in scale and the tendency of employees to
work at great distances from their employers. The need to control and manage the quality and
quantity of internal messages has become increasingly important.
The multiple roles of internal communication vary with every organization. In some
cases it is managed under the auspices of Public Relations, while other companies deem it a
component of Human Resources. The level of visibility ranges just as greatly. The key value of
this position is the ability to craft an effective message to the intended audience ( Verčič et al.,
2012).
Internal communication can range from daily occurrences to once a year. However,
where researchers have found the highest impact is not in the quantity of communications, but of

4. EFFECTS OF INTERNAL COMMUNICATION ON EMPLOYEE ENGAGEMENT 4
the quality and content being transmitted. This focus on quality helps build trust, a key
component of employee engagement (Thomas, Zolin, & Hartman, 2009).
Overview of Employee Engagement. The concept of employee engagement has grown
over the years. From the introduction of the concept in the 1960s to the billion dollar research
and consulting industry that has exploded over the past thirty years, the phrase, “employee
engagement” has truly become part of the corporate vernacular (Welch, 2011). Benchmarks are
set, surveys are given, and action steps are taken, all in the hopes of increasing an employee’s
engagement level by a few percentage points (Walker, 2012, p. 1). However, understanding
what defines employee engagement is something less easily described.
Katz and Kahn (1966, p. 388), whose research focused on organizational effectiveness,
suggested that employees should “engage in occasional innovative and cooperative behavior
beyond the requirements of role but in the service of organizational objectives.” This concept is
simple enough, yet execution varies from company to company. Many organizations see
engagement as a reflection on job satisfaction. Others see it as an employee’s commitment to the
company. Achieving either of these metrics requires different approaches, and neither really
produce a complete view of overall employee engagement (Zajkowska, 2012).
The lack of standard and consistent definitions can also play a role in the effectiveness in
employee engagement initiatives. Zajkowska (p. 105) shares several key factors of employee
engagement, such as commitment, attitude, alignment, communications, goals, customer focus,
loyalty, involvement, and ownership. The focus of these key factors is on “personal outcomes”
leading to measurable business results.
While the approach toward measuring employee engagement is important, Walker (2012,
p. 1) suggests that the expectations of business leadership are equally as vital. Leaders who

5. EFFECTS OF INTERNAL COMMUNICATION ON EMPLOYEE ENGAGEMENT 5
focus on time based measurement (asking the same series of questions year after year) are often
too concerned about “being safe” rather than changing their approach. There are those who
believe a few standard questions will provide instant solutions to their company’s problems.
Finally, there are those who feel that the research data is the end of the story, and no action is
taken past the presentation of data.
Proper communication within any organization is important and can be seen as a major
factor in the day-to-day operation of any organization. Human resources organizations such as
Towers Watson see internal communication as being a key factor in influencing employee
engagement (Ruck & Welch, 2012). Researchers such as Zajkowska (2012) feel that Internal
Communication is a vital tool to both analyzing and increasing employee engagement levels.
Walker (2012) reiterates this idea by stating, “Internal communication is integral not only to
engagement but all aspects of working life” (p. 97).
The results of employee engagement surveys are sometimes the last communication
employees receive on the matter. Organizations are encouraged to make frequent
communication and high levels of engagement a routine component of institutional culture. In
fact, Ruck and Welch (2012) discuss the importance of upward communication in the
engagement process. In short, this is the employees’ level of accessibility to management, from
direct, face-to-face contact to simple feedback surveys.
Generational differences also play a role in how effective internal communication can be
in engagement initiatives or in just day-to-day communications. Millennial employers “work
more in teams and use more technology” (Gilbert, 2011, p. 26) than compared to the large
corporate hierarchies of their baby boomer coworkers. Whereas a top-down approach to
communication was considered the norm, most millennials actively seek feedback on their

6. EFFECTS OF INTERNAL COMMUNICATION ON EMPLOYEE ENGAGEMENT 6
performance. Gilbert found this to be a key engagement driver among this generation. In fact,
open communication among employees can be a key indication of trust in management (Thomas,
et al., 2009).
One trend that has taken hold is the creation of internal social networks that exist only for
the benefit of an organization’s employee base. Technology giants such as Cisco and Intel have
leveraged social media technologies as a way to better engage their employees. The impact this
adoption has had can been in the areas of recruitment and retention, innovation, operational
efficiency, talent development, as well as overall engagement (Jue, Marr, & Kassotakis, 2010, p.
78). This success, however, is not shared across all industries. Towers Watson (2013) reported
just over 50% of employers use some sort of social network for internal communication and only
29% find this tool to be effective.
Review of Selected Research
Information Quality, Quantity, and Perception of Trust. Internal communication
plays a major role in influencing employee behavior. Thomas, Zolin, and Hartman (2011)
explored this concept in relationship to trust. Their study attempted to prove that information
quality, information quantity, organizational perception, organizational openness, and perceived
openness all have an impact on fostering trust within an organization (p. 291-292). Furthermore,
they believed that the building of trust, or “social capital” leads to improved employee
engagement and knowledge sharing.
Thomas (et al., date) conducted a study among 218 employees of a multinational
corporation within the oil field services industry. The goal of the study was to compare trust and
communication and the impact those elements have on employee commitment to organizational
goals. Focus was placed on key communication dimensions, which included sources of

7. EFFECTS OF INTERNAL COMMUNICATION ON EMPLOYEE ENGAGEMENT 7
information, channels of communication, receiving information, sending information, follow-up
on information sent, information received, sources of information, quality of information, and
organizational communication relationships (p. 293). Employees were also asked to identify the
extent in which they were involved in the achievement of company goals. Data was plotted on a
4-point Likert-type scale.
Thomas and his associates found strong, positive support for the idea that information
quality was associated with higher trust among coworkers, supervisors, and top management.
Trust could actually be predicted by the quality of information produced. However, results were
mixed when information quantity was studied. This meant that employees who received enough
information did not necessarily increase their level of trust. An organization’s openness with
information was found to result in higher trust levels. Leading off of this result was the finding
that organizational openness actually lead to higher involvement of employees than the level of
trust. The paper concludes with the idea that trust may play a stronger role than communication
when challenged with low employee engagement levels.
The Role of Information Delivery Platforms. The choice of media used in internal
communication is almost, if not equally important as the message itself. Pulling from Marshall
McLuhan’s (1964) landmark theory, “The Media is the Message,” Dr. Mary Welch ( 2012),
makes this submission along with the notion that inappropriate choices in media can have
negative effects on the audience. She also notes that recent studies provide evidence that
employee preference of amounts, channels, and types of information also play a role in effective
communication. Using this information as a starting point, Welch explored this idea in a study
conducted among employees of a UK higher education organization.

8. EFFECTS OF INTERNAL COMMUNICATION ON EMPLOYEE ENGAGEMENT 8
Using qualitative data, Welch sought to answer the following questions: What employee
preferences are evident for internal media formats? What formats do employees consider
acceptable and appropriate? What attributes do employees value and associate with preferred
formats? Which attributes attract criticism? How do employees feel about internal
communication media: what medium affects are evident (p. 249)?
The study discovered a preference hierarchy of media formats. Electronic formats were
preferred, followed by a combination of electronic and printed formats, and then ending with
printed formats (p. 253). Welch warned that communication professionals should not assume
that these findings are universal. Instead, employee preference should be sought out, with those
findings used as determinants for the choice of media formats. Welch’s research places the
employee in a stakeholder position in terms of internal communication. In contrast past research
“focuses on manager perceptions of internal communication rather than employee perceptions”
(p. 253).
Generational Considerations. Baby Boomers are one of the largest groups working
today, but that will soon change as the majority of those employees reach retirement. While
there will be other generations to take their place, connecting and engaging with those
individuals presents challenges to employers. In particular, millennials, also known as
Generation Y, will carry the brunt of the labor left behind by Baby Boomers.
Gilbert (2011) explains that this generational shift will create logistical challenges for
managers and human resources professionals in how they engage with this new generation of
employee. Employee engagement surveys were collected, representing over 3500 millennial and
baby boomer employees. Gilbert conducted a quantitative analysis of those responses. In
addition, 10 qualitative interviews were conducted. The findings identified major generation

9. EFFECTS OF INTERNAL COMMUNICATION ON EMPLOYEE ENGAGEMENT 9
gaps in how each generation prefers their managers to communicate and engage with them. For
millennials, managing performance is the most frequent engagement driver (p. 2).
The study also found that it was not enough for a company to have an engagement
strategy. Managers who understand the key drivers of their various employee generations are
more likely to find alignment among all employees. Gilbert indicated that the greatest challenge
will be creating approaches to engagement which produces amicable results.
Implications for Further Research.
As Internal Communication is still a relatively young field, the volume of academic study
and writing is by no means exhaustive. Several of the sources cited above mention this fact as
the authors try to create the narrative parameters of the field. Writings on employee engagement
are more readily available and provide more than just a glimpse into the impact internal
communication has on business. The lack of specific research in this field makes for a harder
sell when convincing employers to dedicate office space for an internal communication expert.
Future research should focus solely on communication itself, and how external communication
practices can be applied inwardly. The formation of any new office or the inclusion of a new
participant should have predetermined business results which can be controlled and measured.
Educational training should be sought out through either academic bodies or practitioners serving
as consultants.
Conclusion
Internal communication is one of, if not the most powerful tool a company possesses in
influencing employee engagement. From in-depth surveys to every-day e-mail exchanges,
understanding how to wield these tools can go far in aligning a workforce with company goals
and objectives. Any investment in internal communication, especially when a company

10. EFFECTS OF INTERNAL COMMUNICATION ON EMPLOYEE ENGAGEMENT 10
understands its employees’ needs and expectations will go far in moving the needle of achieving
business results.

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References
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Katz, D., & Kahn, R. L. (1966). The social psychology of organizations. New York, NY.: Wiley.
McLuhan, M. (1964). Understanding media; the extensions of man, by Marshall McLuhan. New
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Ruck, K., & Welch, M. (2012). Valuing internal communication; management and employee
perspectives. Public Relations Review, 38, 294–302.
Thomas, G. F., Zolin, R., & Hartman, J. L. (2009). The central role of communication in
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