Communicative Leadership on Internal Social Media: A Way to Employee Engagement?

2020 ◽  
pp. 93-114
Author(s):  
Vibeke Thøis Madsen
Keyword(s):  
Social Media ◽  
Employee Engagement ◽  
Internal Social Media

Examining the effects of internal social media usage on employee engagement

2020 ◽  
Vol 46 (2) ◽  
pp. 101880 ◽  
Author(s):  
Linjuan Rita Men ◽  
Julie O’Neil ◽  
Michele Ewing
Keyword(s):  
Social Media ◽  
Employee Engagement ◽  
Media Usage ◽  
Internal Social Media

The Evolution of Internal Employer Branding and Employee Engagement: The Temporal Role of Internal Social Media Usage

2021 ◽  
Vol 20 (01) ◽  
pp. 2150012
Author(s):  
Tamanna Agarwal ◽  
Sandeep Arya ◽  
Kamini Bhasin
Keyword(s):  
Social Media ◽  
Employee Engagement ◽  
Organisational Commitment ◽  
Employer Branding ◽  
Attrition Rates ◽  
Media Usage ◽  
Hr Managers ◽  
Internal Social Media ◽  
The Impact ◽  
Over Time

In recent times, Indian IT companies have been facing high attrition rates, especially with young employees having three to seven years of experience. Therefore, this study develops and tests a dynamic model of brand-endorsed employee engagement (EE) and employee retention (ER). Particularly, the carryover and temporal effects of the relationships and constructs are studied to understand how employee behaviour evolves over time. Using two waves of longitudinal data gathered from young employees ([Formula: see text]) of Indian IT companies, the proposed conceptual model is investigated to test the temporal differences in the relationships between internal employer branding (IEB), organisational commitment, EE and ER. Additionally, the impact of employer internal social media usage on the relationships is also examined as an effective human resources (HR) intervention in the evolution process. The findings show that excluding the organisational commitment to EE relationship, the other two relationships between IEB to organisational commitment and EE to ER become stronger over time. Interestingly, while internal social media usage does not exhibit direct effect on organisational commitment or ER, it is instrumental in influencing IEB perception and EE during subsequent periods. Overall, this study offers directions to HR managers in the services sector on how to effectively use social media to engender engagement in employees and ultimately, enhance their intention to stay.

Employee engagement in generating ideas on internal social media

2019 ◽  
Vol 25 (2) ◽  
pp. 263-280 ◽  
Author(s):  
Helle Eskesen Gode ◽  
Winni Johansen ◽  
Christa Thomsen
Keyword(s):  
Social Media ◽  
Employee Engagement ◽  
Corporate Communication ◽  
Data Sets ◽  
Structured Interviews ◽  
Content Type ◽  
Psychological Engagement ◽  
Knowledge Intensive ◽  
Internal Social Media ◽  
Practical Implications

Purpose The purpose of this paper is to explore employees’ perceptions of enablers and barriers to engage in multi-vocal dialogues about ideas (ideation) on internal social media (ISM) within a context of corporate communication. Design/methodology/approach This exploratory study is based on four data sets: online observations of employee ideation on ISM from 2011 to 2018, semi-structured interviews and informal conversations with two managers (2015–2016), archival material, and semi-structured interviews with 14 employees (2017–2018) in a large, knowledge-intensive Danish organization. Findings The study identified various enablers and barriers to engagement related to psychological engagement conditions of meaningfulness, safety and availability. Managers’ communication role or importance of innovation, as well as tensions, e.g. obligation vs option to ideate or employee influence vs no influence, were identified as enabling or constraining employee engagement in ideation on ISM. Research limitations/implications Broadening interviews to include employees who decided not to participate in online ideation would increase insights and nuance this study’s results. Practical implications Managers need to be aware of the psychological engagement conditions and balance identified enablers, barriers and tensions by acknowledging communication reciprocity on ISM. Not only employees, but also managers, are dialogue partners in employee ideation on ISM. Originality/value The study is one of the first to explore enablers of and barriers to psychological engagement conditions in a context central to corporate communication, namely internal innovation communication on ISM, and to study ideation from a coworker perspective.

scholarly journals Employee engagement and best practices of internal public relations to harvest job performance in organizations

2021 ◽  
Vol 19 (3) ◽  
pp. 408-420
Author(s):  
Han Nu Ngoc Ton ◽  
Phuong V. Nguyen ◽  
Luan The Vuong ◽  
Hoa Quynh Tran
Keyword(s):  
Social Media ◽  
Life Satisfaction ◽  
Public Relations ◽  
Job Performance ◽  
Employee Engagement ◽  
Organizational Identification ◽  
Primary Data ◽  
Equation Modeling ◽  
Aviation Industry ◽  
Internal Social Media

Internal public relations are used to control the relationship between the organization and its employees. The paper explored whether and how internal public relations stimulate employees’ life satisfaction and job performance. The conceptual framework was built to link internal social media, perceived organizational transparency (POT), organizational identification, employee engagement, life satisfaction, and job performance. Using the hierarchical component model with employee engagement measured by job engagement and organizational engagement is a nascent point from this study. A mass survey was distributed to employees working in the aviation industry in southern Vietnam. Partial least squares structural equation modeling was used to analyze primary data from 193 valid respondents. It reveals that POT, internal social media, and organizational identification significantly positively impact employee engagement. It shows that employee engagement has significantly positive impacts on life satisfaction and job performance. It indicates that both organizational identification and POT are partial mediators intervening in the strong relationship between employee engagement and internal social media. It also indicates that life satisfaction is a partial mediator intervening the positive linkage between employee engagement and job performance. Practical implications and theoretical contributions were suggested for using internal public relations to enhance employees’ life satisfaction, and job performance. AcknowledgmentThis study is funded by Vietnam National University of Ho Chi Minh City (VNU-HCMC) under grant number B2020-28-02.

scholarly journals The Implication of Internal Social Media on Employee Engagement in IT Companies

2017 ◽  
Vol 4 (1) ◽  
pp. 43-52
Author(s):  
Pavithra Varadharajulu ◽  
S. Meenakumari
Keyword(s):  
Social Media ◽  
Employee Engagement ◽  
Media Usage ◽  
Professional Information ◽  
Internal Social Media ◽  
Media Applications ◽  
The Impact ◽  
The Relationship ◽  
Work Empowerment ◽  
Social Media Tool

The Internal Social Media is a tool and an opportunity for organizations to examine the implications of social media and to upgrade employee engagement. The usage of internal social media applications enables employees to share the personal and professional information and better communication amongst themselves. Increase in the usage of internal social media in corporates degrades work in an organization. In this context, very little research has been conducted to explore the impact of social media tool on the working structure, supervision and work empowerment amongst the employees.  This paper focuses on the relationship between internal social media usage `and employee engagement in IT sector.  The population of the study includes employees of IT sector, sample size of this study being 100 employees. This helps in creating a friendly atmosphere among employees to discuss their ideas, thereby exploring employee engagement. The results indicate that socialization tools enhance technologies, increase the effectiveness of organizational commitment and the level of efficiency in employee engagement. The usage of internal social media is also associated with the level of efficiency and innovation, entrepreneurship, communication, and acceptance of change in the organization.

Internal Social Media Acceptance in Government Organizations

2021 ◽  
Author(s):  
Hardini Juliarti ◽  
Candra Dwi Nugraha ◽  
Dana Indra Sensuse ◽  
Kautsarina ◽  
Ryan Randy Suryono
Keyword(s):  
Social Media ◽  
Government Organizations ◽  
Internal Social Media

scholarly journals Implementation and Evaluation of a Social Media-Based Communication Strategy to Enhance Employee Engagement: Experiences From a Children's Hospital, Pakistan

2021 ◽  
Vol 9 ◽  
Author(s):  
Muneera A. Rasheed ◽  
Alma Arshad Hookmani ◽  
Sana Waleed ◽  
H. Sundus Fatima ◽  
Soha Siddiqui ◽  
...  
Keyword(s):  
Social Media ◽  
Employee Engagement ◽  
Tertiary Care ◽  
Online Communication ◽  
Communication Strategy ◽  
Care Hospital ◽  
Service Line ◽  
Intervention Plan ◽  
Successful Case ◽  
Pediatric Service

Social media can complement organizational communication strategy which is integral to employee engagement. However, successful case studies which can allow replication are limited. The objective of the study is to describe the design, implementation, and evaluation of a social media-based communication strategy in a tertiary care hospital in Pakistan. The leadership of the pediatric service line developed an intervention plan to engage the employees with the newly reframed vision to improve patient and family experience. An online communication platform—Facebook page—was created for all employees of the pediatric service line. The strategy to influence employees was based on Cialdini's six principles of persuasion. Implementation of the strategy between October 2017 and December 2019 was evaluated for reach, discussion themes, and outcomes using the framework by Murdough (2009). Quantitative indicators included total posts, mean comments, and reactions per post. Posts were qualitatively analyzed with an emergent approach for insights into the discussion. The analysis revealed a total of 9,085 posts, with mean reactions per post of 8.4, mean comments of 7.2, and active viewership by 90% members on average. In terms of post types, photos were the highest (4,779), while videos were the lowest (1,163). Qualitative analysis indicated 54% of the posts were of the theme “inspirational and thought provoking,” while the greatest engagement was generated on the theme “challenges and solution.” The authors conclude that the strategy was successfully implemented to maintain active membership, engage employees in meaningful conversations, and have them express intent to execute quality improvement projects.

Using Social Media in the Workplace

2014 ◽  
pp. 146-161 ◽  
Author(s):  
Karen Mishra ◽  
Khaner Walker ◽  
Aneil Mishra
Keyword(s):  
Social Media ◽  
Public Relations ◽  
Human Resources ◽  
Employee Engagement ◽  
Internal Communication ◽  
Marketing Social ◽  
Communication Practices ◽  
Internal Communications ◽  
Relations Marketing

This chapter examines the internal communication practices of Lenovo, a $34 billion Fortune Global 500 technology company, and the world's second-largest PC vendor. In particular, this study examines how this company uses social media as a method of internal communications in fostering employee engagement. Internal communications is generally led by marketing or PR professionals with expertise in human resources, public relations, marketing, social media, and/or employee engagement. One new way that companies are extending internal communication is by developing the use of their company intranets. Intranets can support an organization by sharing accurate company information on a timely basis. This chapter describes how Lenovo has developed and uses its Lenovo Central intranet to engage employees in its mission and vision.

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