scholarly journals A mixed methods contribution analysis of UK students’ unions’ internal communications response to addressing staff motivation during the Covid-19 pandemic

2021 ◽  
Vol 9 (1) ◽  
pp. 207-237
Author(s):  
Matthew Kitching
Keyword(s):  
Mixed Methods ◽  
Employee Motivation ◽  
Internal Communication ◽  
Macro Level ◽  
Motivating Factors ◽  
Staff Motivation ◽  
Student Union ◽  
Contribution Analysis ◽  
Internal Communications ◽  
Individual Interpretation

This macro-level, mixed methods contribution analysis evaluates the influence of students’ unions internal communication response to the Covid-19 pandemic on staff motivation. Recognising the role individual interpretation and perception play in the receipt of such messages, this paper seeks to understand which motivating factors union managers sought to address through their communications, whether these efforts were recognised by staff and whether there is evidence they may have helped to alleviate employee concerns. The evaluation findings will be of interest to student union managers and professionals looking to enhance communications and improve employee motivation. Received: 14 September 2021Accepted: 27 October 2021

FORMATION OF CORPORATE CULTURE OF MEDIA ENTERPRISES

2017 ◽  
Author(s):  
Anna Oleshko ◽  
◽  
Olena Basarab ◽  
Keyword(s):  
Corporate Culture ◽  
Positive Impact ◽  
Employee Motivation ◽  
Economic Benefits ◽  
Internal Communication ◽  
Information Support ◽  
Special Role ◽  
Corporate Communications ◽  
Media Companies ◽  
The Media

The article identifies specific features and suggests areas for improving the corporate culture of media enterprises. Dynamic changes in the economy due to digitalization require a revision of existing organizational forms and methods of management and the formation of a qualitatively new corporate culture at all hierarchical levels. The difficulty of solving this problem is the need to eliminate the negative elements in the Ukrainian corporate culture while adapting the development strategies of organizations to new economic conditions. The specifics of the formation of corporate culture of the media company is its special role, which is to implement the information product in order to obtain economic benefits and meet the social and communication needs of different segments of society. The article proposes changes in the organizational structure of media companies by creating a department for internal corporate communications in order to form a corporate culture that can increase the competitiveness of the company and form its positive image in the media space. This will form a highquality information support for internal communication of the enterprise, increase employee motivation and effectiveness of control over their work. The formation of a qualitatively new corporate culture of media enterprises also involves the transformation of the management system taking into account the need to focus on the use of creative work, increasing the level of knowledge, digital competencies, skills and professionalism, observance of system values of society. Ultimately, the formation of an effective corporate culture will have a positive impact on the process of creating quality information products

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.

Employee Motivation for Training and Development

2022 ◽  
pp. 370-386
Author(s):  
Sangita Saha ◽  
Saibal Kumar Saha ◽  
Jaya Rani Pandey ◽  
Ajeya Jha
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Pharmaceutical Company ◽  
Human Resource ◽  
Employee Motivation ◽  
Training Programme ◽  
Career Exploration ◽  
Training And Development ◽  
Development Programme ◽  
Motivating Factors

Training and development is an important function of human resource management. Employees need to regularly undergo training and development programmes to update themselves with the latest technologies and skills, which help to increase the efficiency of the organization. Motivating employees to undergo a training programme is often a challenge faced by employees. This study aims to find the motivating factors for employees to undertake a training and development programme. With a sample size of 172 employees from a leading pharmaceutical company in Sikkim, India, responses were collected and analysed. It was found that interest for updating oneself with the latest technology, better chance of career exploration, commitment to train from the company's end, and encouragement provided from subordinates play significant roles in motivating employees in undertaking a training and development programmes.

Evaluation of Information Awareness and Understanding through Different Internal Communication Tools

2015 ◽  
pp. 146-165
Author(s):  
Tanja Sedej ◽  
Damijan Mumel
Keyword(s):  
Empirical Data ◽  
Internal Communication ◽  
Communication Tools ◽  
Information Awareness ◽  
Project Organizations ◽  
Internal Communications

We are living at a time when change is the only constant in our lives. This is also true for organizations, which have to communicate these changes effectively to their employees. Internal communications are therefore increasingly garnering attention. In this regard, immense efforts should be made to create high levels of awareness and understanding about a new change project. Organizations use a variety of tools to communicate this information effectively. However, employee awareness and understanding can also vary on the choice of internal communications tools. This chapter presents the results of research carried out in Slovenia in 2012, where an experiment was conducted on 165 individuals. The individuals who took part in the experiment were exposed to information distributed through three different tools used in internal communications. Empirical data concerning the views of awareness and understanding of information according to the three internal communications tools are evaluated and presented.

From Internal Branding to Cultural Transformation

2017 ◽  
pp. 1664-1684
Author(s):  
Maria Matiatou
Keyword(s):  
Corporate Identity ◽  
Cultural Transformation ◽  
Primary Objective ◽  
Internal Communication ◽  
Internal Branding ◽  
Values And Beliefs ◽  
Communication Practices ◽  
Evaluating Methods ◽  
Brand Ambassadors ◽  
Internal Communications

The primary objective of this paper is to explore internal branding as a corporate philosophy: assess the relevance of its values, evaluate the tactics implemented, the nature of the internal communications involved, the outcomes thereof and its role as critical bridge over vision, culture and image gaps. It also aims at bringing awareness on failure possibilities and risks involved when internal constituencies do not fulfill their role as brand ambassadors. Following an overview of the internal branding methodology and literature, perceptions of employees on internal brand communication practices are captured and matched to aspirations, missions and values in different companies. Internal communication and branding outcomes are organically attached to the nexus of corporate identity; alignment of values and beliefs promotes brand identification, integrates practices, boosts loyalty and helps the organization speak in one voice. While some companies have managed to exemplify this strategy through honest and consistent efforts, it is unsafe to generalize the assumption across different industries that normally fail to undertake effective internal branding initiatives through their corporate communication department to strengthen their brands. It is therefore worth evaluating methods that can align theory, intentions and practice.

Sport Sponsorship, Internal Communications, and Human Resource Management: An Exploratory Assessment of Potential Future Research

2008 ◽  
Vol 1 (4) ◽  
pp. 413-423 ◽  
Author(s):  
Lilian Pichot ◽  
Gary Tribou ◽  
Norm O’Reilly
Keyword(s):  
Relationship Marketing ◽  
Human Resources Management ◽  
Internal Communication ◽  
Future Research ◽  
Sport Sponsorship ◽  
Resources Management ◽  
Dual Perspective ◽  
Management Functions ◽  
Brand Integration ◽  
Internal Communications

Successful sponsorship activities in sport often rely on the integration of relationship marketing, internal marketing, external corporate promotion, and strategic management. Although traditional marketing objectives such as brand integration and consumer targeting remain key components of promotional activities in sport, the use of sport sponsorship in today’s environment increasingly implicates personnel issues in the both the sponsor and the sponsee. In fact, sport sponsorship has become a useful tool for some sponsors and sponsees who seek to motivate and involve their employees more in company activities. Therefore, the focus of this commentary is on the internal-communication and human-resources management functions involved in sport sponsorship decisions. The use of mini-case analyses and a dual-perspective (external and internal objectives) approach allows for informed discussion, and suggestions are made for future research.

scholarly journals The origins of internal communication and employer branding in marketing theories

2021 ◽  
Vol 06 (01) ◽  
pp. 30-45
Author(s):  
Dubravka Sinčić Ćorić ◽  
Anja Špoljarić
Keyword(s):  
Relationship Marketing ◽  
Social Exchange ◽  
Internal Communication ◽  
Working Environment ◽  
Employer Branding ◽  
Employee Relationships ◽  
Theoretical Paper ◽  
Employee Identification ◽  
Marketing Principles ◽  
Internal Communications

Internal communications and employer branding are recognized as important tools for achieving an inspirational working environment, which is both an aim and a means of differentiation between organisations. A growing number of studies demonstrate a connection between internal communication and employee identification with the organisation they work for, as well as with their perception of employer’s brand. The aim of this theoretical paper is to identify and elaborate theoretical foundations that contributed to the development of these two concepts. For that purpose, marketing schools of thought, primarily social exchange school of marketing thought and relationship marketing are analysed and related to the concepts of internal communication, and employer branding. The analysis shows that social exchange school theories can be applied to describe values that are exchanged through internal communication and employer brand activities, while relationship marketing principles are used when implementing these activities in order to develop positive employee relationships.

scholarly journals Employee Motivation in Non-Profit: Evidence from a Community Based Voluntary Organization

2015 ◽  
Vol 10 (11) ◽  
pp. 74 ◽  
Author(s):  
Md. Mohiuddin ◽  
Ms. Gurjit Dulay
Keyword(s):  
Secondary Data ◽  
Employee Motivation ◽  
Primary Data ◽  
Voluntary Organization ◽  
Voluntary Organizations ◽  
Motivating Factors ◽  
Community Based ◽  
Non Profit ◽  
The Uk ◽  
Made In

<p>This paper explores employee motivation in one of the UK based voluntary organizations. It used a mixture of primary and secondary data. Primary data were collected in the form of questionnaires. By using Frederick Herzberg’s two factor theory we found that, in the absence of sufficient financial rewards, non-financial rewards such as: extra days off for employees; implementation of employee of the month; and simple verbal recognition in an attempt to recognise employee’s efforts were key motivating factors for the employees. Recommendations to management were made in terms of offering flexible hours and quality supervision in order to motivate unpaid volunteers. </p>

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