scholarly journals Corporate Culture and Internal Communication Influence on Millenial Employee Engagement

2021 ◽  
Vol 6 (2) ◽  
pp. 387
Author(s):  
Mohammad Reza Prasetya ◽  
Dorien Kartikawangi
Keyword(s):  
Employee Engagement ◽  
Corporate Culture ◽  
Internal Communication

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 Online Communities

2022 ◽  
pp. 425-440
Author(s):  
Shirin Alavi
Keyword(s):  
Job Satisfaction ◽  
Employee Engagement ◽  
Online Communities ◽  
Employee Retention ◽  
Mission Statement ◽  
Internal Communication ◽  
Corporate Values ◽  
The Past ◽  
The World

This chapter seeks to impart understanding of the role of employee online communities for enhanced employee engagement and retention in an organization. The highly engaged and motivated employees would contribute more towards accomplishing the organizations goals. The various research studies conducted in the past across the world identify job satisfaction as a major determinant of employee engagement and retention. The role of internal communication through employee online communities of organizations or intranets is theoretically suggested to be a major influencer for the enhancement of employee engagement efforts. This can help to enhance and support culture, corporate values, mission statement, and annual company goals. The purpose of this chapter is to investigate the role that the employee online communities of organizations play in order to support the twin objectives of employee retention and engagement. Engaging employees can be the catalyst for inducing positive change among employees and, as a result, boosting an organization's success.

Predicting engagement and performance through firm’s internal factors

2019 ◽  
Vol 16 (5) ◽  
pp. 763-780 ◽  
Author(s):  
Zulqurnain Ali ◽  
Sadia Sabir ◽  
Aqsa Mehreen
Keyword(s):  
Employee Engagement ◽  
Structural Equation ◽  
Employee Performance ◽  
Internal Communication ◽  
Equation Modeling ◽  
Internal Factors ◽  
Content Type ◽  
Organizational Goals ◽  
And Performance ◽  
Reward And Recognition

Purpose The purpose of this paper is to investigate how the firm’s internal factors influence employee engagement (EE), which, in turn, enhances the performance of textile employees. Furthermore, the present study pursues to address the indirect effect of EE on the relationship between the firm’s internal factors and employee performance. Design/methodology/approach Data were taken from 355 participants working in textile mills through a survey approach. Structural equation modeling was run to confirm the proposed model and structural relationships. Findings Results highlight that internal communication and reward and recognition are significantly related to EE, except for work‒life balance. Furthermore, EE has a significant effect on the performance of textile employees. Practical implications The present study helps the textile managers to improve employee performance while focusing on the firm’s internal factors of engagement. Proactive internal communication and reward system will help to bring a competitive edge and achieve the organizational goals. The findings also provide managers the information to reduce the organization interruptions in enhancing EE and performance. Originality/value This study covered the hidden gap in the previous literature on EE and performance, especially in the field of the textile sector by employing Kahn’s theory of engagement.

Enterprise social media at work: web-based solutions for employee engagement

2016 ◽  
Vol 24 (7) ◽  
pp. 16-19 ◽  
Author(s):  
Anshu Sharma ◽  
Jyotsna Bhatnagar
Keyword(s):  
Social Media ◽  
Employee Engagement ◽  
Internal Communication ◽  
Communication Tool ◽  
Web Based ◽  
Content Type ◽  
Enterprise Social Media ◽  
Respective Field ◽  
Social Media Tools ◽  
Social Networking Tools

Purpose The paper aims to highlight the role of enterprise social media as an internal workplace tool for employee engagement purposes. Design/methodology/approach The paper provides a viewpoint on how social media can be used internally by organizations after considering both academic and practitioner literature in the respective field. Findings The paper posits that organizations should move beyond using social networking tools for recruitment and branding purposes and take a step further to use social media tools internally for employee engagement initiatives. It provides practical implications for managers to embrace social media as an engagement tool and to increase employees’ participation on such media. Research limitations/implications The paper provides implications for both researchers and practitioners for using social media as a strategic employee engagement initiative and devising appropriate social media and human resource strategies to do so. Originality/value The paper offers insights into how enterprise social media can be used as an internal communication tool for engaging employees in this technologically connected era.

Introduction to the special issue: corporate communication – transformation of strategy

2019 ◽  
Vol 40 (6) ◽  
pp. 3-8 ◽  
Author(s):  
Michael B. Goodman
Keyword(s):  
Employee Engagement ◽  
Corporate Culture ◽  
Core Competencies ◽  
Business Environment ◽  
Unintended Consequences ◽  
Corporate Communication ◽  
Communication Strategy ◽  
Special Issue ◽  
Content Type ◽  
Communication Function

Purpose The contemporary business environment for public companies is much more multinational and multicultural than at any previous time. It is now driven by complex economic, political, technological and demographic forces such as these six: multipolarity eclipses globalization; the internet of things; corporate business model; uncertainty; privacy, big data and alternative data; and shifting demographics. The communication function has been central to this transformation. Design/methodology/approach The corporate communication international (CCI) studies have revealed three periods of transformation, namely, the focus, practices, perceptions, and the strategic aim of corporate communication to establish coherence by managing the messages reflects a top-down mind-set of communicating from the corporation to its stakeholders. The CCI study data indicated that the approaches to communication started changing; the fragmented media landscape of businesses reveals an awakening of a new kind of corporate communication whose aim is not to control and order, but to endure and to accept the “truth” being constantly challenged. Findings Findings from the CCI practices and trends studies validate the field’s strategic role in engagement and amplification of corporate messaging. Forces that have an impact on the practice of corporate communication include continuation of rapid changes, unintended consequences of changing reporting structures, core functions remain unchanged Budget and staff increases reflect economic confidence, Search for talent, Integrity, Core competencies focus on “business acumen” to drive corporate value, Employee engagement to build corporate culture, “Counsel to the CEO” suffers as the role of the communication officer changes. Originality/value Corporate Communication Practices and Trends studies underscore corporate communication as a strategic management function and, increasingly, as a strategic business partner for the enterprise. The integration of marketing and communication in many corporations, changes the corporate communication function. This special issue of the Journal of Business Strategy is focused on the transformation of corporate communication strategy. Six experts share their perspectives.

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