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.

Effective Tools for Improving Employee Feedback during Organizational Change

2021 ◽  
pp. 432-448
Author(s):  
Tanja Sedej ◽  
Gorazd Justinek
Keyword(s):  
Organizational Change ◽  
Empirical Data ◽  
Employee Satisfaction ◽  
Internal Communication ◽  
Communication Tools ◽  
Constructive Feedback ◽  
Selection Of

Feedback is the fastest and most effective way for organizations to make improvements or get things back on track. Prompt and constructive feedback is strongly linked to employee satisfaction and productivity, and can increase both. During times of change when employees want to be heard and feel involved, it is even more important that the optimal internal communication tools for managing employee feedback are selected. This article tackles these questions and provides fresh empirical data on the selection of internal communication tools in general, with focus then devoted to managing feedback during change from the perspective of a professional communicator. The data evaluated and analyzed was gathered on the basis of research carried out in 2014 among 105 professional communicators of large and medium-sized companies, and was then compared with the results of similar research conducted in 2012.

Effective Tools for Improving Employee Feedback during Organizational Change

2017 ◽  
pp. 261-276
Author(s):  
Tanja Sedej ◽  
Gorazd Justinek
Keyword(s):  
Organizational Change ◽  
Empirical Data ◽  
Employee Satisfaction ◽  
Internal Communication ◽  
Communication Tools ◽  
Constructive Feedback ◽  
Selection Of

Feedback is the fastest and most effective way for organizations to make improvements or get things back on track. Prompt and constructive feedback is strongly linked to employee satisfaction and productivity, and can increase both. During times of change when employees want to be heard and feel involved, it is even more important that the optimal internal communication tools for managing employee feedback are selected. This article tackles these questions and provides fresh empirical data on the selection of internal communication tools in general, with focus then devoted to managing feedback during change from the perspective of a professional communicator. The data evaluated and analyzed was gathered on the basis of research carried out in 2014 among 105 professional communicators of large and medium-sized companies, and was then compared with the results of similar research conducted in 2012.

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.

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 Digital channels in the internal communication of a multinational corporation

2014 ◽  
Vol 19 (3) ◽  
pp. 275-286 ◽  
Author(s):  
Heini Sisko Maarit Lipiäinen ◽  
Heikki Ensio Karjaluoto ◽  
Marjo Nevalainen
Keyword(s):  
Multinational Corporations ◽  
Digital Communication ◽  
Single Case ◽  
Internal Communication ◽  
Communication Tools ◽  
Content Type ◽  
Face To Face ◽  
Challenges And Opportunities ◽  
Digital Channels

Purpose – The purpose of this paper is to examine how digital communication tools are used for internal communication (IC) in multinational corporations (MNCs). Specifically, the study illustrates the role of digital channels in IC, the benefits they bring and the difficulties involved in using them. Design/methodology/approach – This research features a single-case study focusing on a listed Finnish multinational industrial corporation with a long history. Data for the study come from semi-structured theme interviews and a workshop in which the results were discussed. Findings – Digital IC tools are able to facilitate IC in MNCs, although some challenges may arise in relation to planning their utilization. Related to the role of digital channels in IC, these findings highlight the importance of face-to-face channels in everyday IC and the role of digital channels as more formal communication channels. Research limitations/implications – This paper focuses on a single organization. Additional research would be required to attain generalizable results. Practical implications – The effective use of new digital communication tools requires common guidelines across all areas of an MNC. Despite the great potential of new tools, the importance of face-to-face communication should not be ignored. Originality/value – Most of the research on IC in MNCs was conducted before the digital communications era. Recent advances in information technology have created new challenges and opportunities for IC.

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.

Using Innovative Internal Communication to Enhance Employee Engagement

2019 ◽  
pp. 445-468 ◽  
Author(s):  
Karen Mishra ◽  
Aneil K. Mishra ◽  
Khaner Walker
Keyword(s):  
Social Media ◽  
Public Relations ◽  
Human Resources ◽  
Employee Engagement ◽  
Mobile App ◽  
Internal Communication ◽  
Marketing Social ◽  
Communication Practices ◽  
Use Of Social Media ◽  
Internal Communications

This chapter examines the innovative internal communication practices of Lenovo, a $45 billion Fortune Global 500 technology company. In particular, this study examines how this company uses internal communication to promote collaboration and engagement across dispersed employees' teams. Internal communications (or internal marketing) 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 extending its use of digital communication. Lenovo has been a leader in the use of social media at work and is now innovating its communications to include a mobile app. This chapter describes how Lenovo has developed both its intranet and its new mobile app and how innovative internal communication can promote engagement and collaboration.

INTERNAL COMMUNICATION IN POLICE FORCE

2012 ◽  
Vol 163 (1) ◽  
pp. 28-40
Author(s):  
Tomasz HOFFMANN
Keyword(s):  
Police Officers ◽  
Internal Communication ◽  
Police Force ◽  
Effective Management ◽  
Communication Tools ◽  
Current Management ◽  
Vertical Relationships ◽  
Communication Processes ◽  
The City ◽  
Adequate Communication

Internal communication is the cornerstone in police force. It improves its functioning, and also provides a framework for internal communication processes taking place in this organization. Without adequate communication in its various resources, police force is no longer useful. Hence, effective management requires the use of appropriate communication tools to support current management, the use of the appropriate methods of communication, motivation and support system using communication tools to identify the development needs of managers.The purpose of this paper is to present the essence of internal communication and its perception by police officers themselves. The author’s intention was to identify the function of internal communication in terms of informing and communicating between police officers. Furthermore, the author focuses on the communication processes that occur in the vertical relationships between individuals and the organizational units of police force. This is supported by the interviews carried out in the City Police Headquarters in Poznań.

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