The Evolution of Employee Communication to Employee Engagement

2021 ◽  
pp. 197-212
Author(s):  
Mark Dollins ◽  
Jon Stemmle
Keyword(s):  
Employee Engagement ◽  
Employee Communication

A culture of employee engagement: a strategic perspective for global managers

2015 ◽  
Vol 36 (3) ◽  
pp. 46-56 ◽  
Author(s):  
Sonia Taneja ◽  
Scott S. Sewell ◽  
Randall Y. Odom
Keyword(s):  
Employee Engagement ◽  
International Markets ◽  
Global Strategy ◽  
Organizational Sustainability ◽  
Organizational Leaders ◽  
Employee Communication ◽  
Content Type ◽  
Business Results ◽  
Strategic Perspective

Purpose – The purpose of this paper is to develop a model that identifies the strategies that have the ability to create a culture of employee engagement for global managers in making the tactical adaptations necessary to develop and implement global strategy in an increasingly complex and dynamic marketplace. Design/methodology/approach – The authors focused on the global managers charged with the responsibilities of developing and creating a culture of employee engagement as an important strategy for the competitive advantage of organizations. Findings – Employee engagement should be viewed as a long-term commitment between the employees and the organization, each supporting the other in an era of increasing international operations. In fact, employee engagement is an important strategy for long-term organizational sustainability in international markets. Practical implications – Employee engagement is critical to the management and retention of talented employees in the organization. It can be achieved by managing global mobility in increasingly complex global workplaces; talent so that it enhances business results; training and development; rewards, recognitions and engagement; manager/employee communication and interaction; and leadership and development. Originality/value – In today’s global society, it is critical for organizational leaders to focus on creating a culture of employee engagement to attract and retain quality employees in an increasingly competitive market. Engaged employees are more committed to their work and feel connected to the success of their organization. In addition, they are more likely to believe in their organization’s values, mission and vision. The increasing utilization of boundary less organizations poses a challenge for leaders who strive to create and maintain employee engagement within an organization.

How symmetrical employee communication leads to employee engagement and positive employee communication behaviors

2017 ◽  
Vol 21 (1) ◽  
pp. 82-102 ◽  
Author(s):  
Minjeong Kang ◽  
Minjung Sung
Keyword(s):  
Employee Engagement ◽  
Turnover Intention ◽  
Relationship Management ◽  
Internal Communication ◽  
Equation Modeling ◽  
Employee Communication ◽  
Communication Management ◽  
Communication Behaviors ◽  
Content Type ◽  
Symmetrical Communication

Purpose The purpose of this paper is to examine how a company’s symmetrical internal communication efforts could influence its employees’ perception of relationship outcomes with the company and the subsequent employee communication behaviors about the company to others and their turnover intention. Additionally, the mediation effects of employee-organization relationship (EOR) quality between symmetrical internal communication and employee engagement were tested. Design/methodology/approach The study collected the data from a survey of randomly selected 438 individuals who work as sales representatives of the case organization. Respondents were randomly selected through stratified sampling. For the overall statistical procedure, this study adopted the two-step structural equation modeling: on the basis of the final measurement model analysis from confirmatory factor analysis, the proposed structural model was tested using latent variables. Findings The findings of this research clearly demonstrate: employee/internal communication management is linked with employee engagement; employee engagement enhances supportive employee communication behaviors and reduces turnover intention. Also, the mediation results show strong mediation of EORs on the effects of symmetrical internal communication on employee engagement. Research limitations/implications Employees’ communication behaviors such as megaphoning and scouting have special strategic values to organizations. With information seeking, selecting, forwarding, and sharing behaviors of employees, organizations may obtain more valuable information than through formal procedures and channels. Professional literature has long been supporting the importance of fostering positive employee communication behaviors (ECBs), suggesting that WOM and information from the employees deemed as most trustworthy by the external publics. ECBs about their organizations may be viewed as a testament of the quality of EOR. This study results show that employee engagement plays a key role in creating positive ECBs. Practical implications Pragmatically, as noted in the findings, symmetrical communication is an important factor that leads to positive ECB. To facilitate employees’ favorable communication regarding an organization, therefore, the organization needs to practice a two-way, employee-centered symmetrical communication system in its everyday communication management. Communication managers are advised to nurture internal communication practices that listen to the employees and invite their participation in addition to providing complete and fair information to employees. Second, by showing the significant positive influence of EOR on employee engagement and ECB, the finding of the study suggests that strategic relationship management with internal publics affect overall management effectiveness. Hence, organizational managers need to adopt various relationship cultivation strategies in their communication with employees, which have been previously proposed by several studies. Originality/value The findings of the study demonstrated that the effects of employee relationship management and symmetrical internal communication indeed exist beyond ECBs to the actual managerial outcomes. The findings also suggest a three-stage model of employee communication management: employee/internal communication management antecedents; employee engagement; and supportive outcomes of effective employee communication programs, such as supportive/extra ECBs.

scholarly journals Analyze The Factors of Organizational Citizenship Behavior on Starbucks’ Manager in Surabaya

2021 ◽  
Vol 20 (3) ◽  
pp. 122-129
Author(s):  
Hellen Windiawatty Andahara Basary
Keyword(s):  
Employee Engagement ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Structural Equation ◽  
Equation Model ◽  
Partial Least Square ◽  
Least Square ◽  
Citizenship Behavior ◽  
Employee Communication ◽  
Independent Variables

  The objective of this study is to examine the influence of factors on OCB on Starbucks' Managers in Surabaya. The population is the managers of Starbucks Surabaya. Data collected by 30 questionnaires. Structural Equation Model (SEM) – PLS (Partial Least Square) has been employed to analyze the data. The results showed that 3 (three) hypotheses are accepted and 9 (nine) hypotheses are rejected. Five independent variables (employee development, employee communication, rewards and recognition, and leadership) had no significant effect on OCB with employee engagement as an intervening variable.

scholarly journals The Influence of Human Resource Management Practices on Employee Work Engagement

2018 ◽  
Vol 10 (1) ◽  
pp. 251-256 ◽  
Author(s):  
Adel Ali Yassin Alzyoud
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Employee Engagement ◽  
Human Resource ◽  
Work Engagement ◽  
Management Practices ◽  
Employee Development ◽  
Employee Communication ◽  
Hrm Practices ◽  
Employee Work Engagement

Abstract The main objective of this study is to investigate the influence of Human Resources Man-agement (HRM) practices (employee communications, employee development and rewards and recog-nitions) on employee engagement. Employee engagement has emerged as one of the most important topics in the sphere of human resource management. The aim of this paper is to examine and gain bet-ter understanding of the drivers that influence employee engagement in a printing company. Employee communication, employee development, rewards, and recognitions were selected as independent varia-bles. Sample for the study consists of 151 staff from manufacturing. Data were collected with the help of a questionnaire and analyzed using the Statistic Package for Social Science (SPSS) version 23. Throughout the statistical analysis, it is found that there is a significant relationship between the two independent variables with the dependent variable. In conclusion, it is observed that HRM practices have an influence on the employee work engagement. This shows that employers need to develop proper and well-structured HRM policies in attaining high work engagement level among the employ-ees.

scholarly journals The Mediating Effect of Employee Engagement between Its Antecedents and Consequences

2015 ◽  
Vol 7 (5) ◽  
pp. 47 ◽  
Author(s):  
AHMAD AL-TIT ◽  
Mohammad Hunitie
Keyword(s):  
Job Satisfaction ◽  
Organizational Justice ◽  
Employee Engagement ◽  
Work Motivation ◽  
Mediating Effect ◽  
Employee Communication ◽  
Career Growth ◽  
Antecedents And Consequences ◽  
Corporate Social ◽  
The Relationship

<p>The aim of this study was to identify the mediating effect of employee engagement in the relationship between its antecedents and consequences (i.e. job satisfaction). A random sample comprising 250 subjects from academic institutions in Jordan was used to collect the required data. Of the250 questionnaires distributed, 238 were returned and considered valid for analysis. The findings showed that all mediation conditions were verified. That is, employee engagement mediated the relationship between employee communication, clear career growth opportunities, employees’ pride in their organization, managers’ trust and integrity, rewards and recognition, feedback and mentoring, work motivation, psychological empowerment, internal corporate social responsibility (CSR) practices, organizational and supervision support and organizational justice, as well as organizational culture and job satisfaction. Hence, managers should take these antecedents into account to keep their employees engaged and satisfied.</p>

Employee communication for engaging workplaces

2019 ◽  
Vol 40 (6) ◽  
pp. 23-32 ◽  
Author(s):  
Alessandra Mazzei ◽  
Alfonsa Butera ◽  
Luca Quaratino
Keyword(s):  
Employee Engagement ◽  
Design Methodology ◽  
Employee Communication ◽  
Field Surveys ◽  
Content Type ◽  
Relational Approach ◽  
Statistical Sample ◽  
Practical Implications

Purpose This paper aims to explore the role of employee engagement for competitiveness. In particular, the role of employee communication to create engaging workplaces. Design/methodology/approach Two field surveys were conducted to assess, which are the most relevant leverages that contribute to create engaging (or disengaging) workplaces in Italy: the first one on a statistical sample of large companies, the second one on a snowball sample of employees. Findings Italian companies often miss the opportunity to create engaging workplaces and to exploit the potential of employee communication to foster employee engagement. Research limitations/implications Further research could focus on a survey on a sample of managers and employees belonging to the same company. Practical implications Companies should pursue an inclusive relational approach, using employee communication appropriately. Originality/value The study develops and tests a model showing the linkages among managerial approaches and engaging workplace contexts and examines the role of employee communication to foster employee engagement.

scholarly journals PENGARUH EMPLOYEE COMMUNICATION TERHADAP ORGANIZATIONAL CITIZENSHIP BEHAVIOR YANG DIMEDIASI OLEH EMPLOYEE ENGAGEMENT PADA KARYAWAN DI BEBERAPA FAKULTAS UNIVERSITAS TRISAKTI JAKARTA

2014 ◽  
Vol 7 (1) ◽  
pp. 111
Author(s):  
Agustiani Rifania Amanda
Keyword(s):  
Employee Engagement ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Structural Equation ◽  
Positive Influence ◽  
Primary Data ◽  
Citizenship Behavior ◽  
Employee Communication ◽  
Art And Design ◽  
Economics Faculty

<span><em>This research is about “The Effect of Emoloyee Communication On Organizational </em><span><em>Citizenship Behavior Mediated by Emmployee Engagement Employees On Faculty of Economics, </em><span><em>Faculty of Dentistry, and Faculty of Art and Design Trisakti University Jakarta”. The background of </em><span><em>this study is to analyze the factors that can influence the Organizational Citizenship Behavior Of</em><br /><span><em>Employees Faculty of Economics, Faculty of Dentistry, and Faculty of Art and Design Trisakti </em><span><em>University Jakarta. Several factors can affect the Organizational Citizenship Behaviorincluding </em><span><em>Employee communication and Employee engagement. The purpose of this study was to examine </em><span><em>the effect of the Employee Communication to Organizational Citizenship Behavior through Employee </em><span><em>Engagement. The design of this research using primary data obtained by distributing questionnaires </em><span><em>to 200 Employees Faculty of Economics, Faculty of Dentistry, and Faculty of Art and Design Trisakti </em><span><em>University Jakarta. Data analysis method used in this researchis Structural Equation Model (SEM).</em><br /><span><em>The results of this research concluded that there is a positive influence on the Employee </em><span><em>Communication against Organizational Citizenship Behavior, there is a positive influence on </em><span><em>Employee Communication against Employee Engagement, and there is a positive influence on </em><span><em>Employee Engagement against Organizational Citizenship Behavior.</em><br /><strong><em>Keywords </em><em>: Employee Communication, Employee Engagement, Organizational Citizenship Behavior</em></strong></span></span></span></span></span></span></span></span></span></span></span></span></span><br /></span></span>

scholarly journals Making sense of the corporate philosophy:

2019 ◽  
Vol 6 (1) ◽  
pp. 25-39
Author(s):  
Cindie Aaen Maagaard ◽  
Astrid Jensen ◽  
Marianne Wolff Lundholt
Keyword(s):  
Employee Engagement ◽  
Corporate Communication ◽  
Positioning Theory ◽  
Employee Communication ◽  
Organizational Productivity ◽  
New Approach ◽  
Making Sense ◽  
Interpretive Approach ◽  
Mutual Change ◽  
Dialogue Theory

We find an increased interest in the concept of employee engagement within the area of organizational and corporate communication. Employee engagement is an umbrella term for a number of cognitive, emotional and physical aspects (Kahn, 1990) of relating positively to one’s work, and research within this area has mostly connected employee engagement to organizational productivity and effectiveness. In this paper, we suggest a new approach to employee engagement by relating it to employee communication and placing it within dialogue theory (Buber, 1970) combined with Bamberg’s (1997) positioning theory. Our case is a strategy meeting on the topic of how a corporate philosophy devised by top management and entitled “Business Kind2Mind” is interpreted by managers and what they view is the best way to implement the philosophy within subsidiaries. Theorizing engagement dialogically enables a shift from instrumental perspectives to a more interpretive approach in which true mutuality entails participants’ views being heard and incorporated in the corporate philosophy, and engagement is not purely about efficiency and outcome. A dialogical approach enables us to conceive of employee communication not as only upwardly or downwardly directed between manager and employee, but as interactional, with mutual change.

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