The impact of employee communication and perceived external prestige on organizational identification

Employees' Organizational Identification (OI) is measured in a customer service organization. Particularly the effects of employee communication and perceived external prestige (PEP) on OI were evaluated. Results show that employee communication affects OI more strongly than PEP. One aspect of employee communication, the communication climate, appears to play a central role: it mediates the impact on OI of the content of employee communication. These results suggest that the importance of how an organization communicates internally is even more vital than the question what is being communicated. Consequences of the results for managing and synchronizing internal and external communication are discussed

An investigation into factors relating to speaking up in the workplace : a thesis (90 credits) presented in partial fulfilment of the requirements for the degree of Master's in Business Studies in Management at Massey University, Extramural, New Zealand

This study investigates the factors that enable or prevent employees to speak up. Effective employee communication is vital in early detection of problems. Employee silence is defined as the deliberate withholding of information useful to the progress of an organization. Empowered employees will take personal accountability and ownership of issues. In an increasingly competitive market employee communication and reaction to change is vital for the success or failure of an organization. Previous research has found that failure of employees to speak up can have significant consequences, including decreased innovation and productivity; unreported health and safety incidents; stress; depression; and lower commitment and job satisfaction. This study (N = 240) has confirmed that employees may not speak up out of fear of being labelled in a negative manner. Employees are more likely to speak up when they feel it is safe and worthwhile. This study provides recommendations for managers for enabling and encouraging employees. The present study has found trust in supervisor, supervisor support and self-monitoring were found to be significant predictors of speaking up. Key words: Employee voice, employee silence, communication, management, speaking u

Pengaruh Employee Communication Terhadap Organizational Citizenship Behavior Yang Dimediasi Oleh Employee Engagement Pada Karyawan Di Beberapa Fakultas Universitas Trisakti Jakarta

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

An examination of the relationship between the organizational communication process, employee work engagement, and job performance in a high-speed, high-volume manufacturing operation

This study looked for significant relationships between employee communication satisfaction and employee work engagement, employee work engagement and job performance, and employee communication satisfaction and job performance at a manufacturing facility in the southeast United States. The question of significant differences in the levels of employee communication satisfaction, employee work engagement, and job performance was also explored. Surveys were used to establish measures of communication satisfaction and work engagement at both the individual and team levels of five similar work teams. Job performance was measured at the team level using three-week average first-pass yield scores from the product testing areas. The data was analyzed using Pearson’s r correlation coefficient testing, simple linear regression, multiple linear regression, and multivariate analysis of variance. The analyses found strong evidence of predictive relationships between levels of communication satisfaction and work engagement. However, the sample size of only five work teams appears to have affected the reliability of any conclusions regarding the possibility of significant relationships between engagement and job performance or communication satisfaction and job performance. The job performance sample size of only five work teams appears to have similarly affected analyses of any differences in the levels of employee communication satisfaction, employee work engagement, and job performance. Further research, using a larger sample size for three-week average first-pass yield scores, or some other measure of job performance, is recommended

Factors Influencing Employee Engagement: A Study Among Employees of a Printing Company

Employee engagement has emerged as one of the most important topics in the sphere of human resource management. It stands for the extent to which the employees are fully involved in his/her work and will act in a way that furthers their organization interests. The study on this paper is to examine and gain better understanding of the drivers that influence employee engagement in a printing company. Employee communication, employee development and rewards and recognitions were selected as independent variables. Sample for the study consists of 123 staff from various levels and departments. Data were collected with the help of a questionnaire and analyzed using the Statistic Package for Social Science (SPSS) version 15. Throughout the statistical analysis, it is found that there is a significant relationship between the two independent variables namely employee communication and employee development with the dependent variable, employee engagement. Among the two independent variables, employee communication is the strongest drive to employee engagement in the printing company

The Influence of Employee Communication on Strategic Business Alignment

Over the last years, it has become increasingly important for companies to create strategic business alignment (SBA), i.e., the degree to which employees understand, support, and are able to execute the companies’ strategic initiatives. This study provides insights into the way companies can create SBA through employee communication. Specifically, we examined the influence of different dimensions of employee communication on employee attitudes toward their company’s strategic initiatives, and on employee behavior regarding the strategic initiatives. The results show that especially management communication, communication about strategic initiatives, and the communication climate within an organization are of vital importance to stimulate SBA

Faktor-faktor yang mempengaruhi keterlibatan pekerja: Kajian kes di Malaysia Building Society Berhad

This study examines the influence of employee communication, employee development, and rewards and recognition on employee engagement in Malaysia Building Society Berhad (MBSB). The extent to which the findings can be generalized in non-Western countries such as Malaysia is the main motivation of the study. This study was carried out among 407 exempt staffs in MBSB. Data were gathered through questionnaires and analyzed by using Statistical Package for Social Science (SPSS). Correlation and regression analysis were used. The analysis showed significant influence of employee development on employee engagement. However employee communication, and rewards and recognition were found not significant in influencing employee engagement. Implications for future research and management practice are discusse

The Influence of Employees Communication, Rewards and Recognition and Employees Development on Employees Engagement in Newfield Exploration (Malaysia)

The main purpose of this study is to examine and to better understand on the drivers influencing employee engagement in Newfield Exploration (Malaysia). This study was done on 99 employees of Newfield Exploration (Malaysia) and data obtained from questionnaires and were being analyzed by using Statistical Package for Social Science (SPSS) version 16. The statistical method of Pearson Correlation was used to determine the existence of the relationship between the independent variables which are Employee Communication, Rewards and Recognition and Employee Development with the dependent variable : Employee Engagement. Regression Analysis was conducted to examine the most important independent variable among the employees in Newfield Exploration (Malaysia), and Cronbach Alpha was used to further illustrate the reliability test. Throughout the statistical analysis of correlation analysis, it is found that there is a significant relationship between the three independent variables, which are Employee Communication, Rewards and Recognition and Employee Development with the dependent variable : Employee Engagement. Among all three independent variable, employee communication is found to be the most independent variable in driving the employee engagement in Newfield Exploration (Malaysia). This study will assist and help Newfield Exploration (Malaysia) to improve on its current employee engagement initiatives, also further enhance and develop more employee engagement initiatives to improve the overall employee engagement level in Newfiel

Enhancing Employee Communication Behaviors for Sensemaking and Sensegiving in Crisis Situations: Strategic Management Approach for Effective Internal Crisis Communication

Purpose The purpose of this paper is to explore the organizational effectiveness of internal crisis communication within the strategic management approach, whether it enhanced voluntary and positive employee communication behaviors (ECBs) for sensemaking and sensegiving. By doing so, this study provides meaningful insight into: new crisis communication theory development that takes a strategic management approach, emphasizing employees’ valuable assets from an organization, and effective crisis communication practice that reduces misalignment with employees and that enhances voluntary and positive ECBs for the organization during a crisis. Design/methodology/approach This study conducted a nationwide survey in the USA among full-time employees (n=544). After dimensionality check through confirmatory factor analysis, this study tested hypothesis and research question by conducting ordinary least squares multiple regression analyses using STATA 13. Findings This study found that strategic internal communication factors, including two-way symmetrical communication and transparent communication, were positive and strong antecedents of ECBs for sensemaking and sensegiving in crisis situations, when controlling for other effects. The post hoc analysis confirmed theses positive and strong associations across different industry areas. Originality/value This study suggests that voluntary and valuable ECBs can be enhanced by listening and responding to employee concerns and interests; encouraging employee participation in crisis communication; and organizational accountability through words, actions and decisions during the crisis. As a theoretical implication, the results of this study indicate the need for crisis communication theories that emphasize employees as valuable assets to an organization