Achieving employee engagement through effective internal communication

IF 0.4 Q4 COMMUNICATION
S. Mbhele, E. de Beer
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引用次数: 1

Abstract

Internal communication is a prerequisite for organisational success as it underpins organisational effectiveness. Previous research (Albrecht, 2010; Andrew & Sofian, 2012; Hayase, 2009; Mamdoo, 2012; Markos & Sridevi, 2010; Meng & Berger, 2012; Ruck & Welch, 2012; Welch & Jackson, 2007; Welch, 2011) has linked this process to employee engagement, which generally refers to “a positive fulfilling, work-related state of mind that is characterised by vigour, dedication and absorption.” To illustrate how employee engagement can be achieved through internal communication, a quantitative research approach was used to obtain data from a sample of 300 respondents identified by means of systematic random sampling from a population of 1 322 employees from the case organisation. The findings point to the critical role played by internal communication in the achievement of employee engagement and specifically investigated the relationship between employee engagement and constructs such as: participative organisationalculture; supportive communication climate; participative leadership communication; quality and reliability of information; two-way asymmetrical communication and two-way symmetrical communication.
通过有效的内部沟通实现员工敬业度
内部沟通是组织成功的先决条件,因为它支撑着组织的有效性。前人的研究(Albrecht, 2010;Andrew & Sofian, 2012;Hayase, 2009;Mamdoo, 2012;Markos & Sridevi, 2010;Meng & Berger, 2012;Ruck & Welch, 2012;Welch & Jackson, 2007;韦尔奇(Welch, 2011)将这一过程与员工敬业度联系起来,员工敬业度通常指的是“一种积极的、充实的、与工作相关的心态,其特征是活力、奉献和专注。”为了说明如何通过内部沟通实现员工敬业度,我们采用定量研究方法,从案例组织的1 322名员工中系统随机抽样确定了300名受访者的样本,并从中获取数据。研究结果指出,内部沟通在实现员工敬业度方面发挥了关键作用,并具体调查了员工敬业度与以下结构之间的关系:参与式组织文化;支持性的沟通氛围;参与式领导沟通;信息的质量和可靠性;双向不对称通信和双向对称通信。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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