A question of quality: perceptions of internal communication during the Covid-19 pandemic in Germany

Abstract

PurposeThe purpose of this paper is to explore employees' perceptions of the quality of internal communication in German organizations during the Covid-19 pandemic. In this context, the paper aims to identify antecedents and outcomes of high-quality internal communication during the pandemic. In doing so, it draws important practical and theoretical implications for pandemic-era communication, particularly surrounding issues such as employees' needs and strategic approaches to communication during the pandemic, as well as the effects of successful internal (crisis) communication.Design/methodology/approachA representative survey was conducted on employees (n = 934) working at different types of organizations in Germany. After a dimensionality check was conducted through confirmatory factor analysis (CFA), the proposed hypotheses were tested by conducting a structural equation model (SEM) using the R package lavaan.FindingsThis study identifies several antecedents of high-quality internal communication during the Covid-19 crisis, such as the frequency of communication at the beginning and during the pandemic, the dissemination of substantial information, participative communication and a clear rejection of secrecy. Furthermore, the findings show that high-quality internal communication has a positive impact on the employee–organization relationship (EOR).Originality/valueThis study suggests that strategic alignment of internal communications during the Covid-19 pandemic is crucial: by considering a number of factors, organizations can positively influence employees' perceptions of the quality of their internal communication. In terms of theoretical implications, this study discusses how the concept of high-quality internal communication can be operationalized and explores the outcomes that this can generate.

Sensemaking by Employees in Essential versus Non-essential Professions During the COVID-19 Crisis: A Comparison of Effects of Change Communication and Disruption Cues on Mental Health, Through Interpretations of Identity Threats and Work Meaningfulness

“…In line with Li et al (2021) , these findings demonstrate that change communication quality during crises can influence the ways employees interpret, manage, and cope with the situation. This may not only have a positive impact on employee-organization relationships ( Ecklebe & Löffler, 2021 ) but also on the social identities of employees. It is particularly important that marginalized groups in organizations (and society)—for instance those who might be considered less essential to the organizations’ core processes—also have access to transparent organizational communication, involving relevant, needed, substantial, accurate, timely, and balanced information.…”

“…Internal crisis communication management involves the use of multiple channels to provide necessary information, opportunities for discussion, emotional resources, and acknowledgements of the employees’ contributions and concerns ( Heide & Simonsson, 2019 ). A survey of nearly 1,000 employees in different organizations in Germany during COVID-19 emphasized the importance of frequent communication, provision of detailed and substantive content, participation in the communication, and openness ( Ecklebe & Löffler, 2021 ). Such high-quality communication improved relationships between employees and their organizations.…”

Rally-around-the-organizational-flag? Internal communication in a professional organization during the Covid-19 pandemic crisis

“…The identified difference between how the management and administrative staff and the professional staff group perceived the internal crisis communication is perhaps not that surprising given that professional groups tend to identify with and focus more on their work rather than issues related to the organization as a whole (Heide and Simonsson, 2015). In their recent study, Ecklebe and L€ offler (2021) identified several antecedents to what employees' perceive as high-quality communication, namely, frequency of communication, information dissemination, participative communication and rejection of secrecy. Although it is reasonable to assume that several of these antecedents might have increased the professional staff groups' satisfaction with the internal crisis communication in the organization, the difference in how the administrative staff and the professional staff groups perceive the internal crisis communication suggests that the divide between the staff adhering to managerialism and the staff adhering to professionalism is an additional factor that could be relevant to consider when assessing the staff's perceived quality of the internal crisis communication in knowledge-intensive organizations and professional organizations with strong professional groups.…”

The impact of the Covid-19 pandemic. The perception of communications executives in companies: The role and challenges of internal communication

“…Focusing on employee-organisation relationships, Ecklebe and Löffler (2021) point out the impact of the perceived quality of IC on trustworthiness, commitment and satisfaction; they highlight communication both at the beginning of and during the pandemic, substantive information, participatory communication and rejection of secrecy as key to this assessment. Moreover, Li et al (2021) have explained the effectiveness of transparent communication in the quality of employee-organisation relationships by fostering proactive coping with change and reducing uncertainty.…”