Assessing the Mediating Effect of Internal Communication on Strategic Human Resource Management and Perceived Performance: An Intersectoral Comparison

Suh, Jiwon; Battaglio, Paul

doi:10.1177/0734371x21994185

Cited by 15 publications

(11 citation statements)

References 84 publications

(134 reference statements)

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“…From the point of view of strategic management and human resource theories, internal communication is highly relevant for companies. They provided that they cultivate an organisational climate open to innovation, intrapreneurship, creativity and corporate happiness (Andersson, 2019;Cuesta-Valiño et al, 2022;Lee and Kim, 2021;Suh and Battaglio, 2021;Venn and Berg, 2013). Based on this evidence, and other multiple aspects, a large number of companies are gradually implementing actions aimed at enhancing internal communication among their employees through the implementation of onboarding, team building or happiness management (Ravina-Ripoll et al, 2021a, b;Ver ci c and Spoljari c, 2020).…”

Section: Internal Communication As a Predictor Of Happiness At Workmentioning

confidence: 99%

Mapping intrapreneurship through the dimensions of happiness at work and internal communication

Ripoll

Vela

Sorzano-Rodríguez

et al. 2022

CCIJ

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PurposeThis article explores how internal communication impacts happiness at work and intrapreneurship through the dimensions of communication climate and communication in meetings.Design/methodology/approachLiterature analysis and quantitative empirical data collection are used to achieve this study's purpose. The study employed a non-experimental, cross-sectional, explanatory design. A questionnaire of closed-ended questions was used, adapted from validated scales for measuring constructs, and apply to 156 employees of industrial, service and commercial companies in the Northeast of Mexico. The analysis techniques used included exploratory factor analysis and structural equation modelling.FindingsIn the descriptive analysis of the data, the authors find that 57.7% of the sample is satisfied with the communication climate, 28.85% moderately satisfied, and 13.47% dissatisfied. Regarding the levels of happiness at work, high (71.15%), medium (21.15%) and low (7.7%) levels were found. In intrapreneurship, high (67.31%), medium (26.92%) and low (5.77%) levels were found. The exploratory factorial analysis showed that the instrument was adequate for measuring the variables. Good correlations were also found between the items that make up each variable. Finally, the relationship between internal communication, measured by the dimensions of communicative climate and communication in meetings, and happiness at work was verified using the structural equation technique. The latter has a positive impact on intrapreneurship.Research limitations/implicationsThis article has some theoretical and methodological limitations like any other academic work. They would be interesting to address in future research. In this way, it is possible to empirical examine the variables of intrapreneurship, internal communication and happiness (Ravina-Ripoll et al., 2021c). The first is the study's cross-sectional design and data collection by a non-probabilistic sample, carried out in a single source. Both aspects mean that our study is not free of corresponding biases; this may result in the findings of the present work not being statistically correct. The second derives from the absence in the literature of structural equation modelling studies that analyse the constructs that make up the object of this academic work in a multidimensional way. However, although an influence I show between the variables, it is recommended to take the data with discretion. There is still a need for more empirical evidence to support these relationships before generalised results can be presumed. Despite the remarkable progress made in recent years in the literature on the three dimensions of this article, few scientific studies examine inferentially how internal communication and intra-entrepreneurship influence employees' happiness at work in today's digital society. The authors of this academic work consider it attractive for future research to address the analysis of internal communication strategic management models. It is a robust driver of intra-entrepreneurship and employee happiness in organisations (Galván-Vela et al., 2022a). In conclusion, from this heuristic perspective, companies can improve, on the one hand, their competitive position in the market. Their managers must cultivate an organisational culture that emphasises internal communication as a catalyst for innovation, employee loyalty, and productive efficiency. On the other hand, companies will be able to invigorate their corporate image to face the significant challenges in the globalised economy, thus to become sustainable, humane, ecological intra-entrepreneurial corporations (Galván-Vela et al., 2021a). It may lead to a more social, inclusive, prosperous and egalitarian ecosystem. In this way, it makes the culture of organisations around the pillars of happiness management, social marketing and the Sustainable Development Goals shine (Galván-Coronil et al., 2021).Practical implicationsThis section does not attempt to argue that internal communication and intrapreneurship constitute two intangible resources that improve organisations' productivity and collective happiness (Lee and Kim, 2022). However, it is necessary to clarify that the results achieved in this academic study show two fundamental aspects. The first is to invite managers of companies in the post-Covid-19 era to cultivate a culture based on happiness management. It makes internal communication a fast vehicle that exponentially boosts intrapreneurship, among other things (Castillo-Abdul et al., 2021). To this end, their strategic management models must carry out a diametrical shift in their innovation and internal communication actions. On the one hand, it allows for building loyalty among their creative talent. It does this by creating an organisational climate that encourages interpersonal relationships, the spirit of teamwork, collaborative participation, and disruptive thinking (Thelen and Formanchuk, 2022). On the other hand, promoting an ethical, assertive and empathetic leadership style proactively stimulates the commitment, trust and passion for the work of all members of the company (Men and Yue, 2019). The second is to emphasise implementing a constructive, friendly and positive intra-organisational language. In this way, it is dynamising the collective happiness of its human capital through the figure of the Chief Happiness (Jiménez-Marín et al., 2021b).Originality/valueIntrapreneurship, internal communication and happiness at work are topics of great interest in academic agendas in recent years. It is basically because these three dimensions, individually or jointly, have positive effects on the productivity of organisations. However, no research flow evidences our theoretical model proposed in this article. Therefore, there is a need for future studies that advance the literature in the area of business. In this way, we will have more data on how these constructs affect the life of organisations in the post-Covid 19 eras.

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Section: Internal Communication As a Predictor Of Happiness At Workmentioning

confidence: 99%

Mapping intrapreneurship through the dimensions of happiness at work and internal communication

Ripoll

Vela

Sorzano-Rodríguez

et al. 2022

CCIJ

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“…Albeit the presence of effective factors contributing to the successful implementation of green human resource management in organizations, there are possibilities that various hurdles would impede GHRM from implementation. According to several researchers (e.g., Alwan & Nori, 2021;Cuellar-Molina et al, 2018;Mtembu, 2017;Suh & Battaglio, 2021), the barriers of GHRM have different natures such as internal to the organizations or emanated from the external environment and directly or indirectly affect green human resource management implementation in organizations. However, specific to this study, the researchers have used apparent factor categories suggested by Bombiak (2020) these are: Management Factors, Technological Factors, Cultural Factors, Staff Factors, and those factors categorized under "Others"to investigate barriers to implementing green human resource management in organizations, via review of extant GHRM studies.…”

Section: Barriers To Green Human Resource Management (Ghrm) Implement...mentioning

confidence: 99%

Green Human Resource Management: A Systematic Literature Review and Future Research Directions

Birbirsa¹,

Worku²

2022

IJOL

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This study addressed three basic questions regarding GHRM: the first -which green human resources management practices have or have not obtained better attention in organizations?; the second question -what are the contributing factors to the effective implementation of green human resource management in organizations? And the thirdwhat are the major barriers to the practical implementation of green human resource practices in organizations? The research employed a systematic review strategy for the questions indicated above. In this respect, clear inclusion and exclusion criteria were employed to select 51 relevant articles from 417 GHRM articles obtained from various databases for analysis purposes. In addition, other research methods were used in the study, such as the collected data being analyzed via content analysis and presented descriptively using descriptive research design. The study results indicated that selection and requirement, training and development, and discipline management GHRM practices have obtained better attention in organizations; on the contrary, socialization, participation and working relationships, and retention practices acquired the least attention and still not yet getting sufficient emphasis. With regard to effective factors to implement GHRM, social responsibility, green missions, strategies, goals and policies, citizenship behavior, financial and non-financial motivation, green training, and teamwork are playing major roles; conversely, lack of knowledge and awareness, lack of training/technical support, lack of organizational leadership support, lack of a comprehensive plan to implement green human resource management, and lack of green culture, are the major barriers.

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“…Leading scholars and analysts typically concentrate on three distinct approaches to the theoretical interpretation of the relationship between HRM and organizational performance. These consist of (a) Approach to universalism or best practices, (b) Fit or contingency and (c) Resource-based view (Schotter et al, 2021;Suh & Battaglio, 2021;Sabir et al, 2015). The best practice and contingency approach emphasize how the human resource can be a competitive asset for businesses.…”

Section: Strategic Human Resource Management Rule-breaking and Job Sa...mentioning

confidence: 99%

Impact of Strategic Human Resource Management on Rule Breaking and Job Satisfaction: Moderating Role of Servant Leadership and Mediating Role of Rules Control

Malik

Ali

Kausar

et al. 2022

IJMRES

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Although all forms of resources are necessary for organizational success, the literature seems to agree that human capital and its management have a substantial influence on the performance of corporations. In today's dynamic world, where communication and technologies continually grow, the actions and behavior of employees in their organizations are gaining importance with regard to the workers’ performance, SHRM, and servant leadership positions. In this study, the impact of SHRM, servant leadership, and rule control on Job Satisfaction and rule-breaking behavior of employees have been analyzed. Our study consists of a sample population of 287 white collar employees in the public and private sectors of Pakistan. Analysis was carried out using SPSS and AMO programs. Hypotheses were tested by the structural equation model. Finding reveals that SHRM has a positive and significant influence on job satisfaction but an insignificant impact on the rule-breaking behavior of employees. Servant leadership positively influenced job satisfaction and significantly moderates the association between SHRM and job satisfaction indicating that the servant attitude of the manager increases the satisfaction of the personnel. Rules control plays a significant mediating role. The current study contributed that employee exhibit greater levels of persistence, competence, and competitiveness while they are motivated by servant leaders. Managing workers from different backgrounds and with different work ethics require proactive leadership that disciplines organizational life according to predetermined guidelines for job involvement.

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Assessing the Mediating Effect of Internal Communication on Strategic Human Resource Management and Perceived Performance: An Intersectoral Comparison

Cited by 15 publications

References 84 publications

Mapping intrapreneurship through the dimensions of happiness at work and internal communication

Mapping intrapreneurship through the dimensions of happiness at work and internal communication

Green Human Resource Management: A Systematic Literature Review and Future Research Directions

Impact of Strategic Human Resource Management on Rule Breaking and Job Satisfaction: Moderating Role of Servant Leadership and Mediating Role of Rules Control

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