Influence of Internal Communication on the Organizations’ Performance: Proposition of Model

Abstract

The aim of study was to develop a model to identify the influence of communication, organizational identification and trust on the organizations’ performance and proposition of model. The research was descriptive and quantitative, and it was conducted in a soft drink Industry, in Brazil. Hypotheses (n=9) were raised and was applied a questionnaire for 310 employees, considering the constructs: Internal Communication, Trust in the Co-workers, Trust in the Manager, Organizational Identity and Performance. The results showed that the hypotheses H1, H3 and H7 were confirmed. The higher the organizational identification, the greater will be the trust in the manager and the performance. In H4, the study confirmed that there is a lower influence of the Internal Communication on Performance. Thus, the Internal Communication does not support the Performance. Although the direct effect on Performance is contrary (-0.139), the indirect effect was positive (0.476), generating a total effect of 0.337.

When COVID-19 Is the Invader and Internal Communication Is the Hero: Understanding the Influence of Internal Communication on Individual Performance and Evaluating the Mediating Role of Perceived Support

“…The evidence from the data indicates that IC is associated with POS and IP, which means that organisations that invest in IC stimulate a feeling of support and well-being, which is reflected in IP. This relationship supports the idea put forward by Neto et al (2018) and Xiao (2020) that when an organisation engages with employees through fair rewards and POS, whereby an IC strategy is used and worked on in this process, employees tend to exhibit improved IP and become more dedicated to their work and the organisation.…”

“…It is thus considered that when an organisation promises its employees rewards, respect, and justice, a high level of trust will be generated, which will increase the willingness of employees to work more and better, which will be reflected in their IP in relation to the organisation (Yin 2018;Ribeiro et al 2018). Therefore, the commitment and engagement of employees at work is a function of the rewards they expect from their employer (Yin 2018), and the link in this connection may be IC, which is strongly related to POS, IP, and productivity (Neto et al 2018).…”

“…Regarding consequences related to POS, Karanges (2014) raised the notion of organisational identification, as it has an affective cognitive function that also influences an employee's sense of pride and belonging in the organisation. Neto et al (2018) also added that, addition to POS, IC and organisational identification are mechanisms that affect the organisation, in that they influence employee well-being, satisfaction and IP (Xiao 2020). However, although the existence of relationships among the various factors addressed in this study has been described, it is important to note that, due to the present reality of the pandemic in which we live, these relationships have been reconsidered and adjusted by the organisations.…”

“…In recent decades, IC has been a dimension that has contributed strongly to collaborator IP (Neto et al 2018). According to Men and Stacks (2014), employees constitute a stronger force in organisations where their attitudes and behaviours contribute to productivity, IP, and organisational performance.…”