Internal communication satisfaction and employee engagement as determinants of the employer brand

Špoljarić, Anja; Verčić, Ana Tkalac

doi:10.1108/jcom-01-2021-0011

Cited by 25 publications

(31 citation statements)

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“…Most of the articles based on the quantitative research method used a questionnaire as an instrument applied on a non-random respondent sample. Two different approaches can be discerned among the studies undertaken – researching employer brands of specific organizations (Deepa and Baral, 2022; Špoljarić and Tkalac Verčič, 2022; Sarkiunaite and Sciukauske, 2021; Tkalac Verčič, 2021; Tkalac Verčič et al. , 2021; Men, 2014; Rampl, 2014; Rampl and Kenning, 2014; Terera and Ngirande, 2014; Baum and Kabst, 2013; Edwards and Edwards, 2013; Elving et al.…”

Section: Resultsmentioning

confidence: 99%

“…The majority of the analyzed articles, or 20 out of the 37 in total, employed a quantitative research approach to the topic (Špoljarić and Tkalac Verčič, 2022; Benraiss-Noailles and Viot, 2021; Sarkiunaite and Sciukauske, 2021; Tkalac Verčič, 2021; Tkalac Verčič et al. , 2021; Grăjdieru and Khechoyan, 2019; Alnıaçık et al.…”

Section: Resultsmentioning

confidence: 99%

“…Ruchika and Prasad, 2017;Barrow and Mosley, 2005), including one of the most prolific authors in the field of international employer branding (Martin et al, 2011), on the one hand, highlight the importance of communication for the employer brand. On the other hand, studies focusing on the relationship between communication and employer brands are quite scarce ( Spoljari c and Tkalac Ver ci c, 2022;. Furthermore, research exploring this relationship at international level is virtually non-existent.…”

Section: Discussionmentioning

confidence: 99%

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Employer brand and international employer brand: literature review

Špoljarić

Došen

2023

CCIJ

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PurposeThis review article offers an insight into employer brand and its importance for organizations, as well as an overview of international employer brand based on research on this topic available to date.Design/methodology/approachAn examination and critical evaluation of 37 research articles, two scientific monographs and a chapter was conducted. The selection of articles was based on conducted content analysis.FindingsHaving an employer brand has become of utmost importance for many organizations since it was first described in academic literature in mid-1990s. Despite its key role in organizational success, there is a certain lack of recognition of employer brand in academic literature. While employer brand research is somewhat scarce, international employer brand research is almost non-existent. Organizations that operate on different international markets often recruit their employees internationally as well. However, employer brand developed and managed locally differs from the one developed and managed globally.Research limitations/implicationsThis review is based on a small number of articles available in the databases. Additionally, only the research papers written in English were included in the review.Originality/valueThis review paper offers a much-needed overview of literature on employer branding within international context. International employer brands and international employer branding have so far been neglected within employer branding literature, despite the obvious need for differentiation. Therefore, this article seeks to provide a systematic overview and identify relevant characteristics of the international employer brand.

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Section: Resultsmentioning

confidence: 99%

Section: Resultsmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

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Employer brand and international employer brand: literature review

Špoljarić

Došen

2023

CCIJ

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“…Внутренний брендинг, т.е. улучшение имиджа организации с точки зрения сотрудников, положительно связан с их вовлеченностью, удовлетворенностью работой и эмоциональной приверженностью организации [Špoljarić, Verčič, 2022]. Выявлено значимое опосредующее влияние эмоциональной приверженности на взаимосвязь внутреннего брендинга и вовлеченности сотрудников, а также ее частичное влияние на взаимосвязь между внутренним брендингом и УР .…”

Section: аннотация ключевые словаunclassified

Job Satisfaction among Employees of a Higher Educational Institution

Efimova

Latyshev

2023

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A longitudinal study was conducted to determine the level and key determinants of job satisfaction among different categories of employees of a classical university on the example of University of Tyumen. A typology of university employees has been formed depending on the nature of job satisfaction: satisfied with (1) career growth and material component, (2) the meaning of work, fairness and comfort of work, (3) working conditions and equipment of the workplace. The highest overall job satisfaction is characteristic of employees who highly appreciated their satisfaction with the content of the work performed, fairness and comfort of work. Groups of factors that motivate employees to work effectively are identified: reliability and stability, career growth and social capital, managerial potential. The respondents who are most satisfied with their work are those who are motivated by career growth and building up social capital. This group is dominated by representatives of the university management and line managers. It was also found that job satisfaction is higher among those teachers and researchers who expect career changes related to territorial displacement. The results of the study can be useful to managers of university personnel services when developing a set of measures aimed at increasing job satisfaction among representatives of various professional groups, which will increase the prestige of work in the academic sector, retain talented employees and reduce staff turnover.

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“…In this line, a substantial body of authors shows that the multidimensional variable of internal communication exerts a strong positive influence on employee engagement and job satisfaction (e.g. Špoljarić and Tkalac Verčič, 2021; Verčič et al. , 2021a).…”

Section: Literature Reviewmentioning

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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Internal communication satisfaction and employee engagement as determinants of the employer brand

Cited by 25 publications

References 70 publications

Employer brand and international employer brand: literature review

Employer brand and international employer brand: literature review

Job Satisfaction among Employees of a Higher Educational Institution

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

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