Let's Keep Looking for Other Roads: Improving Approaches to Identifying and Addressing Key Drivers

Howard, Matt C.

doi:10.1017/iop.2017.16

Cited by 1 publication

(1 citation statement)

References 15 publications

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“…Essentially, high levels of employee engagement as often as not lead to high work performance (Mackay, Allen, & Landis, 2017;Neha & Narwal, 2017). Although some leaders have developed effective approaches for engaging employees and improving their work performance, others still struggle to determine the best way to engage their workforce (Howard, 2017;Pandita & Singhal, 2017;Plaskoff, 2017). Without a doubt, employees who feel committed to their organisation, have the right skill sets, perform well, and tend to be productive, help their organisation remaining competitive (Anand, 2017;Shirin & Kleyn, 2017).…”

Section: Understanding Employee Engagement (Ee)mentioning

confidence: 99%

(Re-)Positioning and recognising the influence of internal communication on employee engagement for maximum organisational performance

Mmutle¹

2022

JCSA

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Research on how communication contributes directly to high levels of employee engagement within the workplace is still relatively under-prioritised in public relations and corporate communication literature. Although some evidence exists on the relationship between internal communication strategies and employee engagement outcomes, the accentuated value that can bederived from internal communication practice is yet to be fully explored. The purpose of this study is to reposition and recognise the strategic nature of internal communication in maximising and cultivating high levels of employee engagement for organisational performance and success. The study explores the strategic importance of internal communication in accordance with amanagement philosophy anchored on collaborative, open and transparent communication. By using semi-structured interviews with managers and focus group discussions with employees, the study found that organisational engagement emanating from a strong management philosophy as part of the internal communication strategy empowered employees to perform beyond prescriptive expectations. Also, employees viewed the management philosophy as an avenue for the attainment of organisational goals, enabledthrough ‘one-on-one caring’ interviews with managers, which centered on the sensitivity of collaborative internal communication efforts. The efficacy level of internal communication was a key determinant of the organisation’s engagement efforts. More so, internal communication was also used to facilitate the dialogic exchange of information and often cultivated diverse opinions to improve operational efficiency through the attainment of strategic communal relationships.

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Section: Understanding Employee Engagement (Ee)mentioning

confidence: 99%

(Re-)Positioning and recognising the influence of internal communication on employee engagement for maximum organisational performance

Mmutle¹

2022

JCSA

View full text Add to dashboard Cite

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Let's Keep Looking for Other Roads: Improving Approaches to Identifying and Addressing Key Drivers

Abstract: Cucina, Walmsley, Gast, Martin, and Curtin (2017) provide several valid criticisms of survey key driver analysis (SKDA), which is an approach used to identify causes of important employee and organizational outcomes, such as job satisfaction or employee engagement.

Cited by 1 publication

References 15 publications

(Re-)Positioning and recognising the influence of internal communication on employee engagement for maximum organisational performance

(Re-)Positioning and recognising the influence of internal communication on employee engagement for maximum organisational performance

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