Internal Communication And Employee Engagement Relationship

1288 words - 6 pages

In a rapidly evolving corporate environment, research has identified the vital role played by the firm’s communication processes with its internal stakeholders who are mainly its employees. Intra-organizational communication has been linked to motivated, productive and satisfied employees who in turn become a competitive advantage allowing the company to survive in a highly competitive market environment. According to Omilion-Hodges & Baker (2014) employees are the embodiment of a company’s character and culture and thus are able to “sellor market” it to its external publics on various platforms provided they have explicit information and perfectly understand the objectives and goals of ...view middle of the document...

This implies that the firm must provide, in copiousness, the critical information themes required by its internal publics, as well as sufficiently deal with any emergent concerns, regardless of when, how or where they surface (Sharma & Kamalanabhan, 2012).
Clearly, internal communication has an ongoing role in shaping the character and natire of the firm in terms of its culture and internal climate as well as its operational processes such as interdepartmental collaboration and the scope of integration among various units, and the structuring of operational actions, practices and goals. Accordingly, if the impact of communication is crucial, then the extent of the effect alongside the ability of management thereof to benefit from communication as a strategic propellant of superior organizational performance, is substantial. In light of this argument it has become necessary for organizations to analyze the effectiveness of communication within the intra-organizational context.
Communication as a management function
Management is transliterated as the act or process of impelling the activity of people with the aim of achieving the predetermined desired goals. Management includes functions such as decision making, planning, staffing, organizing, directing (coordination), and controlling both organizational material and human resources (Miller, 2012). According to Henry Fayol in his functional management theory, management is a decision making process in which managers are required to apply their skills and knowledge in decision making using communication, in order to influence and direct others towards accomplishment of the set objectives (Dortok,2006). Henry Fayol posits that all managers must perform the five main functions including forecasting and planning, organizing, commanding, coordinating and controlling. However, Fayol adds that for managers to execute these tasks effectively and efficiently, communication both within and outside the organization must occur.
Specifically, in order to plan effectively the manager obtains accurate and relevant information; and for the plan to activated and implemented, the manager must communicate it to his/her employees. Moreover, without efficient internal communication, managers cannot effectively organize, coordinate, motivate and control organizational human and material resources. In other words, the effective performance of the prescribed management functions depends heavily on the existing flow of company communication and the accuracy of transmitted information (be it from top down in form of an order or decision; from the bottom up such as reports on task execution; or horizontally for coordination among teams or departments). Essentially, communication is vital in management since it acts as a reagent for the interchange of facts, opinions, ideas and feelings regarding the behavior of each other. As such, without communication it is impossible to build or sustain any form of social action...

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