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

Abstract

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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