Many organizations have embraced some form of corporate citizenship, social responsibility or sustainability for years, some even for generations. But for many organizations such activities have been considered voluntary or even a luxury. So is there a real business case for corporate social responsibility (CSR)? Let’s look at three significant pieces of work by academics … Continue reading Building a Business Case for CSR
Monthly Archives: July 2012
Is the survey mechanism broken? Few would argue that it hasn’t been damaged by a number of factors in recent years. With that in mind, I read a May speech by Scott Keeter, director of survey research for the Pew Research Center, delivered in his capacity as president of the American Association for Public Opinion … Continue reading Are Surveys Broken? →
Topic: Best Practices in Internal Communication Author(s), Title and Publication Young, M., & Post, J. E. (1993). Managing to communicate, communicating to manage: How leading companies communicate with employees. Organizational Dynamics, 22(1), 31-44. Summary This study is built on the idea that internal communication processes are an important ingredient in successful change, and understanding best … Continue reading Managing to communicate, communicating to manage: How leading companies communicate with employees →
Topic: Employee Engagement Author(s), Title and Publication Robinson, D., Perryman, S., & Hayday, S. (2004, April). The Drivers of Employee Engagement. Report 408. Institute for Employment Studies. Summary This study defined engagement, devised its measurement, and established its drivers with data from an Institute for Employment Studies’ (IES) 2003 attitude survey of over 10,000 employees … Continue reading The Drivers of Employee Engagement →
Topic: Supervisor Credibility and Employee Participation Author(s), Title and Publication Falcione, R. L. (1974). Credibility: Qualifier of Subordinate Participation. Journal of Business Communication, 11(3), 43-54. Summary This study examined subordinate participation in decision-making processes, as well as its relationship to their perceptions of supervisor credibility and satisfaction with supervisors. In a survey of 145 employees … Continue reading Credibility: Qualifier of Subordinate Participation →
Topic: Internal Communication and Information Satisfaction Author(s), Title and Publication White, C., Vanc, A., & Stafford, G. (2010). Internal Communication, Information Satisfaction, and Sense of Community: The Effect of Personal Influence. Journal of Public Relations Research, 22(1), 65-84. Summary This study examined employees’ perceptions of information flow from top administrators, their communication preferences, sense of … Continue reading Internal Communication, Information Satisfaction, and Sense of Community: The Effect of Personal Influence →
Topic: Best Practices Author(s), Title and Publication Powers, V. J. (1996-1997). Benchmarking Study Illustrates How Best-in-Class Achieve Alignment, Communicate Change. Communication World, December/January, 30-33. Summary The American Productivity & Quality Center conducted this study of internal communication best practices among 50 companies that were believed to be the best in employee communication. Best practice refers … Continue reading Benchmarking Study Illustrates How Best-in-Class Achieve Alignment, Communicate Change →
Topic: Employee Voice and Power Distance Author(s), Title and Publication Botero, I. C., & Dyne, L. V. (2009). Employee Voice Behavior: Interactive Effects of LMX and Power Distance in the United States and Colombia. Management Communication Quarterly, 23(1), 84-104. Summary Competitive advantage can come from ideas that employees communicate to supervisors for improving processes, products … Continue reading Employee Voice Behavior: Interactive Effects of LMX and Power Distance in the United States and Colombia →
Topic: Managerial Communication and Frontline Leadership Author(s), Title and Publication Ahmed, Z., Shields, F., White, R., & Wilbert, J. (2010). Managerial communication: The link between frontline leadership and organizational performance. Journal of Organizational Culture, Communication and Conflict, 14(1), 107-120. Summary This essay describes how effective managerial communication (MC) can assist frontline managers (FMs) in cultivating … Continue reading Managerial communication: The link between frontline leadership and organizational performance →
Topic: Employee Engagement Author(s), Title and Publication Maritz Research. (June, 2011). Maritz Research Hospitality Group 2011 Employee Engagement Poll. Maritz Research White Paper. Summary Maritz Research, a firm specializing in employee and customer satisfaction studies and programming, conducted this study. The online panel included 1,857 individuals who were 18 years of age or older, worked … Continue reading Maritz Research Hospitality Group 2011 Employee Engagement Poll →
Topic: Employee Burnout and Defensive Communication Author(s), Title and Publication Becker, J. H., Halbesleben, J. B., & O’Hair, H. (2005). Defensive Communication and Burnout in the Workplace: The Mediating Role of Leader–Member Exchange. Communication Research Reports, 22(2), 143-150. Summary This study used leader-member exchange (LMX) theory, which suggests that leaders develop different relationships with employees … Continue reading Defensive Communication and Burnout in the Workplace: The Mediating Role of Leader–Member Exchange →
Relevancy is the eternal challenge for the public relations function, and the intellectual discussion always will be split between those who favor more quantitative measures and those who favor more subjective, qualitative-based metrics. In short, is it numbers or is it relationships that matter most? The answer, of course, is both. As IPR strives to … Continue reading Relevancy, Relationships and Numbers →