What’s one topic that can be overlooked as an important matter to career success? Leisure! The value of leisure is very high, and that is why people look so fondly toward the weekend. But realize, too, that weekends alone are not usually enough. One recent study published in Current Psychiatry Reports chronicles the great prevalence … Continue reading Even Cell Phones Need Recharging. Why Not You?
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This is the second in a two-part series regarding the state of leadership in PR. Communication leaders earned their highest grade in our Plank Center Report Card for work engagement, a “B+.” We used Gallup’s Q12 survey to assess engagement among PR leaders and managers. This survey has been used by hundreds of organizations, and based … Continue reading PR Leaders Are Highly Engaged: Plank Center Report Card, Part II →
This is the first in a two-part series regarding the state of leadership in PR. Communication leaders are crucial strategic assets in their organizations and the profession, but how are they performing? How much do they engage in work and trust their organizations? Are they satisfied with their jobs? Do their work cultures support or … Continue reading Plank Center Report Card Reveals Wide Gaps Between PR Leaders and Their Employees →
According to Gallup’s State of the Global Workplace report conducted in 142 countries, only 13 percent of employees say they feel engaged at their workplace. Engaged employees have a certain level of emotional investment and willingness to create value for their organizations. This, rather disheartening result means that actively disengaged workers (negative and potentially hostile … Continue reading Engaging Employees: A Perfect Job for Internal Communications →
Employee communications is more, must be more, than simply conveying the direction and directives of management throughout an organization. Employee communication professionals must take responsibility for assisting with all communication flow within the system. This means engaging in the management of bottom up and lateral communications as well. A bottom-up communication system allows employees on … Continue reading Employee Communications: More than Top Down Communications →
My current, as yet unpublished PhD research, suggests that employees are very interested in knowing how their organisation is progressing. Why? Because they understand that the success of the organisation has a direct link to their own job security. However, they expect senior managers to tell them about organisational progress, not their line manager. This … Continue reading Challenge the Wisdom and Let’s Hear It from the Top →
Some years ago I got a mailing at home from an employer. Official company envelope. Inside, a Xeroxed flyer on purple paper. Lilac is probably a more apt description. I was tempted to just discard it. The optics suggested this was not an important communication. But I did read it and while it wasn’t life … Continue reading Optics and Context in Employee Communications →
Although most crisis communication research focuses on external stakeholders’ communicative behavior, some recent academic and professional studies have recognized the value and importance of employee communication in a crisis. Successful internal communication helps an organization to minimize the risk of employees’ negative crisis reactions affecting its reputation and turn them into effective evangelists advocating for … Continue reading Dedicated Employees are the Most Valuable Assets during a Crisis →
Does ethical leadership communication engage employees? The simple answer is—YES! But how? Leadership is a nested influence in an organization that affects organizational culture, structures, communication climates, systems, and the attitudes and behaviors of employees. Many effective leadership behaviors and styles have ethical elements; for instance, authentic leadership involves a positive moral perspective that guides … Continue reading Does Ethical Leadership Communication Engage Employees? →
Topic: New Employee and Organizational Identification Author(s), Title and Publication Stephens, K. K. & Dailey, S. L. (2012). Situated organizational identification in newcomers: Impacts of pre-entry organizational exposure. Management Communication Quarterly, 26(3), 404-422. Summary This study investigated how new employees’ organizational identification was influenced by their pre-orientation non-work related experiences with an organization, and orientation … Continue reading Situated Organizational Identification in Newcomers: Impacts of Pre-Entry Organizational Exposure →
Topic: Employee Communication Behavior Authors, Title and Publication Park, S. H., Kim, J-N., & Krishna, A. (2014). Bottom-up building of an innovative organization: Motivating employee intrapreneurship and scouting and their strategic value. Management Communication Quarterly. DOI: 10.1177/0893318914541667. Summary Organizational leaders and managers regularly search for ways to make their organizations more innovative, competitive, and successful. … Continue reading Bottom-up Building of an Innovative Organization: Motivating Employee Intrapreneurship and Scouting and Their Strategic Value →
Topic: Employee Engagement Authors, Title and Publication Mishra, K., Boynton, L., & Mishra, A. (2014). Driving employee engagement: The expanded role of internal communications. Journal of Business Communication, 51(2), 183-202. Summary Increasingly, organizations and their public relations professionals recognize the importance of strengthening internal communication with employees. Internal communication is important for building a culture of transparency between management and employees, and … Continue reading Driving Employee Engagement: The Expanded Role of Internal Communications →