Building organizational trust through internal communication

Abstract

PurposeAlthough multiple research studies disclosed that internal communication is effective in building trust within organizations, the link between employees' satisfaction with internal communication and their trust in their employers has not been explored. The paper explores the interrelationship between eight facets of internal communication satisfaction (ICS) and five dimensions of organizational trust (OT).Design/methodology/approachThe quantitative questionnaire-based field research was conducted on a sample of 289 employees. For the assessment of the ICS, the Internal Communication Satisfaction Scale – UPZIK developed by Tkalac Vercic et al. (2009) was used. OT was assessed using the scale developed by Shockley-Zalabak et al. (2000).FindingsThe research revealed a statistically significant positive relationship between the ICS and OT, both when considering five individual OT dimensions and the overall OT. Moreover, two ICS dimensions – “Satisfaction with communication climate” and “Satisfaction with communication with immediate supervisor” – were found to be the strongest predictors of OT.Originality/valueThe research adds to the discussion of antecedents of trust in organizations by positioning the ICS as a powerful generator of OT.

Transformational Leadership During the COVID-19 Pandemic: Strengthening Employee Engagement Through Internal Communication

“…Some research reports that internal communication plays an essential role in the organization ( Meng & Berger, 2012 ; Thornton, 2018 ). It significantly influences employees’ trust, satisfaction, commitment, loyalty ( Asif & Sargeant, 2000 ; Mazzei, 2014 ; Pološki Vokić et al, 2020 ), employee participation, and job satisfaction ( Ćorić et al, 2020 ). Internal communication also encourages employee performance ( Ćorić et al, 2020 ), strengthens employee commitment, promotes a positive sense of organizational belonging, develops employees’ awareness of environmental change, and develops employees’ understanding of the organization's needs ( Mazzei, 2010 ; Welch & Jackson, 2007 ).…”

“…Internal communications can be viewed as a form of relationship-building ( Asif & Sargeant, 2000 ). By implementing two-way symmetrical internal communication, employees feel that they can express their thoughts ( Mazzei, 2010 ; Sedej & Justinek, 2013 ), their voices are heard, and they are empowered ( Pološki Vokić et al, 2020 ). Therefore, internal communication functions to maintain the relationship with internal stakeholders in the organization through sharing and receiving the information, including downward, upward, and horizontal communication ( Ćorić et al, 2020 ), and communicative actions represent a behavioral outcome of loyalty ( Mazzei, 2014 ).…”

“…Some studies revealed that internal communication becomes a critical factor in building employee engagement ( Mishra et al, 2014 ; Pološki Vokic et al, 2020 ). Those studies also describe that employees experience higher levels of engagement when the organization effectively communicates with them.…”

“…Therefore, the organization achieves success by improving internal communication by building engagement with the employees and ensuring that they understand its progress, achievement, and plans ( Tomlinson, 2010 ). This engagement encourages their productivity and creativity of innovation ( Pološki Vokic et al, 2020 ).…”

We Trust You! A Multilevel-Multireferent Model Based on Organizational Trust to Explain Performance

“…Moreover, research in management and social sciences [3,4] has shown that organizational trust can be considered a source of competitive advantage and a prerequisite for the efficient functioning of organizations and HRM [5]. Moreover, trust within organizations is critical to the performance and wellbeing of their employees [6,7], and it may foster innovative and prosocial behaviors that help to create financial advantages as well [8,9].…”