Perception of Employees on Internal Communication of a Leading Five Star Hotel in Malaysia

Abdullah, Zulhamri; Antony, Claina Antonette

doi:10.5539/ass.v8n2p17

Cited by 14 publications

(13 citation statements)

References 4 publications

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“…The HRM theory proposed by Guest (1987), Bertucci (2005), Zapata and Ramirez (2009) relates some HRM practices, such as rewards systems and strategies. The people responsible for this area should argue with the top management that the employees need to be aware about the organizational strategies and results (Verghese,2017, Abdullah & Antonay, 2012. This makes the top management has a clear and secure communication, linking their efforts for an effective management, because the success of the organization depends on the form of communication (Verghese,2017).…”

Section: Performancementioning

confidence: 99%

Influence of Internal Communication on the Organizations’ Performance: Proposition of Model

Neto

Silva

Ferreira

2018

FSRJ

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The aim of study was to develop a model to identify the influence of communication, organizational identification and trust on the organizations’ performance and proposition of model. The research was descriptive and quantitative, and it was conducted in a soft drink Industry, in Brazil. Hypotheses (n=9) were raised and was applied a questionnaire for 310 employees, considering the constructs: Internal Communication, Trust in the Co-workers, Trust in the Manager, Organizational Identity and Performance. The results showed that the hypotheses H1, H3 and H7 were confirmed. The higher the organizational identification, the greater will be the trust in the manager and the performance. In H4, the study confirmed that there is a lower influence of the Internal Communication on Performance. Thus, the Internal Communication does not support the Performance. Although the direct effect on Performance is contrary (-0.139), the indirect effect was positive (0.476), generating a total effect of 0.337.

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Section: Performancementioning

confidence: 99%

Influence of Internal Communication on the Organizations’ Performance: Proposition of Model

Neto

Silva

Ferreira

2018

FSRJ

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“…Abdullah and Antony (2012) found that employees who are fully informed about the organisation's goals are more satisfied at the workplace.…”

Section: Internal Communicationmentioning

confidence: 98%

“…Abdullah and Antony (2012) argued that timely disperse of the information would make employees feel valued by the organisation, which would subsequently increase job satisfaction. Social media could therefore transform HRM roles in the organisation by being a facilitator as well as moderator of the information published in the social media channels (Deloitte 2012).…”

Section: Implications Of the Findingsmentioning

confidence: 99%

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New Zealand HR Employee Communication: Comparing 2000 and 2010 Empirical Results with Forecasts for 2020

Nel

2012

SSRN Journal

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Businesses in New Zealand INTRODUCTIONThe contemporary work environment has changed significantly due to the development and application of new technology and use of electronic commerce (Nelson Quick Wright and Adams, 2012). Electronic human resource management (e-HRM) is also increasingly replacing traditional HRM roles. Nowadays, e-HRM such as human resource information systems (HRIS) has, amongst others, enabled HR practitioners to transform and transit from transactional and administration roles to being a strategic partner of the organisation ( Social media is defined by SHRM (2011a, Para. 1) as "web-based tools and technologies used to share information and turn communication into interactive dialogue with internal and external audiences through Facebook, LinkedIn and Twitter".Electronic copy available at: http://ssrn.com/abstract=2176126 2.HR practitioners play a significant role as a facilitator and a moderator using these media which would subsequently "restore some of the personal touch that was lost in previous pushes for improved HR efficiency" (Deloitte 2012:20). LITERATURE REVIEWVarious theoretical aspects are presented in the literature regarding HR. HRIS and E-HRMartin and Reddington (2010:1553) developed a model of e-HR that focuses on the "relationship between HR strategy, e-HR goals and architecture, and positive and negative of e-HR outcomes". Their study also found that line managers believed that e-HR systems are off-loading HR duties to the managers to carry out staff administration tasks which subsequently increased their workload. Nelson et al. (2012:230-231) also claims that "new technologies are a double-edged sword that can be used to improve job performance or to create stress". The fast changing technologies could create techno-stress among the line managers and the employees. Nelson et al. (2012:231) went on to define techno-stress as "tension that is caused by the new and rapid technology changes that require workers to keep upto-date with the latest information technologies".HR practitioners have to choose the proper message and channels to communicate and to promote advantages of using e-HR. The main benefit of e-HR is the ability to transform available knowledge and technology into a more strategically oriented function which addresses key success factors of an organisation in a timely manner for competitive advantage (Wilson 2010). Internal communicationStaff should be informed about an organisation's current and future activities by building shared understanding of the overall business strategies. Abdullah and Antony (2012) found that employees who are fully informed about the organisation's goals are more satisfied at the workplace.In this regard Welch (2012:250) found that the majority of the employees prefer to receive information about the organisation electronically rather than traditional printed formats. These findings are supported by White, Vanc and Stafford (2010) who found that employees prefer electronic information over traditional printed documents. Welch's (...

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“…Autore ugarik diote (hala nola Cornella, 2002;Gómez, 2007;Moreno et al, 2012) informazioa dela edozein erakunderen baliabide garrantzitsuenetarikoa, kohesioelementu bezala jokatzen baitu erakundeen helburuak lortzeko. Hori horrela, ez da harritzekoa, barne-komunikazioaren edota komunikazio korporatiboaren barruan, azken hamarkadetan makina bat ikerketa burutu izana (esaterako: Thompson, 2000;Dircom, 2002;Proctor eta Doukakis, 2003;White et al, 2010;Abdullah eta Antony, 2012;Welch, 2012) jakiteko zer informazio kantitate eta zer informazio mota jasotzen duten erakundeetako langileek, zeintzuk erreminta eta kanal erabiltzen dituzten informazioa jasotzeko, ulergarria den jasotzen duten informazioa edota zein faktorek -hala nola lan-giroa-eragin dezaketen informazioaren eta komunikazioaren kalitatean. Horiek horrela, Ruck eta Welchek (2012) gogorarazten digute langileak informatuta izatea garrantzitsua dela eta horretaz kontziente izan behar dugula.…”

Section: Sarreraunclassified

Barne-komunikazioa kooperatibetan: entzunak sentitzen dira langileak? Kasu-azterketa MONDRAGONen

Unzueta¹,

Egaña²,

García³

2018

uztaro

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Barne-komunikazioa erabakigarria da arrakastadun erakundeetan; izan ere, eragiten du, besteak beste, langileen motibazioan, parte-hartzean eta produktibitatean. Halere, kontuan izan behar dugu barne-komunikazioaren praktika eraginkorrak eskatzen duela informatzeaz gain, entzutea. Hain zuzen ere, artikulu honen helburua da jakitea entzunak sentitzen ote diren kooperatibetako langileak. Era berean, eta ezberdintasunik dagoen jakite aldera, pertzepzio horiek guztiak ikertu dira kontuan izanik honako aldagai hauek: organoetako partaide izan ala ez, eskulan mota, lan-egoera eta egoitza. Horretarako, MONDRAGONeko kooperatiba bateko 224 langilek betetako galdetegiaz gain, zortzi elkarrizketa erdi egituratu egin dira. Jasotako datuek aditzera ematen dutenaren arabera, langileen pertzepzio orokorra da gutxi entzunak direla haien kezkak eta itxaropenak. Halere, entzuna sentitzeko pertzepzioan ematen dira ezberdintasun estatistiko esanguratsuak hainbat aldagaitan. GAKO-HITZAK: Barne-komunikazioa • Langileen pertzepzioak • MONDRAGON. Internal Communication in cooperatives: do employees feel heard? Case estudy in MONDRAGON Internal communication is crucial in successful organizations; indeed, it affects employee motivation, participation, and productivity, among other things. Nevertheless, we must bear in mind that the effective practice of internal communication requires not only informing employees, but also listening to them. Specifically, the purpose of this study was to determine whether employees in cooperatives feel heard. Furthermore, in order to determine whether differences exist, all of these perceptions were examined taking the following variables into consideration: council membership, type of manual labor, work status, and place of work. In addition to a questionnaire completed by 224 employees of a MONDRAGON cooperative a total of 8 semi-structured interviews were also carried out. According to our results, the general perception of the employees is that their concerns and expectations are little heard. However, with respect to the perception of feeling heard, statistically significant differences were found in several variables.

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Perception of Employees on Internal Communication of a Leading Five Star Hotel in Malaysia

Cited by 14 publications

References 4 publications

Influence of Internal Communication on the Organizations’ Performance: Proposition of Model

Influence of Internal Communication on the Organizations’ Performance: Proposition of Model

New Zealand HR Employee Communication: Comparing 2000 and 2010 Empirical Results with Forecasts for 2020

Barne-komunikazioa kooperatibetan: entzunak sentitzen dira langileak? Kasu-azterketa MONDRAGONen

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