Remote internal crisis communication (RICC) – role of internal communication in predicting employee engagement during remote work in a crisis

Dhanesh, Ganga S.; Picherit-Duthler, Gaelle

doi:10.1080/1062726x.2021.2011286

Cited by 24 publications

(15 citation statements)

References 56 publications

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“…Gallicano, 2013; Gallicano et al ., 2012) were exacerbated by the disconnectedness of remote work and virtual onboarding, leading to disparate understandings and degrees of organizational identification (Yue et al ., 2021). Optimum employee engagement was, at minimum, partially redefined during COVID (Dhanesh and Picherit-Duthler, 2021), as agency leaders quickly realized that higher engagement was not inherently better.…”

Section: Discussionmentioning

confidence: 99%

“…Tkalac Ver ci c et al (2012) defined internal communication as "the aspiration (starting from the vision and proceeding to policy and mission statement and eventually to strategy) of achieving a systematic analysis and distribution of information at all strata simultaneously coordinated in the most efficient way possible " (p. 225). Public relations research has emphasized two-way exchanges of communicative resources between organizations and their workers by establishing internal communication as a significant driver of employee engagement (Dhanesh and Picherit-Duthler, 2021). Lee and Yue (2020) argue that to successfully handle various challenges arising from changes in the workforce, business environment and media landscape, it is crucial to have effective internal communication, doing so will boost employees' emotional involvement, gain their support for organizational changes and use their positivity to promote the organization externally (Lee and Yue, 2020).…”

Section: Internal Communicationmentioning

confidence: 99%

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Permanent scars, improvisation and new paths forward: communication agency leadership responses to COVID-19

Capizzo,

Nzau,

Oduolowu

et al. 2023

CCIJ

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PurposeThe purpose of this paper is to provide rich, qualitative insights around internal communication in strategic communication agencies, addressing the evolutions in expectations and best practices for agency leadership through COVID-19.Design/methodology/approachQualitative interview study with 18 US-based leaders of public relations and advertising agencies to examine their experiences of leading and managing strategic communication teams during COVID-19.FindingsSynthesized findings around changes in leadership values and important facets of ongoing internal crisis communication led to the development of the following five categories—Improvisation and Flexibility, Transparency and Trust, Ownership and Embodiment, Care and Empathy, Relationships and Resilience.Originality/valueUsing a high-value sample, the study is the first (to the best of the authors' knowledge) to focus on the crucial context of agencies and internal communication around COVID-19; diversity, equity, and inclusion (DEI); and other pandemic-era challenges. It provides theoretical implications around ongoing, internal crisis communication and practical implications for agency leaders in crisis.

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Section: Discussionmentioning

confidence: 99%

Section: Internal Communicationmentioning

confidence: 99%

Permanent scars, improvisation and new paths forward: communication agency leadership responses to COVID-19

Capizzo,

Nzau,

Oduolowu

et al. 2023

CCIJ

View full text Add to dashboard Cite

show abstract

“…Komunikasi badan merupakan sesuatu cara penyampaian data, ilham, buah pikiran, usulan dari seorang pada orang lain dengan impian orang lain itu bisa menginterpretasikannya cocok dengan tujuan yang diartikan. (Dhanesh, 2021;Ecklebe, 2021;Kanwal et al, 2021). Dalam setiap organisasi atau institusi, baik pemerintah maupun swasta, sumber daya manusia memberikan kontribusi yang luar biasa.…”

Section: Metode Penelitianunclassified

Empirical Study Dalam Meningkatkan Semangat Kerja Karyawan Pt Eds Manufacturing Indonesia Balaraja-Tangerang

Oktaviani

Syaechurodji²,

Alfarizi

et al. 2023

JUMANIS-BAJA

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Organizations can achieve success through their resources, especially human resources. Therefore, employees become the driving force in making a real contribution to the success of the organization on an ongoing basis. Of course, only employees with optimal work spirit can achieve this success. However, to maximize employee performance, there must be a strategy to improve it. This study aims to find out how these strategies improve morale. The PLS-SEM approach was used in this study. The results of this study indicate that organizational communication as well as the work environment can be a driver in the strategy of increasing employee morale, either directly or indirectly optimally through the work environment

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“…Additionally, with the growing research interest of virtual work, researchers tend to use different terms interchangeably, such as telework, for example, "telework" (e.g., [3]), "remote work" (e.g., [1]), "work from home" (WFH) (e.g., [10][12] [13]). Thus, to clarify the scope of review, the term virtual work in this paper refers to:  Home-based location  100% of frequency…”

Section: Virtual Workmentioning

confidence: 99%

How Does Virtual Work Change Employee Engagement?

Xia¹

2022

Advances in Economics, Business and Management Research

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Virtual work, as a new way of working, has been adopted by many organizations due to COVID-19 and is expected to have a prevalent footprint even after the pandemic. Many scholars in the fields of management, public relations, and technology raise interest in studying how virtual work impacts employee engagement, yet the literature is fragmented and inconsistent. This review paper captures key findings and synthesizes existing research topics into three categories: conventional factors, home-based factors, and technology-use factors. Given existing research gaps, suggestions for future research are addressed to construct a more comprehensive study. On the one hand, this paper may serve as a reference point for scholars interested in the relationship between employee engagement and virtual work. On the other hand, it helps human resources practitioners to understand the key factors that influence employee engagement in the virtual workplace.

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Remote internal crisis communication (RICC) – role of internal communication in predicting employee engagement during remote work in a crisis

Cited by 24 publications

References 56 publications

Permanent scars, improvisation and new paths forward: communication agency leadership responses to COVID-19

Permanent scars, improvisation and new paths forward: communication agency leadership responses to COVID-19

Empirical Study Dalam Meningkatkan Semangat Kerja Karyawan Pt Eds Manufacturing Indonesia Balaraja-Tangerang

How Does Virtual Work Change Employee Engagement?

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