Unpacking the behavioural outcomes of internal crisis communication: Underlining nexus of employee task performance, crisis responsibility and work well‐being to improve organizational reputation

Abstract

The COVID‐19 pandemic has redefined the corporate sector's communication requirements to maintain organizational reputation among employees. This situation has led to lacklustre organizational performance and a decline in employee well‐being. However, little is known about how the sophisticated execution of internal crisis communication can foster productive employee responses. This study examines how internal communication during times of crisis strengthens employee task performance and well‐being, both of which are crucial for organizational success following the COVID‐19 pandemic. Drawing inspiration from situational crisis communication theory, the study primarily investigates the outcomes of internal crisis communication that generate favourable employee perceptions of their organization. A quantitative survey of 384 employees from various organizations was conducted, and the results indicated that efficient internal crisis communication enhances employee task performance, boosts employee well‐being and reduces crisis attribution, thus promoting employee behaviour that improves reputation. These findings contribute to the growing body of literature in public relations focused on understanding the psychological mechanisms underlying positive employee behavioural intentions during times of crisis. More importantly, strategic internal communication and maintaining a human element in employee interactions will benefit organizations in the long run. Practical implications for researchers and practitioners are discussed.