This study makes an attempt at bridging the theory between the constructs of person-organization (P-O) fit and psychological contract violations, through attribution theory.

There is global agreement that in today's business environment an integrated approach to communication is a necessity. Although there is a need to evaluate the application and quality of integrated communication, after almost 20 years of existence, it is still viewed as a difficult concept to implement. Definitions of integrated communication still vary, with no universal consensus. Although the literature on communications does propose various implementation models for evaluating integrated communication, these models are predominantly marketing-related, with parameters pertaining to the customer-experience. As such, these models have serious shortcomings when it comes to measuring the employee-experience. In this study, employee relationships are seen as the building blocks of the strategic management of communication between an organisation and its external publics. Recognising this significance of employee relationships two decades ago, Cutlip, Center, and Broom (1985) proposed that no organisational relationships are as important as those with employees. They advocated that the first step in promoting positive external relationships is achieving good internal communication. The central thrust is that employees who are truly customer-focused need to work within an employee-centric environment. Customarily, the traditional internal communication audit is used to evaluate the employee environment, employee perceptions of communication and employee attitudes. However, traditional audits have limitations when it comes to measuring integration. Traditional audits do not evaluate the role of the employee in building customer relationships, or the extent to which employees are integrated into an organisation. There is, therefore, a need to extend the traditional internal communication audit, so as to evaluate integrated internal communication and its application and quality. Duncan (2001) maintains that integrated communication must first exist internally if a company is to effectively communicate externally. Therefore, the primary research objective of this study was to develop a measuring instrument (using elements from existing audits and models) to evaluate integrated internal communication. This entailed a literature review to determine the theoretical status of the concept of integrated communication and internal communication. A measuring instrument was then developed to evaluate integrated internal communication. The second objective was to apply the developed instrument so as to measure employee perceptions of communication at the International Colleges Group (ICG). These perceptions were measured through a group administered perception survey and personal interviews. Research results where used to determine the extent of integrated internal communication at ICG in accordance with four identifiable stages. Findings signifyed some success in the first stage of integrated communication. However, there was no indication of integrated communication in the later stages. The final objective was to test the shortcomings of the proposed instrument. / Communication Science / M.A. (specialisation in Organisational Communication Research and Practice)

Thesis (PhD)--Macquarie University, School of Education, 1994. / Includes bibliography. / Introduction ; The research question and the professional context of the inquiry -- Literature review: substantive survey -- Literature review: methodological survey -- Research method -- The prgamatics of feedback -- An ethnographic portrait of supervision -- Perceptions of mitigation -- Conclusion. / This research project investigates the language of supervisory conferences. A grounded theory approach is taken to the analysis of data drawn from teacher educators in TESOL (Teaching of English to Speakers of Other Languages) in their feedback discussions with teachers following observed lessons.--Supervisory talk is investigated within a linguistic framework of politeness theory: while the supervisory role includes the obligation of criticism, the act of criticism is constrained by the face-to-face encounter of the supervisory conference. A central construct is the notion of fragility: the supervisory conference-an event which is equated with the talk that achieves it - is considered to be inherently fragile. The aim of the project is to investigate the language so as to uncover the source of the fragility.--Findings suggest that the perceived tension derives from a tug-of-war of essential elements: while the supervisory position affords discoursal power (the right to raise and pursue topics, take long turns, drive the discourse etc), the fa-threatening nature of the event obliges supervisors to resort to social/strategic skills to protect the teacher's face, as well as their own. The textualisation of this restraint takes the form of linguistic mitigation - devices rooted in syntax and semantics that allow supervisors to undercut the force of their own assertions. Mitigation is posited as the means by which supervisors resolve the clash-of-goals that is central to their role. However, mitigation is risky because it may interfere with message clarity.-- The product of the grounded study is a typology of utterance-level mitigation. The typology has three macro-categories (syntactic, semantic and indirectness) and fourteen sub-categories.-- The study was triangulated through an ethnographic investigation of supervisory concerns about feedback; and through an experiment designed to gauge teachers' perceptions of variously mitigated supervisory language. Findings from both studies corroborate the central tenet by contributing images of supervision that support the clash-of-goals thesis.--The projected applied outcome is in supervisor training where, it is suggested, strategic training delivered in a framework of politeness theory would reduce the unwitting dependence on mitigation and hence the risk of message distortion.--Suggestions for further research conclude the study. / Mode of access: World Wide Web. / 413 leaves

There is global agreement that in today's business environment an integrated approach to communication is a necessity. Although there is a need to evaluate the application and quality of integrated communication, after almost 20 years of existence, it is still viewed as a difficult concept to implement. Definitions of integrated communication still vary, with no universal consensus. Although the literature on communications does propose various implementation models for evaluating integrated communication, these models are predominantly marketing-related, with parameters pertaining to the customer-experience. As such, these models have serious shortcomings when it comes to measuring the employee-experience. In this study, employee relationships are seen as the building blocks of the strategic management of communication between an organisation and its external publics. Recognising this significance of employee relationships two decades ago, Cutlip, Center, and Broom (1985) proposed that no organisational relationships are as important as those with employees. They advocated that the first step in promoting positive external relationships is achieving good internal communication. The central thrust is that employees who are truly customer-focused need to work within an employee-centric environment. Customarily, the traditional internal communication audit is used to evaluate the employee environment, employee perceptions of communication and employee attitudes. However, traditional audits have limitations when it comes to measuring integration. Traditional audits do not evaluate the role of the employee in building customer relationships, or the extent to which employees are integrated into an organisation. There is, therefore, a need to extend the traditional internal communication audit, so as to evaluate integrated internal communication and its application and quality. Duncan (2001) maintains that integrated communication must first exist internally if a company is to effectively communicate externally. Therefore, the primary research objective of this study was to develop a measuring instrument (using elements from existing audits and models) to evaluate integrated internal communication. This entailed a literature review to determine the theoretical status of the concept of integrated communication and internal communication. A measuring instrument was then developed to evaluate integrated internal communication. The second objective was to apply the developed instrument so as to measure employee perceptions of communication at the International Colleges Group (ICG). These perceptions were measured through a group administered perception survey and personal interviews. Research results where used to determine the extent of integrated internal communication at ICG in accordance with four identifiable stages. Findings signifyed some success in the first stage of integrated communication. However, there was no indication of integrated communication in the later stages. The final objective was to test the shortcomings of the proposed instrument. / Communication Science / M.A. (specialisation in Organisational Communication Research and Practice)

Student employees (N=86) at a major research institution participated in a new hire orientation training and then responded to questionnaires measuring ten transfer behaviors and eight work environment constructs measuring support, frequency of contact, cohesion, and general means efficacy. Supervisor ratings of trainee performance were used to measure transfer behaviors.

Thesis (M. Tech. (Language Practice)) -- Central University of Technology, free State, 2013 / Many large organisations tend to focus on their external communication in order to project a positive image to potential clients. However the role of internal communication with employees has often been overlooked, although it remains one of the most important areas of organisational communication. Employees‟ views about their own organisation impact on how external clients view that particular organisation. In order for employees to become advocates of their own organisation, supervisors of different operational units should develop and manage their internal communication activities in a way that motivates and stimulates employees‟ enthusiasm for meeting the organisational goals. Once employees are satisfied with the state of supervisory communication in their respective units, they should be able to identify with their organisation and endeavour to attain its organisation‟s goals. The researcher investigated supervisory communication and its effect on employee satisfaction at the Central University of Technology, Free State, Welkom Campus (CUT, W). The study was conducted through a combination of quantitative and qualitative research methods. A questionnaire was distributed among the forty employees, whereas interviews were conducted with the five remaining employees at the CUT, W. The researcher used purposive sampling to select the respondents and participants of the study. The reliability of the questionnaire was determined by calculating the Cronbach Alpha coefficient (CAc) of the constructs. All the Communication Satisfaction Questionnaire constructs indicated CAc of .0974 which is consistent with a high level of internal stability. The study (quantitative research method) indicated that the majority of the respondents showed overall satisfaction on all CSQ constructs, except Personal Feedback. However, the study has revealed that the Schools of Government Management and Human Resources as well as the School of Accounting have revealed communication deficiencies on constructs such as Supervisory Communication, Divisional Information, Communication Climate, Co-Worker Communication and Personal Feedback. The qualitative findings have revealed communication deficiencies in four categorical themes, namely, lack of: * Communication and commitment to institutional values and policies by Supervisors. * Consultation and openness to ideas. * Performance standards and career-pathing. * Co-worker communication. * Downward flow of information. The researcher recommends that the Schools1 of Government Management, Human Resources and Accounting put more effort into improving their Schools‟ communication climate and giving personal feedback to their subordinates. The CUT, W should develop a Performance Management Plan to appraise their staff. The researcher further recommends that meetings should be held regularly to provide the necessary platform for the employees to raise concerns related to their specific jobs. The researcher also believes that Supervisors should consult with employees in their specific units before making any important decisions.

This researcher investigates the role of communication satisfaction in job satisfaction in the Department of Communications, a government policy-making institution that deals with post, telecommunications, and broadcasting services in South Africa. This study describes communication satisfaction as the overall degree of satisfaction an employee perceives in his total communication environment and job satisfaction as the degree of satisfaction the individual feels with his job. Focus groups are used to explore the role of communication satisfaction in job satisfaction in the Department of Communications because they are appropriate and suitable in capturing the discussions reflecting emotions, particularly uncovering individuals' feelings about their environment. The emphasis is on finding out how communication motivates and makes employees satisfied in their jobs. Qualitative content analysis, based on transcriptions from audiotapes, is used for interpretation and analysis of the data. These transcnptions reflect the descriptive nature of the data and people's own spoken words. / Communication Science / M. A. (Communication)

This research examines managers’ and facilitators’ perceptions of effective facilitation. A review of the literature revealed that practitioners have written much of the existing information regarding the practice of facilitation. There has been little validation of findings by independent researchers and little empirical research. None of the claimed outcomes on facilitation effectiveness had been confirmed by managers. Further, where research had been conducted it had focused on immediate, rather than longer term issues and outcomes. This research seeks to rectify the lack of robust research into perceptions of effective facilitation by both the facilitators involved and the managers who seek to use facilitators. In this research 40 people were individually interviewed: 20 managers and 20 facilitators. Interviewees were asked to comment on both their positive and negative experiences of facilitation. The data was transcribed and QSR NVivo was used to assist with the analysis. Combinations of a priori and inductive codes were used to analyse the data. The a priori model (Brinkerhoff, 1986) had six stages, namely: Goal Setting and Needs Analysis; Program Design; Intervention; Immediate Outcomes; Intermediate or Usage Outcomes; and Impacts on the Organisation. It was found that only four of the six stages were helpful in explaining perceptions of effective facilitation; and additional themes emerged that did not fit within this predetermined model.

This researcher investigates the role of communication satisfaction in job satisfaction in the Department of Communications, a government policy-making institution that deals with post, telecommunications, and broadcasting services in South Africa. This study describes communication satisfaction as the overall degree of satisfaction an employee perceives in his total communication environment and job satisfaction as the degree of satisfaction the individual feels with his job. Focus groups are used to explore the role of communication satisfaction in job satisfaction in the Department of Communications because they are appropriate and suitable in capturing the discussions reflecting emotions, particularly uncovering individuals' feelings about their environment. The emphasis is on finding out how communication motivates and makes employees satisfied in their jobs. Qualitative content analysis, based on transcriptions from audiotapes, is used for interpretation and analysis of the data. These transcnptions reflect the descriptive nature of the data and people's own spoken words. / Communication Science / M. A. (Communication)

The success of an organisation in what is now a dynamic and increasingly competitive business environment relies on an engaged workforce, achieved through internal communication. Engaged employees are generally more productive, resulting in better-performing organisations. This indicates that engaged employees do not only provide organisations with substantial benefits but can also be valuable assets to their organisations. Additionally, internal communication, which influences employee engagement behaviours, has been shown to provide numerous benefits to organisations, namely advocacy, ambassadorship, commitment, competitive advantage, decreased turnover, innovation, satisfaction, and trust. Therefore, it can be argued that a crucial link exists between internal communication and employee engagement. The purpose of this study was to develop an internal communication conceptual framework that contributes to employee engagement. This conceptual framework was customised for the South African banking sector. Qualitative data was collected through a review of available literature in the internal communication and employee engagement fields, and face-to-face interviews with four senior internal communications managers. Quantitative data was collected through a web-based self-administered survey questionnaire hosted on SurveyMonkey. Therefore, a mixed-methods research approach was used for this study. The findings of the study confirmed the link between internal communication and employee engagement. Thus, internal communication is an important determinant of employee engagement. It was also found that South Africa’s “big four” banks use traditional and innovative internal communication channels to effectively communicate with their targeted audience. Lastly, the internal communication elements that make up the conceptual framework of employee engagement were developed, namely Collaboration/ Cross-Functional Planning, Partner with Human Resources Function, Communication Channels, Two-Way Communication with Leaders, Counsel, and Measure Internal Communication Effectiveness. It is argued that the proposed v conceptual framework adequately addresses the role of internal communication and its key function within an organisation. The study is particularly significant because it extends current literature on internal communication and employee engagement in the South African banking sector and confirms that internal communication is indeed important for employee engagement. Academically, the study added to the current body of knowledge in the field of communication. The findings of this study can be used by South African banks and other businesses as a guide to conduct their internal communication to achieve employee engagement. / Communication Science / D. Lit. Phil. ( Communication)