In order to engage employees effectively, organisations need to practice two-way communication within a symmetrical worldview. This will encourage employees to feel valued, to participate in decision-making and contribute to obtaining organisational goals. Practising two-way communication will help to build stronger relationships between employees and managers, leading to increased employee engagement. Thus, the better the communication between managers and employees, the more engaged employees will be. Furthermore, the selection of communication channels can impact on the success of the message that is sent. Research has shown that if the inappropriate communication channel is selected when communicating with employees, the message might not be effectively received and understood. New technology, specifically Facebook can be introduced to provide an open and transparent channel for communication. Facebook can also facilitate two-way communication, which can lead to increased employee engagement. The literature study conducted informed the interview schedules that were developed and used to conduct semi-structured interviews with managers and focus group interviews with employees within two organisations in the South African financial sector. This was done in order to understand their expectations regarding the use of Facebook as an internal communication channel to enhance employee engagement. In terms of the conclusions derived from the empirical research, it seems evident that Facebook could be used as an additional internal communication channel to enhance employee engagement. Trust remains a very important factor in that managers should trust employees to use the channel in an ethical manner and employees should trust the organisation and its managers that they may voice their opinion freely, without the fear of victimisation. Facebook can be used to promote engagement on a social level to build relationships inside the organisation. However, managers and employees can together create a contract of understanding that will form the outline for a policy that will govern the use of Facebook. The parties involved can then negotiate the terms of this contract of understanding to ensure that all expectations regarding the use Facebook are met. / MA (Communication Studies), North-West University, Potchefstroom Campus, 2013

In the wake of the COVID-19 pandemic and working from home conditions, hybrid work is becoming an increasingly common practice among companies. However, the mix of employees working from home and from the office creates a new environment for communication between employees and supervisors. Physical interactions in the office have proved to be important in allowing employees to present themselves and their work to colleagues and supervisors. Thus, the aim of this study is to investigate how hybrid work affects employees’ opportunities to make themselves and their work visible on equal terms. The method used is semi-structured interviews with employees and supervisors at two large Swedish companies. Results show that employees use continuous dialog, fostering close relations, and supporting colleagues to create favorable impressions in the hybrid workplace. These impression management tactics were motivated by both wanting to look good, as well as do good in the organization. Supervisors likewise agree these behaviors create favorable impressions, although supervisors are more likely to acknowledge behaviors that directly or indirectly assist the supervisors’ work. The study identified four aspects that affect employees’ impression management: routines for mutual meetings, trust and openness within the group, transparency in the work environment, and informal channels for interactions. The results indicate that a hybrid workplace with equal opportunities for managing impressions will decrease the risk of employees experiencing impression management as a sacrifice. However, the biggest challenge to create equal opportunities was identified as providing adequate informal channels for interaction - both generally in the remote environment, as well as informal channels that connect to the wider organization and higher ups in the physical office. / I kölvattnet av COVID-19-pandemin och påtvingat hemarbete, har hybridarbete blivit en alltmer vanligt förekommande arbetsform bland företag. Däremot skapar blandningen av att medarbetare arbetar delvis hemifrån och delvis från kontoret nya förutsättningar för kommunikation medarbetare emellan och med ens chefer. Fysiska interaktioner på kontoret har tidigare visats vara viktigt för medarbetare för att framställa sig själva och sitt arbete inför kollegor och chefer. Denna studie ämnar därav besvara hur hybridarbete påverkar medarbetares möjligheter att på lika villkor synliggöra sig själva och sitt arbete. Metoden som används är semistrukturerade intervjuer med medarbetare och chefer på två stora svenska företag. Resultaten visar att medarbetarna använder kontinuerlig dialog, främjande av närhet, och att stötta kollegor för att inge positiva intryck på den hybrida arbetsplatsen. Dessa taktiker för att skapa intryck motiveras både av viljan att se bra ut, och att göra gott för organisationen. Cheferna instämmer med att dessa beteenden skapar ett positivt intryck, även om cheferna är mer troliga att uppmärksamma beteenden som direkt eller indirekt underlättar deras arbete. Studien identifierar fyra aspekter som påverkar medarbetarnas möjligheter att skapa intryck: rutiner för gemensamma träffar, tillit och öppenhet, transparens i arbetsmiljön, samt informella kontaktvägar. Resultaten indikerar att en hybrid arbetsplats med jämlika möjligheter för medarbetarna att skapa intryck minskar risken av att medarbetarna uppfattar sina ansträngningar som uppoffringar. Däremot identifierades den största utmaningen i att skapa jämlika förutsättningar som att förse medarbetarna med lämpliga informella kontaktvägar - både generellt i distansarbetet, men även informella kontaktvägar till den större organisationen och högre uppsatta chefer på kontoret.

Master´s thesis analyzes problems associated with the employee classification of a business company. It suggests the evulating system strategy which, if respectfully followed, would lead to better execution of employee, teams and whole company and at the same time to a stronger market position and to a riddance of the weaker competition.