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)

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)