Businesses that actively engage in integrated internal communication practices should theoretically be more likely to foster employee engagement during change management interventions. Competitive forces and a dynamic business environment compel most organisations to continuously review the relevance of their current business operating model. As a result, organisations develop new strategies or revise existing ones. Part of the change management process of executing a strategy is the ability to communicate it to employees, in a manner that ensures alignment between strategy and employee. The communication process therefore must seek to effect behavioural changes among its recipients. This paper investigates the practices of a business unit of an organisation in the financial services sector which has recently undertaken an extensive strategic communication exercise. Through a series of survey questions and interviews, the research seeks an answer to the question of whether integrated internal communication initiatives are effective in changing employee behaviour. Furthermore, the report investigates the forces that either inhibit or promote internal communication; and engages communication practitioners to determine whether return on investment metrics are implemented that link internal communication initiatives to financial performance. Results from the research revealed that strategic communication does have the capacity to affect employee engagement, but if left unchecked, factors such as language, distance and education have the capacity to inhibit effective communication initiatives. Furthermore, the absence of financial metrics and indicators related to the strategic communication initiative render it improbable to determine a return on investment for the internal communication initiative. / Dissertation (MBA)--University of Pretoria, 2012. / Gordon Institute of Business Science (GIBS) / unrestricted

En el escenario empresarial actual se puede presenciar diversos cambios coyunturales, uno de ellos el aumento de la competitividad, factor que incide directamente en el aumento de tasa de rotación. Esta situación se hace más evidente en el personal de la Fuerza de Ventas, quiénes se encuentran directamente relacionados en el proceso de construcción de relación con los clientes. Ante ello, las organizaciones deben ser creativas para lograr la retención de su personal, comprometiéndolos y generando work engagement a través de herramientas organizacionales como la gestión de los canales internos, específicamente para la presente investigación, los boletines internos. Si bien se encontró un caso de estudio que ratifica la relación directa entre la gestión de los canales de comunicación y el work engagement (Randstad, 2017), aún no se ha hallado literatura que relacione ambas variables en el público de la Fuerza de Ventas, colaboradores con una alta tasa de rotación, regidos por una comisión de venta y que no se encuentran dentro de una oficina permanentemente, por lo que la recepción de mensajes juega otra dinámica. Ante esta situación, la presente investigación tiene como propósito analizar la relación entre la gestión de contenido, diseño y frecuencia de envíos de los boletines internos y el work engagement en la Fuerza de Ventas de una aseguradora peruana. Debido a que se encontró evidencias que indicaban la posible relación entre ambas variables, se planteó la siguiente hipótesis: la gestión de contenido, diseño y frecuencia de envíos de los boletines internos y el work engagement se relacionan de manera determinante en el caso de una aseguradora peruana. Se aplicó un diseño metodológico no experimental evaluando la relación y correlación de las variables, utilizando el método de investigación de caso de estudio y la técnica cuantitativa concluyente. Se obtuvo que ambas variables poseen diversas tendencias entre sí, debido a las diferencias significativas encontradas entre los instrumentos de medición empleados, lo que demuestra una relación parcial entre las dos variables aplicadas a la Fuerza de Ventas. / In the current business scenario, several short-term changes can be witnessed, one of them is the increased competitiveness, factor that directly affects in the increase of the turnover rate. This situation becomes more evident in the Sales Force, who are directly related in the process of building a relationship with customers. Given this, organizations must be creative to achieve the retention of their staff, committing them and generating work engagement through organizational tools such as the management of internal channels, specifically for this research, internal newsletters. Although a case study was found that ratifies the direct relationship between the management of communication channels and work engagement (Randstad, 2017), no literature has yet been found that relates both variables in the Sales Force, employees with a high turnover rate, governed by sales commission and who are not permanently in an office, so receiving messages plays another dynamic. Given this situation, this research aims to analyze the relationship between content management, design and frequency of publishment of internal newsletters and work engagement in the Sales Force of a peruvian insurer. Due to evidence that indicates the possible relationship between both variables, the following hypothesis was raised: content management, design and frequency of publishment of internal newsletters and work engagement have a decisively connection applied in the case of a peruvian insurer. A non-experimental methodological design was applied, studying the relation and correlation of the variables, using the case study research method and a conclusive quantitative technique. It was found that both variables have several tendencies among themselves, due to the significant differences found between the measurement instruments used, which demonstrates a partial connection between the two variables applied to the Sales Force of a peruvian insurer. / Tesis

This study explore the existence of a possible relationship between participation in corporate rituals and the employee commitment to the company. This case study examines the “Banco de Crédito del Perú (BCP)”. Questionnaires where designed using Microsoft Forms. A convenience sampling of 379 employees participated in this study. As revealed in the findings, there is no relationship between the employee commitment and the number of rituals in which he participates. Millennial collaborators mostly participate in only 1 to 2 rituals within the company with 27% and 31% respectively; being the Halloween contest the ritual that has the highest ratio of millennials who do not participate.

Communication has always been one of the greatest tools for people to interact with each other. Taking into consideration that the easiness of interacting with people all over the world was never easier, one can see that, today, we have more different channels, languages and ways of how to communicate than every before. But globalization also means that our communication and understanding is changing. Globalization asks for adaptation of our old and beloved perception of communication, and creates synergies of our understanding, coming from all over the world. As the world is moving and changing, we are moving and sense making plays an important role for us, to recognize and understand what is actually going on around us. Organizations are facing confused employees and leaders do not know how to handle their followers. This change is the reason why communication and its sense making are so to say two pillars for a world of interacting people. I see great importance, causing threats, and at the same time I see opportunities for improvements with these pillars, which organizations, individuals as well as groups should be aware of. To understand the necessity of these pillars, this thesis tries to analyze their importance by relating and presenting their effects to and on people’s interactions. As it is a thesis within the field of business and leadership it will mainly deal with the perspectives of organizations and the people involved. Furthermore it will be tried to narrow down the topic even more, going into detail of internal communication of the modern world, meaning the younger generations using all new methods of communication.

This study aims to investigate how internal communication and organizational culture impact creativity within an advertising agency. The research was conducted as a qualitative case study at a successful advertising agency in the heart of Copenhagen. The theoretical framework encompasses aspects of organizational creativity, including theories related to creative organizations, internal communication, creative work teams, and creative processes. A combination of ethnographic observations and qualitative interviews was used for data collection. The ethnographic observations were carried out over a week at the advertising agency, allowing for the identification of the agency's culture, interactions, structures, and dynamics. The qualitative interviews were conducted with six individuals from the agency, representing different roles within the creative teams. The empirical data and analysis lead to conclusions that highlight how internal culture and communication influence creativity. The conclusions clearly summarize three aspects that affect creativity: culture,communication, and leadership. The findings include reflections and discussions on theory and empirical data, as well as practical advice for professionals in the advertising industry. This study contributes to the scientific community by providing relevant insights into how communication and culture can be leveraged to enhance creativity within work teams. These conclusions also hold societal significance for curious students, advertising agency leaders, or industry professionals seeking to understand how to foster creativity.

The purpose of this study is to gain understanding of how the communicative ability affects creativity in an organization. Qualitive research with semi-structured questions with a purpose of collecting material from four respondents. Research Question -How do large organizations work with the communicative ability? -How should organizations work with the communicative ability to increase the creativity among their employees? Conclusion: -Organisations should work with a communication strategy that allows the staff to be a part of the communication ability. -The organisation's staff should have an awareness of how the communication ability work and how to use it by example education. -Clear goals and visions where the staff knows its importance and feel an involvement in the organisation. -Organisations should have an open environment that allows the staffs ideas and creative suggestions. -Using various communication channels as individuals absorb information differently. -A creative channel, a digital tool where the staff can help with creative suggestions. -A leadership that will help the staff to engage in the communication ability. / Syftet med studien är att få en förståelse om hur den kommunikativa förmågan påverkar kreativiteten i stora organisationer.  En kvalitativ forskningsmetod med deduktiv ansats och semi-strukturerade intervjumetoder har använts i uppsatsen. Forskningsfrågor -Hur arbetar stora organisationer med den kommunikativa förmågan? -Hur ska organisationer arbeta med den kommunikativa förmågan för att öka kreativiteten? Slutsats: -Organisationer ska arbeta med en kommunikationsstrategi som tillåter personalen att vara en del av den kommunikativa förmågan. -Organisationens personal ska ha en medvetenhet om hur den kommunikativa förmågan fungerar samt hur den ska användas genom exempelvis utbildningar. -Tydliga mål och visioner där personalen vet sin betydelse och kännner en delaktighet i organisationen. -Organisationer ska ha ett öppet klimat som tillåter personalens idéer och kreativa förslag. -Att använda varierande kommunikationskanaler eftersom individer tar åt sig information olika. -En kreativitetskanal, ett digitalt verktyg där personalen kan bidra med kreativa förslag. -Ett ledarskap som hjälper personalen att engagera sig i den kommunikativa förmågan.

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)

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 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

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)