VALUING INTERNAL COMMUNICATION; MANAGEMENT AND EMPLOYEEPERSPECTIVES 3
Communication, organisational identification and engagementEmployee communication needs
Before examining the twelve studies, this section explores the general approach to assessment of internalcommunication. Goldhaber et al., (1978 p. 82) found that an employee’s primary needs include, first, moreinformation about personal, job-related matters, and then, information about organizational decision making anda greater opportunity to voice complaints and evaluate superiors. According to the consultancy, Towers Watson(2010, p. x), “Most firms do well at communicating about the business; however…less than half of firms reportthey are effective at communicating to employees regarding how their actions affect the customer or increase productivity”. Towers Watson (2010) go on to report that internal communication messages are delivered either centrally or locally and content differs as shown in table 1 below.Table 1
Towers Watson 2009/2010 Communication ROI Study Report.
Messages delivered centrallyMessages delivered locally
Explaining and promoting new programs and policiesHelping employees understand the businessEducating employees about organizationalculture and valuesTelling employees how their actions affect thecustomer Providing information on organizational performance and financial objectivesIntegrating new employees into theorganizationProviding individuals with information about thetrue value of their total compensation packageHowever, there is no evidence in the report to suggest that these topics are the most important ones thatemployees expect managers to discuss. Furthermore, the conclusion that firms do well at communicating aboutthe business is challenged by Truss et al., (2006 pp. 13-14) who found that 25 per cent of employees say thattheir manager rarely or never makes them feel their work counts. And only around half of all employees say thattheir manager usually or always “consults me on matters of importance” or “keeps me in touch with what isgoing on”. In general, 42 per cent of employees say that they are not kept very well informed about what isgoing on in their organisation (Truss et al., 2006, p. 17) and this applies to both the public and private sectors.An effective communication climate is, according to Robertson (2005) based on the following topics; job,