| Abstract [eng] |
In an organization, employees are considered one of the most important factors on which its competitive advantage, implementation of change and success depend. For the successful operation of the organization, it is extremely important to reach employees by choosing the optimal internal communication channels suitable for them, which would ensure mutual effective communication and mutual understanding, contribute to a higher level of employee engagement. Employee engagement, as a positive state, is an aspiration of every organization, as it can significantly contribute to organizational performance. Employee engagement provides an opportunity to innovate and compete in the market, indicating its importance as a source of competitiveness that would be difficult to replicate and copy. The object of the final master's project is internal communication interfaces with employee engagement. The stated goal is to theoretically substantiate and empirically investigate the links between internal communication and employee engagement. To achieve the goal, work tasks were formulated: to define the construct of internal communication, to define the construct of employee engagement, to create a model of the links between internal communication and employee engagement, to empirically investigate the links between internal communication and employee engagement. An analysis of the scientific literature has shown that internal communication and higher levels of employee engagement are determined by several factors that are different, but may also overlap (e.g., the role of the manager and feedback). Summarizing the theoretical analysis, a model of the links between internal communication and employee engagement has been prepared, which coincides with the conclusions of the theoretical part that the constructs of internal communication and employee engagement are related to each other. It was established that the components of internal communication, such as communication with management and colleagues, content and quantity of information, forms of communication and feedback, communication climate, are associated with the components of work engagement and organizational engagement, which are work resources, requirements, achievements, tasks, relationships with the organization and its members, and characterized by energy, dedication, and absorption. The model is empirically tested in a selected organization. The results of the quantitative study showed that both internal communication, work engagement and organizational commitment are rated above average. The quality of communication tools, internal communication components of communication with direct manager and co-workers were rated the best, and the components of communication climate, informal communication and communication content were the worst. Work engagement is more valued than organizational engagement. Correlational analysis showed the existence of significant weak or moderate interrelationships between internal communication and employee engagement constructs. Greater work engagement is determined by a higher level of feedback, communication climate, communication with colleagues, and organizational engagement is determined by the level of feedback and communication climate. The results of the regression analysis revealed that internal communication components - feedback, communication with colleagues and communication climate - influence employee engagement in work, while the influence of other components was not observed. The most important factor affecting all the components of engagement is feedback. Horizontal communication leads to both organizational engagement and work engagement, while communication climate leads to organizational engagement and overall employee engagement. |
