Exploring the impacts of relationship on employees’ communicative behaviors during issue periods based on employee position

2017 ◽  
Vol 22 (4) ◽  
pp. 542-555 ◽  
Author(s):  
Yeunjae Lee
Keyword(s):  
Public Relations ◽  
Online Survey ◽  
Relationship Building ◽  
Employee Relations ◽  
Full Time ◽  
Exchange Relationship ◽  
Content Type ◽  
Communicative Behaviors ◽  
The Usa ◽  
High Level

Purpose The purpose of this paper is to examine different communicative behaviors employees engage in according to their position level and the impacts of relationship they perceive. By comparing the behaviors and perceptions of low-, middle-, and high-level employees, the study investigates when and why employees become active in communicative behaviors about an organizational issue. Design/methodology/approach A quantitative online survey was conducted with 412 full-time employees in medium- and large-sized corporations with more than 300 employees in the USA. Findings Results show that those who are the most likely to be active not only in expressing ideas (i.e. voice) to solve an issue but also in forwarding positive information about their organization (i.e. megaphoning) are high-level employees. The findings also reveal distinct impacts of two types of relationship – communal and exchange relationship – on behaviors of employees in different positions. Research limitations/implications The study extended the understanding of relational approach by exploring the consequences of two types of relationship in the context of employee relations, and filled the research gap on relationships and issue management studies in public relations from an internal perspective. Practical implications To encourage employees to engage actively in positive megaphoning and voice during issue periods and to minimize the threats by reducing employees’ negative megaphoning behavior, the study suggested different relationship-building strategies based on employees’ position levels. Originality/value The current work examined the distinct impacts of organization-employee relationships on employees’ internal and external communicative behaviors based on their position level within an organization, especially focusing on employees’ role as potential advocates or adversaries for an organization during periods of an organizational crisis.

Understanding the impacts of issue types and employee–organization relationships on employees’ problem perceptions and communicative behaviors

2019 ◽  
Vol 24 (3) ◽  
pp. 553-568
Author(s):  
Yeunjae Lee ◽  
Katie Haejung Kim ◽  
Jeong-Nam Kim
Keyword(s):  
Public Relations ◽  
Online Survey ◽  
Internal Communication ◽  
Corporate Communication ◽  
Full Time ◽  
Content Type ◽  
Communicative Behaviors ◽  
The Usa ◽  
Communicative Actions ◽  
The Impact

Purpose The purpose of this paper is to examine the impact of different types of corporate issues and employee–organization relationships (EORs) on employees’ perceptions of the issues and on their communicative actions. Specifically, this study investigates how employees who have experienced an internal or an external issue within their organizations differently perceive the organizational issue and engage in positive and/or negative communicative behaviors. Design/methodology/approach An online survey was conducted with 363 full-time employees in large-sized companies in the USA who have experienced any internal or external issues within the past six months. Findings Employees are more cognitively aware of and feel more involved and less constrained in solving an internal company issue than an external one. Experiencing internal issues has led employees to share negative information about their organization externally. The quality of EORs pre-issue significantly increases employees’ involvement and positive communication behavior and decreases constraint levels and negative communication behaviors regarding an issue. Practical implications Corporate communication and public relations practitioners should incorporate strategic internal communication strategies to preemptively manage internal issues and to avoid them from evolving into internal crises. Originality/value This study is among the first to distinguish internal and external issues perceived by internal stakeholders and to examine their impacts on employees’ issue-specific perceptions and communicative behaviors. This study also provides significant practical guidelines for corporate communication practitioners and leaders by explicating the strategic role of issue type and employee behaviors in issue management.

Cybersecurity behaviour of smartphone users in India: an empirical analysis

2020 ◽  
Vol 28 (2) ◽  
pp. 293-318 ◽  
Author(s):  
Pintu Shah ◽  
Anuja Agarwal
Keyword(s):  
Online Survey ◽  
Mother Tongue ◽  
Relevant Literature ◽  
Security Threats ◽  
Chi Square ◽  
Computing Device ◽  
Content Type ◽  
Security Controls ◽  
The Usa ◽  
High Level

Purpose For a good number of Indians, their smartphone is their first digital computing device. They have less experience in dealing with the Internet-enabled device and hence less experience in handling security threats like malware as compared to users of other countries who have gone through the learning curve of handling such security threats using other Internet-enabled devices such as laptop and desktop. Because of this, the inexperienced Indian smartphone user may be vulnerable to Internet-related security breaches, as compared to the citizens of developed economies. Hence, it is essential to understand the attitude, behaviour and security practices of smartphone users in India. Limited research is available about the security behaviour of smartphone users in India as the majority of research in this domain is done outside India. Design/methodology/approach In this empirical study, the researchers identified 28 cybersecurity behaviours and practices through a survey of relevant literature. An online survey of identified cybersecurity behaviours and practices was administered to 300 smartphone users. Frequency analysis of the respondent data was done to understand the adoption of recommended cybersecurity behaviours and practices. Pearson’s chi-square with 5% level of significance has been used to test the hypotheses. Post hoc analysis with Bonferroni correction was conducted for statistically significant associations. Findings Overall, the respondents did not exhibit good cybersecurity behaviour. Respondents have adopted some of the most popular security features of the smartphone such as the use of screen lock. However, respondents have not adopted or are not aware of the technical security controls such as encryption and remote wipe. Statistically significant differences were found between the cybersecurity behaviour and practices and independent variables such as gender, age, mobile operating system (OS) and mother tongue. Respondents reported high level of motivation to protect their device and data, whereas they reported moderate level of threat awareness and the ability to protect to their device and data. Results of the comparative analysis with a similar study in China and the USA are also reported in this study. Research limitations/implications The main limitations of this study are as follows: the respondents' perceptions about their cybersecurity behaviours and practices were measured as opposed to their actual behaviours and practices and the generalizability of the study is limited because the sample size is small as compared to the total number of smartphone users in India. Practical implications The findings of this study may be useful for the design of effective cybersecurity prevention and intervention programs for general smartphone users of India. Originality/value This study provides an insight about cybersecurity behaviour of smartphone users in India. To the knowledge of the researchers, this is the first study to collect such quantitative data of smartphone users in India for a better understanding of the cybersecurity behaviours and practices. This study identified 28 cybersecurity behaviours and practices, which smartphone users should follow to improve cybersecurity.

Enhancing employees’ knowledge sharing through diversity-oriented leadership and strategic internal communication during the COVID-19 outbreak

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Yeunjae Lee ◽  
Weiting Tao ◽  
Jo-Yun Queenie Li ◽  
Ruoyu Sun
Keyword(s):  
Knowledge Sharing ◽  
Crisis Communication ◽  
Online Survey ◽  
Internal Communication ◽  
Full Time ◽  
Content Type ◽  
Knowledge Sharing Behavior ◽  
Needs Satisfaction ◽  
The Usa ◽  
Sharing Behavior

Purpose This study aims to examine the effects of diversity-oriented leadership and strategic internal communication on employees’ knowledge-sharing behavior during a crisis situation, coronavirus (COVID-19) outbreak in particular. Integrating knowledge sharing research with internal crisis communication literature as well as self-determination theory, the mediating roles of employees’ intrinsic needs satisfaction are also identified. Design/methodology/approach An online survey was conducted with 490 full-time employees in the USA across industry sectors during the COVID-19 outbreak. Findings Results suggest that diversity-oriented leadership contributes to transparent internal communication during a crisis and increases employees’ satisfaction of autonomy, competence and relatedness needs. Transparent internal communication also increases employees’ intrinsic needs satisfaction, which in turn fosters their job engagement and knowledge-sharing behavior during the crisis. Originality/value This study is one of the earliest studies to demonstrate the effectiveness of diversity-oriented leadership and strategic internal crisis communication in enhancing employees’ knowledge-sharing behavior, especially in the context of COVID-19.

Greening the campus: a theoretical extension of the dialogic communication approach

2016 ◽  
Vol 17 (4) ◽  
pp. 520-539 ◽  
Author(s):  
Serena Carpenter ◽  
Bruno Takahashi ◽  
Alisa P. Lertpratchya ◽  
Carie Cunningham
Keyword(s):  
Higher Education ◽  
Public Relations ◽  
Communication Strategies ◽  
Relationship Building ◽  
Successful Implementation ◽  
Structured Interviews ◽  
Dialogic Communication ◽  
Content Type ◽  
The Usa ◽  
Communication Approach

Purpose The purpose of this study is to examine the strategic organization-public dialogic communication practices of universities in the USA. The authors used the dialogic model of communication to explore the extent to which higher education sustainability leaders (SL) at the top 25 USA sustainable engage in relational communication strategies. Design/methodology/approach The qualitative study involved semi-structured interviews with campus sustainability and student group leaders from a mix of regional areas in the USA. The authors examined the transcripts for concepts argued to exist within the dialogic model of communication from the public relations field. Findings Results reveal that SL rely on dialogic communication strategies to recruit active participants, build stakeholder bridges across campus and empower individuals to have an impact within specific sustainability areas. Communicators most likely engaged in empathy, followed by propinquity, mutuality, commitment and risk of the dialogic model. Research limitations/implications The authors extended the dialogic model of communication by identifying theoretical issues and scale items that can be used to measure each dimension of the model in future work. Practical implications The results reveal several ways that institutes of higher education could successfully use relational strategies to promote sustainability across multiple campus groups and departments by recruiting campus ambassadors, collectively defining sustainability and sharing public progress reports. Originality/value Few studies of sustainability in higher education holistically examine the relationship building practices of organizations that promote sustainability, despite the fact that communication is identified as a key factor in the successful implementation of sustainable actions.

Unpacking the relationship between organizational culture and excellent leadership in public relations

2014 ◽  
Vol 18 (4) ◽  
pp. 363-385 ◽  
Author(s):  
Juan Meng
Keyword(s):  
Organizational Culture ◽  
Public Relations ◽  
Online Survey ◽  
Structural Model ◽  
Leadership Effectiveness ◽  
Reciprocal Relationship ◽  
Content Type ◽  
The Usa ◽  
Excellent Leadership ◽  
The Relationship

Purpose – By looking into the relationship between organizational culture and excellent leadership in public relations, the purpose of this paper is bifold: first, how and to what extent organizational culture can affect leadership effectiveness in communication management; and second, what possible impact excellent leadership in public relations may generate to reshape organizational culture in a way to further support the value of public relations. Design/methodology/approach – An online survey was distributed to a randomly selected group of 1,000 senior public relations executives in the USA by using the PR executive database of Heyman Associates, a PR executive search firm in New York City. A final sample of 222 senior public relations executives was recruited. This group of respondents mirrored the characteristics of senior executives in the public relations profession in the USA. Findings – The results identified the reciprocal relationship between organizational culture and excellent leadership in public relations. The testing of a non-recursive structural model confirmed that organizational culture generates a direct, positive effect on the achievement of excellent leadership in public relations. More importantly, excellent leadership in public relations also influences organizational culture by reshaping it in a favorable way to support public relations efforts in the organization. Originality/value – There is insufficient empirical research linking public relations leadership and organizational culture, although it is agreed these two institutional conditions are critical. Thus, this study unpacked the independent and dependent roles of organizational culture in influencing leadership effectiveness in public relations, which may generate implications for both research and practice purposes.

Enhancing employee advocacy on social media: the value of internal relationship management approach

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Yeunjae Lee ◽  
Katie Haejung Kim
Keyword(s):  
Social Media ◽  
Online Survey ◽  
Relationship Management ◽  
Internal Communication ◽  
Integrative Model ◽  
Management Approach ◽  
Full Time ◽  
Theoretical Understanding ◽  
Content Type ◽  
The Usa

PurposeTo advance the theoretical understanding of employees' advocacy on social media, this study aims to propose and test an integrative model that incorporates individual and organizational antecedents. Drawing from the relationship management theory in public relations and online behavior literature, the model specifically examines the collective impacts of the social media-related behavioral motivations of individuals and the quality of employee–organization relationship (EOR) on their positive information-sharing intentions about their company on personal social media.Design/methodology/approachAn online survey was conducted with 419 full-time employees in the USA who use social media.FindingsThe results of an online survey with full-time employees in the USA showed that the EOR influenced by symmetrical internal communication significantly increases employees' advocacy intentions and social media-related motivations. Considerable and distinct effects of individuals' positive behavioral motivations on social media (i.e. self-enhancement, altruism, enjoyment) on advocacy intentions are also found.Originality/valueThis study is among the first attempts to test the value of strategic internal communication and relationship management approach in enhancing employee advocacy on the digital environment, social media and their motives of using such channel for benefiting their company.

The impacts of CEO leadership behaviors on employees' affective commitment and scouting behavior: the mediating role of symmetrical internal communication

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Yeunjae Lee ◽  
Jarim Kim
Keyword(s):  
Public Relations ◽  
Affective Commitment ◽  
Online Survey ◽  
The United States ◽  
Internal Communication ◽  
Full Time ◽  
Senior Leadership ◽  
Theoretical Understanding ◽  
Content Type ◽  
Symmetrical Communication

PurposeThis study aimed to examine how senior leadership influences corporate communication and employees' attitudinal and behavioral outcomes. Using two-way symmetrical communication model in public relations and leadership theory, it investigated the effects of CEOs' task- and relationship-oriented leadership on symmetrical internal communication, employees' organizational commitment and communicative behaviors.Design/methodology/approachAn online survey was conducted with 417 full-time employees working in various industries in the United States.FindingsThe results showed that CEOs' relationship-oriented leadership significantly influenced symmetrical internal communication, which, in turn, increased affective commitment and employees' scouting behavior. CEOs' task-oriented communication had no significant effect on symmetrical communication.Originality/valueThis study advances theoretical understanding of two-way symmetrical communication in relation to senior leadership and provides practical insights for corporate leaders and public relations practitioners regarding how to improve employee outcomes through CEOs' strategic leadership and internal communication practices.

Does perceived morality of CEO activism matter? Understanding employees' responses to CEO actions on sociopolitical issues

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Yeunjae Lee ◽  
Weiting Tao
Keyword(s):  
Public Relations ◽  
Online Survey ◽  
Chief Executive ◽  
Full Time ◽  
Content Type ◽  
Positive Attitudes ◽  
Ceo Leadership ◽  
Perspective Drawing ◽  
Economic Expectations ◽  
Sociopolitical Issues

PurposeFrom an internal perspective, the purpose of this study is to understand employees' responses to chief executive officer (CEO) activism, a phenomenon wherein a company's CEO expresses his/her own opinions and ideas on controversial sociopolitical issues. Integrating corporate social responsibility (CSR), public relations and leadership literature, this study examines the effects of employees' expectations toward CEOs and transformational CEO leadership on the perceived morality of CEO activism and its attitudinal and behavioral outcomes.Design/methodology/approachAn online survey was conducted with 417 full-time employees in the US whose CEO has been engaging in sociopolitical issues.FindingsThe results showed that employees' ethical expectations toward their CEOs and transformational CEO leadership were positively associated with perceived morality of CEO activism, whereas economic expectations toward CEOs had no significant relationship with it. In turn, perceived morality of CEO activism contributed to employees' positive attitudes and supportive behaviors for their CEOs and their companies.Originality/valueThis study is among the first attempts to examine the effectiveness of CEO activism from an internal perspective, drawing from CSR, public relations and leadership literature.

Motivations of employees' communicative behaviors on social media

2020 ◽  
Vol 30 (3) ◽  
pp. 971-994 ◽  
Author(s):  
Yeunjae Lee
Keyword(s):  
Social Media ◽  
Social Networking Sites ◽  
Online Survey ◽  
The United States ◽  
Full Time ◽  
Content Type ◽  
Communicative Behaviors ◽  
Related Information ◽  
Practical Guidelines ◽  
Social Media Platforms

PurposeGiven that an increasing number of social media platforms allow employees to share company-related information, the present study seeks to understand their complicated motivations for social media behaviors. Specifically, this study explores the antecedents of employees' positive and negative company-related information-sharing intentions on two distinctive social media platforms, personal (e.g. Facebook) and anonymous social networking sites (e.g. Glassdoor).Design/methodology/approachAn online survey was conducted with 419 full-time employees in the United States from various industry sectors.FindingsIndividual (enjoyment, venting negative feelings, and self-enhancement), interpersonal (bonding and bridging ties), and organizational (organization–employee relationship and perceived external prestige) factors are considerably and distinctly associated with employees' behavioral intentions on different social media platforms.Originality/valueThis study is among the first to understand employees' communicative behaviors on social media (sECB) by linking diverse levels of motivational factors: individual, interpersonal, and organizational using a theoretical framework of socioecological model (SEM). This study also provides significant practical guidelines for organizational leaders and platform operators by explicating the dynamics of employee motives in engaging in a variety of social media platforms.

Juggling on the line

2015 ◽  
Vol 37 (4) ◽  
pp. 459-474 ◽  
Author(s):  
Samantha Evans
Keyword(s):  
Critical Role ◽  
Case Study Research ◽  
Critical Factor ◽  
Employee Relations ◽  
Front Line ◽  
Structured Interviews ◽  
Line Managers ◽  
Content Type ◽  
Nuanced Understanding ◽  
High Level

Purpose – The purpose of this paper is to examine the interplay between the role of front line managers (FLMs) and their contribution to the reported gap between intended and actual human resource management (HRM). Design/methodology/approach – The findings draw on case study research using 51 semi-structured interviews with managers across two UK retail organisations between 2012 and 2013. Findings – This paper argues that FLMs are key agents in people management and play a critical role in the gap between intended and actual employee relations (ER) and HRM. The research found that these managers held a high level of responsibility for people management, but experienced a lack of institutional support, monitoring or incentives to implement according to central policy. This provided an opportunity for them to modify or resist intended policy and the tensions inherent in their role were a critical factor in this manipulation of their people management responsibilities. Research limitations/implications – The data were collected from only one industry and two organisations so the conclusions need to be considered within these limitations. Practical implications – Efforts to address the gap between intended and actual ER/HRM within organisations will need to consider the role tensions of both front line and middle managers. Originality/value – This research provides a more nuanced understanding of the interplay between FLMs and the gap between intended and actual HRM within organisations. It addresses the issue of FLMs receiving less attention in the HRM-line management literature and the call to research their role in the translation of policy into practice.

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