Abstract:
Internal communication is a prerequisite for organisational success as it underpins organisational
effectiveness. Previous research (Albrecht, 2010; Andrew & Sofian, 2012; Hayase, 2009; Mamdoo,
2012; Markos & Sridevi, 2010; Meng & Berger, 2012; Ruck & Welch, 2012; Welch & Jackson,
2007; Welch, 2011) has linked this process to employee engagement, which generally refers
to “a positive fulfilling, work-related state of mind that is characterised by vigour, dedication
and absorption.” To illustrate how employee engagement can be achieved through internal
communication, a quantitative research approach was used to obtain data from a sample of
300 respondents identified by means of systematic random sampling from a population of 1 322
employees from the case organisation. The findings point to the critical role played by internal
communication in the achievement of employee engagement and specifically investigated the
relationship between employee engagement and constructs such as: participative organisational
culture; supportive communication climate; participative leadership communication; quality
and reliability of information; two-way asymmetrical communication and two-way symmetrical
communication.
