Exploring internal communication : towards informed employee voice

목차 (Table of Contents)

• CONTENTS
• Figures = xiii
• Tables = xv
• Notes on contributors = xvii
• Preface = xxi
• PART I. INTERNAL COMMUNICATION LEADERSHIP
• 1 Internal communication and the associations with organisational purpose, culture and strategy / Kevin Ruck = 3
• Introduction = 3
• Responsible communication leadership = 3
• Organisational purpose and values = 5
• Internal communication and organisational culture = 6
• Internal communication and corporate strategy = 9
• Summary = 11
• References = 12
• 2 Theoretical and practical positioning of internal communication / Kevin Ruck = 15
• Introduction = 15
• Defining internal communication = 15
• Internal communication and the excellence theory of public relations = 16
• Internal communication and a rhetorical approach to public relations = 16
• Internal communication and a critical theory approach to public relations = 17
• Critical theory and power = 17
• Internal communication and relationship theory = 18
• Internal communication and employee voice = 19
• Internal communication and employee involvement and participation = 19
• Internal communication and distortion, democracy and cooperation = 20
• Summary of the academic literature = 20
• Practical positioning of internal communication = 21
• Summary = 22
• References = 22
• PART II. GOOD PRACTICE
• 3 The evolution of practice and the changing role of the practitioner / Heather Yaxley ; Kevin Ruck ; Ann Pilkington = 27
• The roots of modern-day internal communication - the employee publication = 27
• Propaganda or freedom : The editorial dilemma = 28
• New technologies and new thinking challenge the dominance of the house organ = 29
• Emergence of internal social media and employee engagement = 32
• Reflections on the evolution of practice = 32
• Contemporary internal communication practice = 33
• The internal communication function = 34
• Internal communication as a profession = 35
• Professional development of the internal communication practitioner = 36
• Effective business partnering = 38
• Summary = 41
• References = 41
• 4 Dimensions of internal communication and implications for employee engagement / Mary Welch = 45
• Introduction = 45
• Definitions = 45
• Evolution of employee engagement = 49
• Components of engagement = 53
• Further research = 56
• References = 56
• 5 Keeping employees informed and employee voice : Adopting an employee-centric perspective / Kevin Ruck = 61
• Introduction = 61
• Keeping employees informed : Topics of interest = 61
• Keeping employees informed : Quality of information = 63
• Defining employee voice = 65
• Receptiveness to employee voice = 66
• Employee voice mechanisms = 68
• Keeping employees informed and organisational engagement = 69
• Employee voice and organisational engagement = 70
• Summary = 71
• References = 74
• 6 The AVID framework for good and ethical practice / Kevin Ruck = 77
• Introduction = 77
• The research that informs the AVID framework = 77
• Information interests = 79
• Senior manager communication = 79
• Line manager communication = 81
• Employee voice = 83
• Dialogue = 84
• The AVID framework for good practice = 84
• Ethical practice = 85
• Summary = 87
• References = 87
• PART III. STRATEGIC PLANNING PROCESSES
• 7 The RADAR Planning Model / Kevin Ruck = 91
• Introduction = 91
• Importance of planning = 91
• The RADAR model for planning = 92
• Creative problem-solving = 93
• Problem exploration - ‘why’ technique = 94
• Problem exploration - other people’s definitions = 94
• Scenario planning = 94
• Setting objectives and targeting employee groups = 95
• Targeting employee groups = 95
• Strategic thinking = 96
• Tactics = 99
• Timescales and resources = 101
• Summary = 102
• Appendix A : Sample communication strategy and planning document = 103
• Communication principles = 103
• Branding = 103
• Clear, simple and consistent = 103
• Honest = 103
• Relevant and timely = 103
• Planned = 103
• Channels = 103
• Measuring success : Outcomes = 104
• Programme-specific communication strategy = 104
• References = 105
• 8 Project management / Ann Pilkington = 107
• Introducing projects = 107
• Defining scope and quality = 108
• The business case = 108
• Project roles : The project sponsor = 108
• Project roles : The project manager = 109
• Project roles : The project management office(PMO) = 109
• Getting the requirements right = 109
• What does success look like? = 109
• Estimating = 109
• Planning a project and the critical path = 110
• Change control = 111
• Risks and issues = 111
• How to understand a project = 113
• Reporting = 114
• Project methodologies = 114
• Summary = 115
• References = 115
• 9 Communicating change / Paul Harrison = 117
• Why does change communication matter? = 117
• What is this thing called change? = 117
• Where can change communication go wrong? = 117
• What can change management theory tell us? = 118
• What makes behavioural change happen? = 120
• What causes resistance to change and how should it be addressed? = 120
• What content do staff want in change communication? = 121
• How can managers lead the organisation through change? = 121
• Getting change communication right = 122
• Summary = 123
• References = 123
• 10 Measurement, analysis and evaluation : The ICQ10 / Kevin Ruck = 125
• Introduction = 125
• The continuous measurement cycle = 125
• Why is measurement important? = 126
• A short history of approaches to measurement = 126
• The AMEC Integrated Evaluation Framework = 127
• The CIPR Inside Measurement Matrix = 128
• Output categories = 128
• Outcome categories = 129
• Using questionnaires = 129
• The ICQ10 = 130
• Data analysis = 131
• Qualitative research = 133
• Interviews = 134
• Focus groups = 134
• Analysing interviews and focus groups = 135
• Summary = 136
• References = 137
• PART IV. CONTENT AND CHANNEL MANAGEMENT
• 11 Medium theory : Channels and content / Kevin Ruck = 141
• Introduction = 141
• Medium theory = 141
• Information richness = 142
• Channel preferences = 143
• Channel attributes = 144
• Channel usage and perceived effectiveness = 146
• Mapping content to channels = 146
• Champions for health campaign : correlating channels to outcomes = 148
• Case study summary = 150
• References = 150
• 12 Applying models from communication theory and psychology to practice / Kevin Ruck = 153
• Introduction = 153
• The ‘communication’ in internal communication = 153
• Attitudes and behaviour = 155
• Interpersonal communication = 157
• Framing and nudge theory = 159
• Summary = 161
• References = 161
• 13 Storytelling is serious business / Laoise O’Murchü = 163
• Introduction = 163
• Why should internal communication practitioners and senior managers pay attention to storytelling? = 163
• Why doesn’t the facts and figures approach to communication work? = 164
• Why don’t we use stories? = 166
• How to tell stories = 168
• Can stories be used in business? = 169
• Why does hearing a story make us less critical and less judgemental? = 170
• Summary = 170
• References = 170
• 14 Getting the language and tone right / Ellen Hake = 173
• Introduction = 173
• Why language and tone matter = 173
• The six keys to effective communication = 173
• References = 184
• PART V. THE DIGITAL WORKPLACE
• 15 Communication on internal digital platforms / Peter Cardon = 187
• The evolution of internal digital platforms = 187
• The ideal culture on internal digital platforms = 188
• Ideal communications of managers on internal digital platforms = 189
• The ideals of two-way communication, transparency, and employee voice on internal digital platforms = 191
• Communicators as gatekeepers on internal digital platforms = 192
• Facilitating employee voice on internal digital platforms = 193
• Summary = 194
• References = 194
• 16 From message gatekeeper to true business enabler : Internal communication and a social way of working / Rita Zonius = 197
• Internal communication is being disrupted, just as the businesses we work for are too = 197
• Reinventing the role of internal communication for a social world = 198
• The big opportunity for social technology - enabling business progress in a knowledge economy = 199
• The typical business need for enterprise social technology = 199
• Democratising organisations and the flow of information = 200
• Introducing enterprise social? First focus on people and purpose = 200
• Preparing your people leads to better business outcomes = 201
• Watch for bumps in the road - identify and mitigate risks = 202
• Activating a social way of working - ideas to get you started = 202
• Leaders need to be social too = 207
• Advice for your leaders = 207
• A social way of working - use cases for communicators and the business = 208
• Meet the community manager - the ultimate enterprise social networker = 208
• Step up and encourage value exchange in enterprise social networks = 209
• References = 210
• 17 Automation and artificial intelligence : The reinvention of practice / Rachel Royall ; Kevin Ruck = 211
• Preamble = 211
• Definitions = 211
• The potential impact of automation and AI on the future of work = 213
• How automation and AI might impact public relations and internal communication practice = 213
• The impact of automation and AI on internal communication competencies = 213
• New applications, new transdisciplinary role? = 217
• Trust and ethics = 218
• Summary = 219
• References = 220
• Index = 223