Exploring the interrelationship and roles of employee–organization relationship outcomes between symmetrical internal communication and employee job engagement

Abstract

Purpose

This paper aims to investigate how employee–organization relationship (EOR) outcomes – types and qualities – are interrelated and how employees' perceptions of types (exchange and communal EORs) and qualities (trust, satisfaction, commitment, and control mutuality) play a role in their evaluations of symmetrical internal communication (SIC) and employee job engagement (EJE).

Design/methodology/approach

This study conducted an online survey of full-time employees (N = 804) from major US industries. This study performed a confirmatory factor analysis to check the validity and reliability of the measurement model using latent variables and then conducted structural equation modeling.

Findings

The findings demonstrate that employees' perceptions of both exchange and communal EORs are associated with each of the four EOR qualities. The results also show that only communal EORs have a significant relationship with perceived SIC and that employees' perceptions about one of the EOR quality indicator, satisfaction with an organization, has a significant association with their perceived EJE.

Originality/value

This study contributes to relationship management theory within the internal context by examining the interrelationship between each of the EOR types and qualities that are perceived by employees. This paper also suggests the practical importance of developing not only communal but also exchange EORs to enhance EOR quality. Additionally, the results imply that SIC programs could help to enhance employees' perceptions of communal EORs and employees could be engaged in their workplace when they are satisfied with their organizations.

Citation

Lee, E., Kang, M., Kim, Y. and Yang, S.-U. (2022), "Exploring the interrelationship and roles of employee–organization relationship outcomes between symmetrical internal communication and employee job engagement", Corporate Communications: An International Journal, Vol. 27 No. 2, pp. 264-283. https://doi.org/10.1108/CCIJ-12-2020-0167