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placing internal communication as an element of employee engagement (UK Local Government Improvement and Development, 2009). For example, increasing compensation to improve motivation among the employees would fall under employee engagement, but not internal communication. It is the communicators‟ job to let the employees know the details of the increased compensation, but deciding on amount of the increase and the signing of an approval is the job of human resources. Yet, informing the employees of the benefits is still a part of employee engagement.
Internal Communication can be defined in variety of ways. It is not only about informing employees what is going on in the board room and c-suite, but also what other employees are doing. The larger a company gets, the harder it is for employees to maintain contact with other employees. Since a company or an institution is a group of people working toward the same goals, it makes more sense to communicate with one another within the group. According to Hye Shin Yoon, director at Korea-Personality Assessment & Consulting, a human resources consulting company in Seoul, employees are partners who corporate with the company and together achieve the company‟s goal (Yoon, 2011). From a human resources point of view, employees are people who must be informed about a company‟s strategic goals and achievement. In other words, they do not work for a company, but work with the company. This also means that the employees‟ personal goals and the company‟s goals need to align with one another. Although, the communications team does not have authority over
Object Description
| Title | Intercultural internal communication: Engaging with multinational employees |
| Author | Lim, Chan S. |
| Author email | clim0927@gmail.com; chansoo_83@hotmail.com |
| Degree | Master of Arts |
| Document type | Thesis |
| Degree program | Public Relations |
| School | Annenberg School for Communication |
| Date defended/completed | 2011-04-01 |
| Date submitted | 2011 |
| Restricted until | Unrestricted |
| Date published | 2011-05-05 |
| Advisor (committee chair) | Floto, Jennifer D. |
| Advisor (committee member) |
Thorson, Kjerstin Pierson, Jillian |
| Abstract | Internal communication has evolved over the years from simple one-way communication to multi-directional communication; sources have gone online and it is now easy for employees to talk to one another with help of social media. People are relying on each other to provide and receive information which has eliminated sole information broadcasting. Now, communicators have more platforms and tools to explore in communicating with employees and having them communicate among themselves. Additionally, internal communication becomes more complicated once an employer goes multinational, bringing in different cultural traits. Language and cultural barriers start to form providing obstacles in communicating with each other. So, the role of what the author deems “cultural translators” becomes important. To support this notion, the paper also reviews three multinational companies, NHN USA, PEAK Sports USA and Novartis Oncology. |
| Keyword | intercultural communication; Internal communication; public relations |
| Geographic subject (country) | USA |
| Coverage date | 1995/2010 |
| Language | English |
| Part of collection | University of Southern California dissertations and theses |
| Publisher (of the original version) | University of Southern California |
| Place of publication (of the original version) | Los Angeles, California |
| Publisher (of the digital version) | University of Southern California. Libraries |
| Provenance | Electronically uploaded by the author |
| Type | texts |
| Legacy record ID | usctheses-m3876 |
| Contributing entity | University of Southern California |
| Rights | Lim, Chan S. |
| Repository name | Libraries, University of Southern California |
| Repository address | Los Angeles, California |
| Repository email | cisadmin@lib.usc.edu |
| Filename | etd-Lim-4478 |
| Archival file | uscthesesreloadpub_Volume26/etd-Lim-4478.pdf |
Description
| Title | Page 10 |
| Contributing entity | University of Southern California |
| Repository email | cisadmin@lib.usc.edu |
| Full text | 5 placing internal communication as an element of employee engagement (UK Local Government Improvement and Development, 2009). For example, increasing compensation to improve motivation among the employees would fall under employee engagement, but not internal communication. It is the communicators‟ job to let the employees know the details of the increased compensation, but deciding on amount of the increase and the signing of an approval is the job of human resources. Yet, informing the employees of the benefits is still a part of employee engagement. Internal Communication can be defined in variety of ways. It is not only about informing employees what is going on in the board room and c-suite, but also what other employees are doing. The larger a company gets, the harder it is for employees to maintain contact with other employees. Since a company or an institution is a group of people working toward the same goals, it makes more sense to communicate with one another within the group. According to Hye Shin Yoon, director at Korea-Personality Assessment & Consulting, a human resources consulting company in Seoul, employees are partners who corporate with the company and together achieve the company‟s goal (Yoon, 2011). From a human resources point of view, employees are people who must be informed about a company‟s strategic goals and achievement. In other words, they do not work for a company, but work with the company. This also means that the employees‟ personal goals and the company‟s goals need to align with one another. Although, the communications team does not have authority over |
