Relationship management with managers of countrywide offices of SEESA : a case study
(2017) In Communicatio 43(3-4). p.114-133- Abstract
- Employees are a crucial stakeholder group for organisations since they determine
the degree to which they achieve their goals. It is therefore necessary to build strong relationships with the workforce to encourage employee engagement, which implies that employees’ individual goals are aligned to those of the organisation. To build strong relationships, internal communication should be managed strategically. However, when an organisation has offices around the country, internal relationship management can be impeded, which adversely affects the entity attaining its goals. In this qualitative study, the case of SEESA, a national labour law organisation specialising in providing legal services
to employers, was investigated to... (More) - Employees are a crucial stakeholder group for organisations since they determine
the degree to which they achieve their goals. It is therefore necessary to build strong relationships with the workforce to encourage employee engagement, which implies that employees’ individual goals are aligned to those of the organisation. To build strong relationships, internal communication should be managed strategically. However, when an organisation has offices around the country, internal relationship management can be impeded, which adversely affects the entity attaining its goals. In this qualitative study, the case of SEESA, a national labour law organisation specialising in providing legal services
to employers, was investigated to determine the way in which it manages relationships with its nationwide managers. A mixed-method approach was followed, using semi-structured interviews and questionnaires to gather data. The findings indicated that, despite studies elsewhere indicating a communication and relationship building strategy as a prerequisite for building strong organisation-employee relationships, the outcomes of such relationships
can be present without a formal internal communication strategy. This can occur provided the organisation is inclined towards a symmetrical world view, has an open culture and encourages two-way communication with top management. Suggestions for managing relationships with employees in nationwide offices are made. (Less)
Please use this url to cite or link to this publication:
https://lup.lub.lu.se/record/0641c747-2d49-403a-8cb1-27948d5dc159
- author
- Landsberg, Tersia and Wiggill, MN LU
- publishing date
- 2017
- type
- Contribution to journal
- publication status
- published
- subject
- keywords
- internal communication, Relationship management, Strategic Communication
- in
- Communicatio
- volume
- 43
- issue
- 3-4
- pages
- 20 pages
- publisher
- Taylor & Francis
- external identifiers
-
- scopus:85043993207
- ISSN
- 1753-5379
- DOI
- 10.1080/02500167.2017.1384394
- language
- English
- LU publication?
- no
- id
- 0641c747-2d49-403a-8cb1-27948d5dc159
- date added to LUP
- 2019-07-03 09:48:29
- date last changed
- 2022-03-10 18:51:25
@article{0641c747-2d49-403a-8cb1-27948d5dc159,
abstract = {{Employees are a crucial stakeholder group for organisations since they determine<br/>the degree to which they achieve their goals. It is therefore necessary to build strong relationships with the workforce to encourage employee engagement, which implies that employees’ individual goals are aligned to those of the organisation. To build strong relationships, internal communication should be managed strategically. However, when an organisation has offices around the country, internal relationship management can be impeded, which adversely affects the entity attaining its goals. In this qualitative study, the case of SEESA, a national labour law organisation specialising in providing legal services<br/>to employers, was investigated to determine the way in which it manages relationships with its nationwide managers. A mixed-method approach was followed, using semi-structured interviews and questionnaires to gather data. The findings indicated that, despite studies elsewhere indicating a communication and relationship building strategy as a prerequisite for building strong organisation-employee relationships, the outcomes of such relationships<br/>can be present without a formal internal communication strategy. This can occur provided the organisation is inclined towards a symmetrical world view, has an open culture and encourages two-way communication with top management. Suggestions for managing relationships with employees in nationwide offices are made.}},
author = {{Landsberg, Tersia and Wiggill, MN}},
issn = {{1753-5379}},
keywords = {{internal communication; Relationship management; Strategic Communication}},
language = {{eng}},
number = {{3-4}},
pages = {{114--133}},
publisher = {{Taylor & Francis}},
series = {{Communicatio}},
title = {{Relationship management with managers of countrywide offices of SEESA : a case study}},
url = {{https://lup.lub.lu.se/search/files/67105109/Landsberg_Wiggill.pdf}},
doi = {{10.1080/02500167.2017.1384394}},
volume = {{43}},
year = {{2017}},
}