Abstract
Many industries worldwide have changed the way organizations communicate internally because of improvements in digital technologies. In the IT sector, many employees have become more reliant on electronic office communications, such as emails, instant messaging systems, intranet sites, and electronic collaboration tools. Employees have used these tools to interact with their team members and coordinate their work efforts. This paper is intended to investigate how internal digital communication has impacted workforce engagement in the IT industry. It proposes a conceptual model to illustrate how the use of effective digital internal communication methods contributes to employees' motivation, participation in the workplace, and commitment to their organization. Through literature reviews, this paper will summarize existing research in the areas of internal communication, digital workplace environments, and employee engagement. Based upon the literature reviews conducted in this study, it can be concluded that transparent communication, well-designed and functioning collaborative work tools, effective communications by leaders, and feedback mechanisms all influence workforce engagement with their organization and increase workforce engagement.
By properly utilizing digital communications, organizations will have a better chance of fostering employee participation and collaboration, leading to improved overall business performance. This article identifies what is needed to develop structured internal digital communication strategies and promote workforce engagement and productivity in the IT industry this conceptual framework is intended to be a resource for researchers, managers, and organizations in enhancing the effectiveness of communication and the establishment of employee engagement and productivity in digital workplaces. The way organizations communicate has changed irrevocably with improvements in technology. Previously, communication was primarily through face-to-face contact; however, with rapid changes in technology, the traditional forms of communication have shifted to more modern forms such as electronic mail, instant messaging, online collaborative systems, and intranets
References
Clampitt, P.G., and Downs, C.W. (1993). Field research on the effect of communication on productivity as perceived by workers. Journal of Business Communication, 30(1), 5-28.
Kahn, W.A. (1990). Psychological states that enable one to be engaged and disengaged with their jobs. Academy of Management Journal, 33 (4), 692-724.
Kalla, H.K. (2005). Interdisciplinary Integrated internal communication. Corporate Communication: An International Journal, 10:4, 302-314.
Karanges, E., Johnston, K., Beatson, A., and Lings, I. (2015). The role of internal communication in engagement: pilot study. Public Relations Review, 41(1), 129-131.
Men, L.R. (2014). Strategic internal communication: communication channel, employee satisfaction, and transformational leadership. Management Communication Quarterly, 28(2) 264-284.
Men, L.R., Stacks, D.W. (2014). The relationship between authentic leadership and employee organization and the impact of the relationship on strategic internal communication. Journal of Public Relations Research, 26(4), 301-324;
Mishra, K., Boynton, A., and Mishra (2014). Engaging the employees: The increased importance of internal communication, International Journal of. Happiness Studies, 3(1), 71-92.
Vercic, A.T. & Vokic, N.P. (2017) Internal communication with the employees. Public Relations Review, 43(5) 885-893.
Welch, M. (2011a). The historical development of employee engagement concept: Implication to communication, corporate communications: An International.
Journal of public relations Research, volume 26, number 4301-324.
Mishra, K., Boynton, A. Mishra, (2014). Establishing Relationships to promote interaction amongst the workforce: Workplace communication. International Journal of Business Communication, 51(2), 183-202.
Robbins, S. P., Judge, T. A. (2013). Organizational Behavior (15 th edition). Pearson. Saks, A. M. (2006). Preexisting and Aftermath of Employee Engagement. Journal of managerial Psychology, 21(7), 600-619.
Schaufeli, W. B., Salanova, M., Gonzalez-Roma, V., and Bakker, A. B. (2002). Engagement and Burnout Measurement A Two-Sample Confirmatory Factor Analytic. Journal of Happiness Studies, 3(1): 71-92.