Belonging at work – Page 3

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Is your sense of belonging down? It must be your manager.

Belonging at work, Employee communication

Support, referring to a human support network that is mostly led by the line manager in a newly-hired employee’s experience, is the most dominant theme of all four themes. This could also be performed by a buddy, a colleague, a mentor or HR. This theme was most dominant in the interviews with nine of the 20 employees interviewed and the second dominant theme for seven of the interview participants.

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What works in a virtual workplace?

Belonging at work, Employee communication

As the newly-hired employees reflected on their experiences in the virtual workplace, they talked about what is currently working, what is not working, and what they would like to see change.

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Belonging at work, Employee communication

Where I sourced my belonging data

Belonging at work, Employee communication

The main data for this research came from 20 newly-hired employees from Netherlands-based organisations. These employees were hired between March 2020 – June 2021 when working from home was forced to continue in the Netherlands. With on and off lockdowns, these employees were onboarded only virtually and have not met their colleagues face-to-face as they would have before the pandemic hit.

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Belonging at work, Employee communication

Opportunities in the virtual workplace

Belonging at work, Employee communication

Good communication is key for teams to work effectively and efficiently. This is even more important in the virtual workplace setting where the usual practices in a colocated workplace no longer work.

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Belonging at work, Employee communication

Challenges in the virtual workplace

Belonging at work, Employee communication

As far as crises are concerned, the coronavirus pandemic is like no other. At the onset of the pandemic, employee trust in leaders was low (Syed 2020). As the workplace moved to a virtual space, traditional command-and-control leadership could not function effectively.

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Belonging at work, Employee communication

Internal communication and belonging

Belonging at work, Employee communication

This crisis brought about by the coronavirus pandemic provided internal communication the space to play a strategic role. That insight preceded the pandemic. Dewhurst and Fitzpatrick (2019) refer to internal communication as a behaviour driver and asset grower of an organisation, along with being a content producer and supporter/facilitator.

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Belonging at work, Employee communication

Internal communication during crises

Belonging at work, Employee communication

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Belonging at work, Employee communication

Influential internal communication

Belonging at work, Employee communication

Research on internal communication and employee identification suggests that “both symmetrical internal communication and leaders’ use of motivating language, including meaning-making, empathetic, and direction-giving languages, induced employees’ perception of a positive emotional culture of joy, companionate love, pride, and gratitude, which in turn enhanced employees’ organisational identification”.

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What is internal communication?

Belonging at work, Employee communication

Internal communication goes by many names: employee communication or communications (Athanassiades 1973; Grunig and Hunt 1984; Dewhurst and Fitzpatrick 2019), employee relations (Purcell 1987), internal relations (Men and Bowen 2016), internal communication (Verčič et al. 2012), internal public relations (Kennan and Hazleton 2006), internal corporate communication (Welch and Jackson 2007) and internal marketing (Gummesson 1987; Piercy and Morgan 1991).

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Belonging at work, Employee communication

Elements of belonging at work

Belonging at work, Employee communication

McClure and Brown (2008) determined three elements that constitute belonging at work through their research. They presented these as time, experience, and self.

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Belonging at work, Employee communication