THE IMPACT OF INTERNAL COMMUNICATION CHANNEL USING LINE ON EMPLOYEE ENGAGEMENT

Main Article Content

Wissawa Aunyawong
Jenette Villegas Puyod
Thapanat Buaphiban
Kiatkulchai Jitt-Aer

Abstract

Nowadays, the internet becomes part of our daily life. The internet-based applications play an integral role in our personal as well as work related matters. The research on the role of social media use in the workplace is of the interest of many scholars. Employee engagement topic has also been studied extensively. However, little is known about the association between these two concepts. This research aims to explore whether the employees intend to use LINE application for both personal and work purposes and to investigate the effect of social media use, particularly, LINE application, for work-related and personal-related matters on the employee engagement in term of their vigor, dedication, and absorption at work. This researched targeted at lecturers in both private and public universities in Bangkok. The results from the multiple regression analysis found that LINE app used for personal related internal communication has negative effects towards vigor, dedication and absorption, which means that the higher the lecturers use LINE app in sending personal communication the lesser it has an effect on their performance of their jobs in terms of vigor, dedication and absorption. On the contrary, LINE app used for work-related matters have shown positive relationships towards the components of employee engagement. These findings suggested that the use of LINE app for personal use should be done not within the context of work in order to boost the engagement in the company.

Article Details

How to Cite
[1]
W. . Aunyawong, J. . Villegas Puyod, T. Buaphiban, and K. Jitt-Aer, “THE IMPACT OF INTERNAL COMMUNICATION CHANNEL USING LINE ON EMPLOYEE ENGAGEMENT”, NKRAFA J SCI TECH, vol. 16, no. 1, pp. 29–41, Sep. 2020.
Section
Research Articles

References

[1] Dorwal, P., Sachdev, R., Gautam, D., Jain, D., Sharma, P., Tiwari, A. K., & Raina, V. (2015). Role of WhatsApp Messenger in the Laboratory Management System: A Boon to Communication. Journal of Medical Systems, 40(1), 14. doi: 10.1007/s10916-015-0384-2
[2] Papaioannou, T. (2011). Technological innovation, global justice and politics of development. Progress in Development Studies, 11(4), 321-338. doi: 10.1177/146499341001100404
[3] Mishra, K., Boynton, L., & Mishra, A. (2014). Driving Employee Engagement: The Expanded Role of Internal Communications. International Journal of Business Communication, 51(2), 183-202. doi: 10.1177/2329488414525399
[4] Dutton, K., & Kleiner, B. (2015). Strategies For Improving Individual Performance In The Workplace. Franklin Business & Law Journal, 2015(2), 10-18.
[5] Schaufeli, W. B., Salanova, M., González-romá, V., & Bakker, A. B. (2002). The Measurement of Engagement and Burnout: A Two Sample Confirmatory Factor Analytic Approach. Journal of Happiness Studies, 3(1), 71-92. doi: http://dx.doi.org/10.1023/A:1015630930326
[6] Welch, M., & Jackson, P. R. (2007). Rethinking internal communication: a stakeholder approach. Corporate Communications: An International Journal, 12(2), 177-198. doi: doi:10.1108/13563280710744847
[7] Skeels, M. M., & Grudin, J. (2009). When social networks cross boundaries: a case study of workplace use of facebook and linkedin. Paper presented at the Proceedings of the ACM 2009 international conference on Supporting group work, Sanibel Island, Florida, USA.
[8] McDonald Jr, H., & Handley, C. (2015). Social Media in the Medical Laboratory Workplace: A Literature Review. Clinical Laboratory Science, 28(4), 209-211.
[9] Dolphin, R. R. (2005). Internal Communications: Today's Strategic Imperative. Journal of Marketing Communications, 11(3), 171-190. doi: 10.1080/1352726042000315414
[10] Verčič, A. T., Verčič, D., & Sriramesh, K. (2012). Internal communication: Definition, parameters, and the future. Public Relations Review, 38(2), 223-230.
[11] Aktar, A. and Pangil, F. (2018), "Mediating role of organizational commitment in the relationship between human resource management practices and employee engagement: Does black box stage exist?", International Journal of Sociology and Social Policy, Vol. 38 No. 7-8, pp. 606-636.
[12] Yates, K. (2006). Internal communication effectiveness enhances bottom‐line results. Journal of Organizational Excellence, 25(3), 71-79.
[13] Maina, T. M. (2013). Instant messaging an effective way of communication in workplace. arXiv preprint arXiv:1310.8489.
[14] Jain, V., Sahu, D. R., & Tomar, D. S. (2015). Evidence Gathering of Line Messenger on iPhones. International Journal of Innovations in Engineering and Management, 4(20, 1-9
[15] Church, K., & de Oliveira, R. (2013). What's up with whatsapp?: comparing mobile instant messaging behaviors with traditional SMS. Paper presented at the Proceedings of the 15th international conference on Human-computer interaction with mobile devices and services.
[16] Sundaray, B. K. (2011). Employee engagement: a driver of organizational effectiveness. European Journal of Business and Management, 3(8), 53-59.
[17] Macey, W. H., & Schneider, B. (2008). The meaning of employee engagement. Industrial and organizational Psychology, 1(1), 3-30.
[18] Baumruk, R. (2006). Why managers are crucial to increasing engagement: Identifying steps managers can take to engage their workforce. Strategic HR Review, 5(2), 24-27.
[19] Hayase, L. K. T. (2009). Internal communication in organizations and employee engagement.
[20] Salanova, M. (2005). Linking Organizational Resources and Work Engagement to Employee Performance and Customer Loyalty: The Mediation of Service Climate. Journal of applied psychology, 90(6), 1217-1227. doi: 10.1037/0021-9010.90.6.1217
[21] Herbsleb, J. D., Atkins, D. L., Boyer, D. G., Handel, M., & Finholt, T. A. (2002). Introducing instant messaging and chat in the workplace. Paper presented at the Proceedings of the SIGCHI conference on Human factors in computing systems.
[22] Charoensukmongkol, P. (2014). Effects of support and job demands on social media use and work outcomes. Computers in Human Behavior, 36, 340-349. doi: http://dx.doi.org/10.1016/j.chb.2014.03.061
[23] Kemper, E. A., Stringfield, S., & Teddlie, C. (2003). Mixed methods sampling strategies in social science research. Handbook of mixed methods in social and behavioral research, 273-296.
[24] Zikmund, W. G., Babin, B. J., Carr, J. C., & Griffin, M. (2013). Business research methods: Cengage Learning.
[25] Aunyawong, W., Wararatchai, P., & Hotrawaisaya, C. (2018). The mediating role of trust among supply chain partners on supply chain integration, cultural intelligence, logistics flexibility and supply chain performance. Science International Journal, 30(4), 629-633.
[26] Phrapratanporn, B., Wararatchai, P., Aunyawong, W., & Nik Ramli Nik Abdul Rashid (2019). Enhancing Supply Chain Performance of SMEs in Thailand Using the Integrated Personnel Development Model, International Journal of Supply Chain Management, 8(5), 176-186.
[27] Choopak, W., & Aunyawong, W. (2019). The Development of Tourism Logistics and Supply Chain Management of Lampaya Floating Market, Banglen Nakhon Pathom, Thailand. Research and Development Journal Suan Sunandha Rajabhat University, 11(1), 126-131.