Employee Engagement in Media Management (eBook)

Dr. Stavros Georgiades is a Lecturer of Management at the Department of Economics, Accounting and Finance, Frederick University. He holds a PhD in Management and a BA in Accounting and Economics from the Henley Business School, University of Reading, UK. Prior to his current appointment he was a Business Consultant in London, UK, for several years, his clients including Media Organizations like the BBC. His work cuts across the fields of Organization Studies and Media Management and has been published in the Business and Management Research Journal and the Journal of Business and Economics. Stavros serves as an ad hoc book reviewer for Routledge Publisher, as a reviewer for the journals Organizational Change Management and Business and Economics, and for conferences like the Academy of Management. He is currently a member of the Editorial Board of the Journal of Business and Economics, the Organizational Behaviour and the Human Resource divisions of the Academy of Management and the Organizational Behaviour division of the Brazilian Academy of Management (ANPAD). Stavros has carried out research projects in association with European, US and South American Media Organizations, including Channel 4 UK and Globo Brazil, the second-largest commercial TV network in annual revenue worldwide, and is an associate member of EU funded projects being responsible for their business plans. His most recent research deals with sensemaking in Media Organizations, placing emphasis on such topics as the practicality of organizational change theory and the causal explanations of creativity assessment. In January 2014 he was appointed to the Board of Directors of the Cyprus Broadcasting Corporation (CyBC) by the President of the Republic of Cyprus.

Contents 6
List of Tables 10
1: Introduction 11
1.1 Media Management 11
1.2 Developing Media Management Theory 13
1.3 Theoretical Contribution 13
1.4 Methodology: Inductive Qualitative Case Study Approach 15
1.5 Structure of the Book 16
References 17
2: Employee Engagement and Organizational Change 19
2.1 Employee Engagement Leading Towards Sensemaking and Thus a Successful Organizational Change 19
2.1.1 Sensemaking and Change 20
2.1.2 Paradox and Sensemaking 21
2.2 Employee Engagement Leading Towards Creativeness 22
2.2.1 Creativity in Organizations 23
2.2.2 Employee Creativity via Sensemaking 23
2.2.3 Employee Engagement, Sensemaking and Creativity 24
2.3 Importance of Communication Methods in Achieving Sensemaking Leading Towards a Successful Change 26
2.3.1 Communication Process Aid to Change Factors 26
2.3.2 Difficulties with the Application of the Communication Process 27
2.3.3 Effects of Working Relations on the Communication Process 28
2.3.4 Relationship Between Justice and Communication 29
2.3.5 Stress Minimisation via Proper Communication 29
2.3.6 Communication´s Role in Employee Engagement 30
2.3.7 Applying Open Book Management via Communication 31
2.3.8 Communication and Employee Empowerment 32
2.3.9 Communication via Training to Achieve Employee Participation 32
2.3.10 Employee Reactions to Changes in the Management Provision of Information 33
2.4 Employee Participation to Achieve Sensemaking Leading Towards a Successful Change 34
2.4.1 Employee Participation via Empowerment 34
2.4.1.1 Structural and Psychological Empowerment 35
2.4.1.2 Team Psychological Environment 35
2.4.1.3 Relationship Between Structural and Psychological Empowerment 35
2.4.1.4 Outcomes of Team Psychological Empowerment 36
2.4.2 Participation´s Ideological Background 36
2.4.3 Development of Participation Programmes 37
2.4.4 Employee Involvement Programmes Contribution Towards Participation 38
2.4.5 Employee Commitment Leading on to Participation 39
2.4.6 Participation in a Rule-Bound Organization 39
2.4.7 Multiple Levels of Participative Climates and Employee Engagement 40
2.4.8 Participation´s Role in Corporate Transformation 41
2.4.9 Effects of Participation on Employees 42
References 43
3: Communication Process to Achieve Employee Engagement 48
3.1 Introduction 48
3.2 Problem Statement: Research Objectives 48
3.3 Literature Review: Theoretical Background 49
3.4 Research Method 50
3.4.1 Data Collection 50
3.4.1.1 Description of the Change Effort 51
3.4.2 Data Analysis 52
3.5 Results 53
3.5.1 Managers´ Perceptions of the Information Characteristics Necessary to Achieve Employee Engagement 53
3.5.1.1 Information Characteristics 53
3.5.2 Managers´ Perceptions of the Information Assistance Necessary to Achieve Employee Engagement 57
3.5.2.1 Empowerment Practices 57
3.5.3 Organizational Arrangements 59
3.5.3.1 Training 59
3.5.3.2 Receipt of All Assigned Information 59
3.5.3.3 Feedback and Adjustments 62
3.6 Contribution 62
3.6.1 Information Characteristics 62
3.6.2 Assistance with the Information Provided 63
3.7 Limitations 64
3.8 Conclusions 64
3.8.1 Employee Understanding 64
3.8.2 Team Work Spirit 65
3.8.3 Employee Sense of Control 65
Appendix 66
References 67
4: Organizational Arrangements for Participation Leading Towards Employee Engagement 69
4.1 Introduction 69
4.2 Problem Statement: Research Objectives 70
4.3 Literature Review: Theoretical Background 70
4.3.1 Ideological Entailments 70
4.3.2 History of Academic Interest in Employee Engagement 71
4.3.3 Importance of Communication in Empowerment and Organization Change 71
4.3.4 Overview of History of Empowerment, Participation and Engagement in a Successful Change Effort 72
4.3.5 Managers´ Conceptualizations of Employee Engagement 72
4.3.6 Employee Engagement, Communication, and Change 72
4.3.7 Managers May Not Perceive Concept of Empowerment as Applicable 73
4.3.8 Managers´ Conceptions of Empowerment Vary by Level 73
4.3.9 Overview of the Literature on Employee Engagement and Change 74
4.4 Research Method 74
4.4.1 Research Design 74
4.4.1.1 Setting and the Change 75
4.4.2 Data Analysis 75
4.5 Results 75
4.5.1 Managers´ Perceptions of the Organizational Arrangements Necessary to Achieve Employee Engagement 76
4.5.2 Employee Empowerment 78
4.5.2.1 Employee Development and Operational Freedom 78
4.5.3 Employee Motivation 80
4.5.4 Disclosure and Solution of Problems 82
4.6 Contribution 82
4.7 Limitations 86
4.8 Conclusions 86
Appendix 87
References 87
5: Employee Engagement Implementation Leading Towards Employee Creativity 90
5.1 Introduction 90
5.2 Problem Statement: Research Objectives 91
5.3 Literature Review/Theoretical Background 92
5.4 Research Method 94
5.4.1 Data Collection 94
5.4.2 Data Analysis 95
5.5 Results 96
5.5.1 Employee Support 96
5.5.2 Empowerment Practices 97
5.5.2.1 Expressions of Confidence 97
5.5.2.2 Employee Development 97
5.5.2.3 Operational Freedom 98
5.5.3 Employee Motivation 99
5.5.4 Trust and Open Door Communication 100
5.6 Limitations 102
5.7 Contribution: Conclusions 102
5.7.1 Recruitment Method 102
5.7.2 Employee Creation and Innovation 103
5.7.3 Employee Engagement True and Valid 103
Appendix 104
References 105
6: Assessing Employee Creativity 108
6.1 Introduction 108
6.2 Literature Review/Theoretical Background: Problem Statement/Research Objectives 108
6.3 Research Methods 111
6.3.1 Initial Interview with a Top Manager 111
6.3.2 Case Study 112
6.4 Results 112
6.4.1 Sentimental 112
6.4.2 Self-aware 113
6.4.3 Ethical/Honest 114
6.4.4 Risky 115
6.4.5 Ambiguous/Surprising 116
6.4.6 Inspirational 116
6.4.7 Self-confident/Determined 118
6.5 Contribution 119
6.6 Limitations 120
6.7 Conclusions 121
Appendix 121
References 122
7: Conclusion 124
7.1 Communication Process to Achieve Employee Engagement 125
7.2 Organizational Arrangements for Participation Leading Towards Employee Engagement 125
7.3 Employee Engagement Implementation Leading Towards Employee Creativity 126
7.4 Assessing Employee Creativity 126
References 127