Transparent Communication Efforts Inspire Confident, Even Greater, Employee Performance

Abstract

The purpose of this study was to explore the relationship between organizational leaders’ internal communication efforts, employees’ work engagement, and their public relations performance. Findings from a survey of public relations agency employees in South Korea (N = 100) indicate that transparent employee communication, having three dimensions of sufficient and accessible information, accountability/authenticity, participation/ openness, would not only enhance employees’ reputation perceptions toward their own organizations (B = .54), but also foster job engagement (B = .41), and their willingness to adopt an accommodative stance to public (B = .41). Findings are discussed in terms of how organizational leaders (i.e., that include top management, managers, and unit supervisors) can inspire greater workplace performance.