TWO-WAY COMMUNICATION AS A FUNCTION OF THE COMPANY NEWSPAPER: A FIELD STUDY OF READERS' PERCEPTIONS, EMPLOYEE PARTICIPATION AND FEEDBACK
Abstract
As an outgrowth of philosophies of management emphasizing worker participation in organizational affairs and the importance of feedback, company editors have been urged to make newspapers for employees instruments for two-way communication by encouraging and facilitating feedback. This research explores the ramifications of converting a company newspaper (traditionally a one-way medium) into a channel for two-way communication. This field investigation was both a critical inquiry to determine relationships and a descriptive survey to determine prevalent behavior. The research was conducted in a major Midwestern utility, where the weekly newspaper for employees was distributed state-wide to 11,000 workers, was considered the primary means of internal communication, and was actively promoting feedback from readers. The five major research questions addressed in the study focused upon how much and what kinds of feedback the newspaper generated and on perceptions of newspaper credibility and feedback encouragement. Years of service with the company, job levels, work locations, feedback participation/nonparticipation and feedback response/non-response were independent variables in comparing perceptions and feedback behaviors. Data were collected by mailed survey and by a thematic analysis of feedback from employees printed in the company newspaper. The study found that more than half the survey respondents had provided feedback to (or through) the newspaper, the majority having done so only once. Feedback from employees included newspaper-related communications and contributions, suggestions dealing with the prudent use of company resources, conditions in the workplace, non-job-related needs and wants of employees, and inquiries about company policies. Statistically significant findings were that: perceived feedback encouragement was positively related to perceived newspaper credibility; veteran employees (six or more years) provided more feedback than newer personnel; persons in management and those working in the company's headquarters city had more favorable perceptions and provided more feedback than those in non-management positions and at outstate locations. Feedback participants who received a response perceived the newspaper more favorably than did feedback providers who received no response.
Degree
Ph.D.
Subject Area
Mass media
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