INTRODUCTION:

Berrys’ concept of internal marketing was described as "viewing employees as internal customers, viewing jobs as internal products that satisfy the needs and wants of these internal customers while addressing the objectives of the organization" (Berry, 1981). The internal marketing concept had started in the field of service that have to get better service quality toward the external customer (Pervaiz and Mohammed, 2002).

Gronroos (1981) considered the service given to the external customer as "buyer-seller" activities and later (Gronroos, 1985) include "marketing-like activities" to his implementation tools. Later Pervaiz and Mohammed (2002) adopted Gronroos approach and emphases the issue of employee-customer orientation. Internal communication within an organization is one of the critical components of internal marketing which aligns, educates and motivates employees towards achieving organizational objectives and create a desirable brand image.Organizations need to understand the correlation of the internal communication with employee attitudes and employee performance. Understanding the internal communication constructs and processes underlying employees’ brand attitudes in the internal branding concept is of significant importance in predicting employees’ desirable attitudes in improving the organizational service orientation, especially in the service oriented business. However, little is known about the internal communication constructs which influence or lead to employees’ brand outcomes in the concept of internal branding (Sharma and Kamalanabhan, 2012).

The Communication Satisfaction Questionnaire (CSQ) was developed by Downs and Hazen (1977). The CSQ is the most widely used business communication satisfaction questionnaire, which provides leaders with the knowledge and tools to build positive employee attitudes and performance (Mount and Back, 1999). According to the study of Downs and Hazen (1977) and Riel (1995), it is revealed that the constructs of the CSQ include both organizational and management communication from the corporate communication approach. Meanwhile in the concept of internal branding, the general theory of organizational communication and management communication from a corporate communication approach is the meta-theoretical approach to develop the constructs of internal communication in the concept of internal branding; and to bring about significant positive changes in the attitudes and behaviours of its strategic stakeholders, in this case, employees. In short, essentially, both the constructs of CSQ and internal communication in the concept of internal branding refer to the same approach in corporate communication. However, there is a lack of empirical studies to identify the CSQ constructs as internal communication satisfaction dimensions for employees’ brand outcomes in the concept of internal branding.

LITERATURE REVIEW:

In the questionnaire developed by Downs and Hazen (1977), eight communication satisfaction variables were considered one of the most comprehensive instruments available (Gray and Laidlaw, 2002). This study of Gray and Laidlaw (2002) found that there are three reasons why CSQ is the most comprehensive instrument available:

1. The CSQ assesses the direction of information flow because its constructs can transmit information up, down, and sideways within an organization (Gray and Laidlaw, 2002). Therefore, the CSQ constructs create the organizational communication networks that are not the same as the lines of communication found on an organization chart. It is beneficial to assist supervisors and subordinates to facilitate communication and to foster much needed integration within the organizational system (Gray and Laidlaw, 2002; McKenna, 2012).

2. The CSQ assesses the formal and informal channels of communication, because informal organizational communication can be used to supplement formal communication channels. The informal communication can raise morale when it transmits positive information about the organization (Gray and Laidlaw, 2002; McKenna, 2012).

3. The CSQ assesses the relationships with various members of the organization (Gray and Laidlaw, 2002). The communication roles and functions of people in organizations are crucial for the proper functioning of the communication network and the organization as a whole, such as Gatekeeper, Liaison, Cosmopolite, Isolate, and Isolated dyad (McKenna, 2012).

Therefore, the CSQ constructs are beneficial to capitalize on the strengths and orientations of individuals within the organization (Gray and Laidlaw, 2002; McKenna, 2012). In a later study, Zwijze-Koning and de Jong (2007) concentrated their attention on evaluating the communication satisfaction questionnaire as a communication audit tool, rather than the impact of this tool in employees’ outcomes. They found that the CSQ can be used to estimate employees’ communication satisfaction by asking employees a large number of questions regarding eight different communication topics that these topics vary from interpersonal communication to assessment of the organization-wide communication climate. Additionally, Zwijze-Koning and de Jong (2007) suggested that researchers may use established statistical techniques to assess the instrument’s reliability and to analyse its results for business management.

Downs and Adrian (2012) stated the functional benefits of the Communication Satisfaction Questionnaire (CSQ) as a communication audit tool are likely to put forward the following case.

· The CSQ provides an excellent backdrop for tracing some of the organizational communication culture. Their results are particularly helpful for management to use to understand the general organizational communication culture that also influences what is happening within the company.

· The CSQ is helping employees’ perceptions about the way the company works and judgments about whether or not it operates effectively.

· The CSQ gives management the new information about internal communication it needs to plan organizational development.

· The CSQ provides feedback about internal communication effectiveness that can be applied to the development of internal organizational communication strategies.

· The CSQ offers a benchmark for the progress and future of corporate communication programs.

· Management can use the CSQ as a useful forum for employees’ participation to make a difference in their organization, which is referred to as a horizontal organization. The horizontal organization can facilitate suggestions from subordinates, and provides all employees with a feeling of security and belonging, which in turn fosters satisfaction and group stability.

Downs and Hazen (1977) have developed the Communication Satisfaction Questionnaire (CSQ), which places emphasis on communication satisfaction. This study views the internal communication concept that is multidimensional. In the questionnaire developed by Downs and Hazen (1977), eight internal communication satisfaction variables were made for the rating scales. The development of CSQ measurement begins by identifying all internal communication tasks and the standard procedures prescribed for each. It then develops the original questionnaire and factor-analysis of the data. Next comes a detailed review and evaluation of the questionnaire and its administration in four different organizations. The findings of the measurements show the correlation analysis to identify which communication factors were strongly related to job satisfaction. The study of Downs and Hazen (1977) suggest that the CSQ provides a basis for planning the future scope and quality of the internal communication function. Internal communication is potentially an important tool in competitive differentiation. Additionally, the results of the study of Downs and Hazen (1977) show that the CSQ should also be used in different types of organizations. The eight internal communication satisfaction dimensions are as follows:

1. Horizontal communication: The extent to which informal communication is accurate and free flowing, and includes perceptions of the grapevine (Downs, 1988; Gray and Laidlaw, 2002).

2. Relationship to Subordinate: Upward and downward communication with subordinates. Only workers in supervisory positions responded to these items, which included subordinate responsiveness to downward communication and the extent to which subordinates initiate upward communication (Downs, 1988; Gray and Laidlaw, 2002).

3. Media quality: The extent to which meetings are well organized and written directives are short and clear (Downs, 1988; Gray and Laidlaw, 2002).

4. Organisational perspective: Information about the organisation as a whole, which includes notifications about changes, overall policies, and goals of the organisation (Downs, 1988; Gray and Laidlaw, 2002).

5. Organisational integration: The degree to which individuals receive information about their immediate work environment (Downs, 1988; Gray and Laidlaw, 2002).

6. Communication climate: The extent to which communication in an organisation motivates and stimulates workers to meet organisational goals (Downs, 1988; Gray and Laidlaw, 2002).

7. Personal feedback: Information concerning how workers are being judged and how their performance is being appraised (Downs, 1988; Gray and Laidlaw, 2002).

8. Relationship to Supervisory: The upward and downward aspects of communicating with superiors (Downs, 1988; Gray and Laidlaw, 2002).

The study of organizational identification has grown over the last few decades (e.g., Kreiner and Ashforth, 2004; Ashforth and Mael, 1989). Scholars have found that organizational identification has been proven to be related to several positive organizational outcomes (Kreiner and Ashforth, 2004). It has been established that strong organizational identification would lead to a more positive attitude towards the organization (Ashforth and Mael, 1989), contribute to organizational citizenship behavior (Feather and Rauter, 2004; Christ et al., 2003) and also a lower intention to leave the 3 organization (Van Dick et al. 2004a).

GAP IN RESEARCH:

It is a well-known notion that employee identification with their organizations is a contributing factor to organizational success. Organizational identification refers to the perception of oneness with an organization (Ashforth and Mael, 1989). According to Mael and Ashforth (1992), it is a phenomena that occurs when an “individual defines himself or herself in terms of their membership in a particular organization” and is a form of attachment to an organization. However, the Communication Satisfaction Scale did not consider it as a dimension.

OBJECTIVE OF THE STUDY:

The study aims to develop and validate a scale to measure communication satisfaction as an integral part of internal marketing initiative by an organisation.

METHODOLOGY:

This study aims to propose the probable expanded variables of Communication Satisfaction Scale (CSS) used by Downs-Hazen. To accomplish the objective the researcher has studied extensive literature governing the past and present work on internal communication within the organization and its impact on the employees and organizational climate. The internal communication is an integral part of internal marketing of the organization which was found to have an impact on employee branding. Initial review of literature identified a glossary of variables which were noted. Focus group interview (FGI) was conducted to have an in-depth understanding about the criticalities involved in internal communication and the flow of the same within an organization. Three FGIs were conducted comprising of 15 members in each panel. The panels had a wide representation of organizations namely bank, manufacturing, fast-moving-consumer-goods (FMCG), durables, pharmaceutical and educational institute. The Downs-Hazen scale was expanded by incorporating variable namely ‘organisational identity’ which was apprehended by the researcher to be a critical component in measuring communication satisfaction. A total number of 57 items were used in the measurement scale with a 7 point Likert scale (Alkibisi and Lind, 2011) to generate response. A pilot study was carried out with the employees of selected IDBI bank and State Bank of India branches in Kolkata to test the reliability and validity of the scale. Considering the experiential nature of the study convenience sampling technique was adopted. Confidence interval approach was used to determine the sample size (Burns and Bush, 1995). The formula for obtaining 95% accuracy at the 95% confidence level is:

Where: n = sample size

z = standard error associated with chosen level of confidence (95%)

p = estimated variability in the population 50%*

q = (1 – p)

e = acceptable error + 5% (desired accuracy 95%)

The amount of variability in the population is estimated to be 50%, which is widely used in social Research. From a practical standpoint, most researchers will choose the 50% level of p because it results in the most conservative sample size (Burns and Bush, 1995). Applying this formula, the sample size was set at 385 at 95% confidence level with 95% desired accuracy. Given that on site survey generally obtains a relatively higher response rate than mail survey, the expected response rate was minimum 40%. Assuming a response rate of 40 % or above and an unusable rate of 5%, a total of 700 (385/0.55) people was approached to participate in the survey. Exploratory factor analysis (EFA) was deployed for the test.

FINDINGS:

Exploratory factor analysis (EFA) was deployed using orthogonal varimax rotation with Kaiser normalization to identify data reduction and significant factor loading. Cronbach’s alpha was calculated (.902) to assess the internal reliability and those factors loaded on values >.60 (Nunally, 1978) were accepted. The final measurement scale had 34 items significantly loaded for communication satisfaction measurement. EFA (Table-1) explained 68.79 % of overall variance. Bartlett’s test of sphericity (a statistical test for the presence of correlations among the variables) and the KMO (Kaisere Meyere Olkin) (Table-2) measure of sampling adequacy were measured to assess the factorability of the data. The KMO value at .845 exceeds the acceptable minimum value which is .6 (Hair et al., 2006). The Barlett’s test of sphericity was found to be significant (Chi-square-924.309, df = 33, .000 p< .00). To achieve a more meaningful and interpretable solution, some items which loaded on more than one factor were deleted. Organizational identity was found to be a significant component of communication satisfaction score and has been loaded on 4 factors. Organizational identity is an added dimension to Downs-Hazen (1977) scale to measure internal communication satisfaction.

Table-1: Results of EFA

Sl. No.	Variable	Scale items	Factor loadings	Total variance explained	Cronbach’s alpha
1	Communication Climate	a. Satisfaction regarding communication which motivates and stimulates enthusiasm for meeting goals.	.698	68.79%	.902
		b. Satisfaction with employees’ ability as communicators.	.674
		c. Satisfaction with communication that makes one identifies with it or feel a vital part .645of it.	.629
		d. Satisfaction with the timely information	.645
		e. Satisfaction with communication channels in resolving conflicts	.621
2	Relationship to supervisors	a. Superiors involved in informal communication	.609
		b. Supervisor communicates and clarify job requirements	.611
		c. Supervisors communicate and clarify company policies	.622
		d. Supervisors communicates about future plans	.617
		e. Supervisors ask about opinions from subordinates	.618
		f. Supervisors criticize about works in front of others	.603
		g. Supervisors communicates about good job being done	.601
		h. Supervisor communicates about comparative status of employees’ competency	.612
3	Organizational integration	a. Satisfaction with information about future career prospect with this organisation	.721
3	Organizational integration	b. Satisfaction with regard to information about practical matters, namely arrival of new colleague etc	.699
4.	Media quality	a. Satisfaction with regard to information received by email	.682
4.	Media quality	b. Satisfaction with regard to news and issues raised in organisational meetings	.672
5	Horizontal communication	a. Satisfaction with regard to communication among the colleagues	.711
		b. Satisfaction with regard to opportunity to discuss personal matters with colleagues	.709
		c Satisfaction regarding colleagues offering work support	.689
6	Organisational perspective	a. Satisfaction regarding organisational policies and goals	.632
		b. Satisfaction regarding Govt’s policies on this sector	.613
		c. Satisfaction regarding information about financial status of the organisation	.634
		d. Satisfaction about the information of organisation’s accomplishments	.619
		e. Satisfaction regarding information about changes made in the organisation	.629
7	Personal feedback	a. Satisfaction with information about how one’s job compares with others	.609
		b. Satisfaction with information about how one is judged	.602
		c. Satisfaction with recognition of one’s efforts	.625
		d. Satisfaction with reports on how problems in one’s job are being handled	.632
		e. Satisfaction that my superiors know and understand the problems faced by subordinates	.617
8	Organisational identity	a. Satisfaction with the information of organisation’s projected brand image	.718
		b. Satisfaction with the information of organisation’s branding platform	.727
		c. Satisfaction with the information of organisation’s branding elements	.709
		d. Satisfaction with the information of organisation’s brand associations	.692

Table-2: KMO and Bartlett's Test

Kaiser-Meyer-Olkin Measure of Sampling Adequacy.		.845
Bartlett's Test of Sphericity	Approx. Chi-Square	624.309
	df	36
	Sig.	.000

CONCLUSION:

The objective of this study was to explore the domain of internal communication satisfaction, a pivotal issue in internal marketing which is likely to influence the employee branding concept. Previous research has established the crucial role of both organizational and management communication forms as internal corporate communication that influence employees’ brand outcomes in the employee branding concept, as well as the fact that marketing’s focus needs to be on both internal communication to their staff and external communication to their customers to achieve a successful corporate brand (Chowdhury et al., 2015; Karanges et al. , 2015; To et al., 2015; Lee et al., 2014; Asha and Jyothi, 2013; Matanda and Ndubisi, 2013). Hence, it was not a surprise that the seven domains of internal communication satisfaction, which were created from the Downs-Hazen CSQ constructs and include both organizational and management communication forms, corroborated the literature. Organisational identity was discussed in the literature as an instrument for internal marketing, but, was not assessed as a scale element in communication satisfaction. The study included organisational identity as a scale component in measuring internal communication satisfaction and was found to be significant in measuring the same.

The study has its limitations as it was undertaken in the context of banking industry only. Future studies may be conducted with other industries too to develop a uniform communication satisfaction scale. The scale should also be tested for its probable impact on employee behaviour and attitude and on employee branding. The scale may also be tested for its effectiveness in strengthening internal marketing initiatives.

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Received on 27.12.2017 Modified on 12.01.2018

Asian Journal of Management. 2018; 9(1):643-648.

DOI: 10.5958/2321-5763.2018.00101.4