국내 대기업의 사내 커뮤니케이션 진단: 가치관의 공유, 명확한 업무 커뮤니케이션 그리고 커뮤니케이션 캠페인 = A Comparative Study on Employee Communication between Two Companies with Different Cultural Background: Shared values, clarity in work and communication campaign

다국어 초록 (Multilingual Abstract)

A corporation can`t persuade its employees and get an agreement from them without good organizational communication even though a company possesses excellent management strategies. Management strategies without the voluntary agreement and participation of employees may easily fail. Since this disharmony between internal and external components of company often will fail to speak with one voice as an interrelated organization, it is often becoming obstruction in the development of the company. Therefore, the level of employee communication in a company acts as a gauge of its potential growth. This study examined how different employee communication had developed in each one of the affiliated companies of two representative groups in Korea by investigating and comparing current developments in internal communication. The diagnostic model consists of three major dimensions. A high standard of employee communication can be implemented only when the three dimensions interact with each other simultaneously and organically. First one is the dimension of shared values, which refers to the fact that employees must understand mottos, values, management philosophies and management policies of a company and must have desirable mind set as members of their organization. The second dimension refers to the fact that work-related orders must be clearly delivered through communication, called clarity in work communication. The last dimension is communication campaign, which requires campaigns using strategies with clear goals and strategies for more effective employee communication based on an awareness of the importance of internal communication by the management. The result of the study shows that the significant differences dose not exists in each dimension between two conglomerates. Therefore, there is no difference in internal communication achievement although each company conglomerate has its own management philosophy, corporate values, corporate culture, employee education program and employee communication program. However, from the relevant questions for each three dimension, something significant differences are found between two company conglomerates. These are `spreading management philosophy` and `understanding management philosophy` in the dimension of shared values, `trust in information` and `offering sufficient information before forcing new policy` in the dimension of clarity in work communication, and `performing periodical internal communication campaign` and `financial supporting for club activities` in the dimension of communication campaign. In addition, one company`s employees are compared with the other company`s employees who are in the same level of each organization for three major dimensions. The result leads that there is no significant difference in each diagnostic dimension. However, each company`s internal comparison by employees` class of position reveals somewhat significant differences. In case of `L` company, significant differences are shown in all three dimensions among employees` class of position. On the other hand, significant difference appears only on the second dimension called clarity in work communication in case of `S` company. In short, level of internal communication is low for both companies and there is no big difference between two in terms of internal communication even thought two have seemingly different cultural background. Thus, implementing more internal communication campaigns is recommended for both companies.