The effect of technology-based instant messaging applications on employee engagement

Abstract

This quantitative study examines the interaction between technology-based instant messaging applications (technology applications) and employee engagement. Technology applications are frequently used as a mode of communication between managers and employees. Internal communication is cited as an antecedent of employee engagement and employee engagement is positively correlated with productivity and organisational success. Hence, the study is directed at understanding the impact of communication technology on employee engagement, due to the indirect link between internal communication and organisational success. In the current context of the global Covid-19 pandemic, this topic is of renewed interest as leaders and employees grapple with new ways of working and communicating. The existing literature provides contradictory conclusions on the relationship between technology use and employee outcomes. A quantitative, deductive approach was adopted to measure (i) the relationship between the frequency of use of technology applications (independent variable) and the antecedents of employee engagement (psychological climate, affective commitment, perceived supervisor support), (ii) frequency of use of technology applications as a moderating variable on the relationship between the antecedents of employee engagement and employee engagement (meaningfulness, safety, availability) and (iii) frequency of use of technology applications as a moderating variable on the relationship between the employee engagement and the outcomes of employee engagement (discretionary effort and intention to turnover). The correlation test revealed a weak correlation between frequency of use of technology applications and the antecedents of employee engagement. The moderated regression analysis revealed that frequency of use of technology applications does not moderate the relationship between (i) the antecedents of employee engagement and employee engagement (meaningfulness, safety, availability), and (ii) the relationship between the employee engagement and the outcomes of employee engagement (discretionary effort and intention to turnover). The findings have relevance for academic research and practical implications for managers.