![]() This inclusion has become a challenge for leaders due to increased diversity in inclusive organizations. Modern organizations desire to fully include every organizational member in relevant activities for optimizing performance and reducing conflicts. The context of the study adds to its uniqueness. The research demonstrates how work and non-work-related social information cues (work communication and CSR associations) can influence employee attitudes through their sensemaking. The study extends the work on alienation by approaching it from the perspective of sensemaking. Additionally, organizations should communicate their CSR efforts to employees, particularly during times of crisis, as this can help improve employee impressions of the organization. Organizations can improve work communication satisfaction by devising remote communication plans that clarify employee expectations regarding the frequency, purpose and channel of communication. Additionally, employees belonging to organizations with stronger CSR associations reported feeling less alienated than employees of organizations with weaker CSR associations. Alienation mediated the relationship between work communication satisfaction and job satisfaction. The findings reveal that work communication satisfaction is negatively associated with alienation and positively associated with job satisfaction. To test the hypotheses, primary data were collected from 418 employees working in various Indian organizations and analyzed using AMOS and Hayes' PROCESS macro for SPSS. Sensemaking and social information processing (SIP) theory are used for formulating the hypotheses. Therefore, this study aims to investigate this issue by examining the impact of work communication satisfaction in remote environments on employee alienation and job satisfaction. Scholars and practitioners have raised concerns that mandatory remote work can lead to feelings of isolation and alienation in employees. The study contributes to our growing understanding of the pervasive, though subtle, implications of COVID-19 for the workplace by showing how a process of employee sensemaking and organizational change communication directly and indirectly influence important dimensions of mental health. Conversely, identity threat increases two of the three mental health issues while meaningfulness of work reduces two of them. ![]() However, the disruptions increase identity threat only for non-essential workers. The results show that change communication reduces identity threat, while also increasing meaningfulness of work, for both work categories. Specifically, we examine how these cues trigger identity threats and influence the meaningfulness of work, consequently affecting the mental health of workers (anxiety, distress, and depression). This study examines the implications of categorizing workers into essential and non-essential groups due to disruptions in work associated with-and the quality of organizational change communication about-the COVID-19 pandemic. Thus, hospitality managers’ ability to adjust organizational change communication through message meaningfulness and authentic leadership branding may assist in securing the desired outcomes of change. However, for male attendees, meaningfulness of the conference message had a significant impact on engagement. Female attendees were highly influenced by leadership brand authenticity perceptions, driving stronger job satisfaction and stronger service climate. Moreover, employees bundled message meaningfulness and leadership brand authenticity perceptions for greater work engagement, which is linked with job satisfaction and service climate evaluation. Findings showed that while positive appraisal of conference message meaningfulness positively influenced employee work engagement, perceptions of leadership brand authenticity had a stronger impact. However, employees’ sensemaking of the organizational change message may encourage or hinder their receptivity to change. In hospitality organizations, successful change management is impossible without employee engagement. This study of 235 employees examined the effects of organizational change communication 1 month after the change message was delivered at the annual leadership conference of a well-known U.S.-based limited-service hotel chain. As hospitality firms face increasing demands that require continuous change, it is imperative to design change management processes that allow for effective communication of change initiatives.
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