Internal Communication

Internal communication is public relations directed to and among employees in an organization. James E. Grunig and Yi-Hui Huang (2000) referred to critical attributes of intraorganizational relationships, such as reciprocity, trust, credibility, mutual legitimacy, and mutual understanding. For example, employee relations may be negative if there is a loss of credibility with organizational leaders. Similarly, they indicate that trust is the characteristic that allows organizations to exist, including trust by stockholders, employees, communities, and consumers.

Individual perceptions of coworkers and supervisors are critical as these employee relationships emerge and develop. The diversity of communication relationships and the perceptions may lead to greater organizational efficiency or problematic relational dynamics. These dynamics also deserve consideration along with how organizations construct employee public relations material. The objective is not to just share information but also build understanding and resolve conflicts so that [Page 465]positive results (financial, productivity, relational) occur. Internal publics are groups of people inside the organization: supervisors, administrative assistants, clerks, and other staff members. Employee perceptions of internal public relations messages can be understood through comprehension of the various relationships that exist within the organization. Organizations and their employees can see their values as necessarily intertwined (i.e., “living the mission statement”) through various messages. When the positions taken by the organization (i.e., “white papers”) are supported by internal publics and the agreement is reflected in favorable views of the organization, the relationships among organizational members (especially among managers and subordinates) are enhanced. Internal public relations material is often directed to employees, a communicative extension of management thoughts. However, media like employee newsletters can provide a voice for employees on a weekly or monthly basis.

Theories of employee voice emphasize that such input increases both organizational effectiveness and employee satisfaction. Participation and other supportive management practices improve information flows, decentralize power, and increase communication within and among employee groups. Simultaneously, enhancement of employee voice provides feelings of perceived autonomy and positive perceptions of organizational fairness. Many American corporations emphasize consultative participation. With this strategy, employees make suggestions (possibly through an online newsletter link), but management chooses which ideas to implement. Even though management retains control in these circumstances, this type of computer-mediated communication can eventually permit employees to communicate in ways that reduce spatial and temporal barriers. Communication occurs more quickly and minimizes the role of hierarchy, creating a more horizontal rather than a vertical organization. Groups are created by management, or committees emerge spontaneously within the company to address issues. Computer-mediated communication, in terms of employee relations, enhances organizational efficiency.

Employee relations messages are distributed through, as stated earlier, online mechanisms (i.e., company intranet) and employee newsletters. Additionally, short promotional announcements are conveyed through memos and electronic mail (also online) or live broadcasts of events on corporate video (if the organization has this medium). Many organizations strive to share critical news with employees using other communication tactics and media. Deborah Hauss (1993) provided some examples:

• 1.
  Special editions of company newspapers, with lengthy explanations of events
• 2.
  Videotaped appearances by the company's chief executive officer addressing employee concerns, such as financial stability and job security
• 3.
  Monthly staff meetings, which can be held weekly, daily, or even hourly in crisis situations, to keep everyone abreast of the latest developments
• 4.
  Town meetings, allowing open-forum discussions among employees
• 5.
  A series of mental and physical health workshops to help employees deal with job-related stress and/or the balance of work with their personal/family lives

Efficient communication systems allow for rapid processing and dissemination of information. As Libby Bishop and David Levine (1999) argued, individuals may feel that an equal opportunity to participate in organizational affairs exists through employee relations technology.

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