Employee Communication

Paper Summary:

This paper examines the issue of employee communication. It points out that research in areas of employee communication suggests that successful communication strategies must include a decisive effort to connect management's vision with employees at every level. The paper shows that differences in centralized versus decentralized communication strategies can often result in mixed messaging to key constituents, which can have a sustained impact on reputation. Delivery methods and issues of inconsistency can also be measured in terms of overall employee satisfaction. The paper concludes that, since employee satisfaction is essential to reduced levels of burnout and employee attrition, the need to balance delivery methods, between face time and electronic or paper communications is essential for good management.

Contents:
Introduction
Communicating Vision
Delivery Methods
Consistency vs. Inconsistency
Working Models
Non-Working Models
Conclusion

From the Paper:

"Each level of an organization requires support from above and below to function. A critical aspect of this support is communication. Communication in general determines the standard by which individuals see the vision of the organization and the vision of each functional team within it. Communication must occur at every level, to ensure that all agent views are seen as essential to the whole of the process vision. The communication of changing vision is particularly important as organizations are increasingly involved in transitional cultures, that can and often do change the traditional models of vision that employees have been working toward for some time."

Sample of Sources Used:

• Atkinson, A. S. (2004). Chapter 27 Ethics and the Corporate Communicator. In A Handbook of Corporate Communication and Strategic Public Relations: Pure and Applied, Oliver, S. M. (Ed.) (pp. 427-435). New York: Routledge.
• Bielski, L. (2005). What Makes a Good Leader? the Go-To "Guy" with Vision and Passion Will Top the Org Chart-And Lead Change Management. ABA Banking Journal, 97(12), 21.
• Crossman, J. M. (2003). The Multi-Audience Memo and the International Business Interview. Business Communication Quarterly, 66(4), 72.
• Dew, J. R. (1997). Empowerment and Democracy in the Workplace: Applying Adult Education Theory and Practice for Cultivating Empowerment. Westport, CT: Quorum Books.
• Forman, J. (2005). Educating European Corporate Communication Professionals for Senior Management Positions: A Collaboration between UCLA's Anderson School of Management and the University of Lugano. Business Communication Quarterly, 68(2), 209.

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