Add Value to Internal Communication through Human Resources Management

Abstract

Recent research conducted by Synopsis Communication Consulting shows that HR professionals are increasingly taking responsibility for internal communication. In a 2002 survey of 100 leading international blue-chip companies, 38% of internal communication heads reported to HR directors, a rise from 20% in 2000. This shift increases the challenges for HR professionals -- it means they need to work closely with marketing and corporate functions and learn how best to approach internal communication in a strategic manner.

Headnote

Abstract

Recent research conducted by Synopsis Communication Consulting shows that HR professionals are increasingly taking responsibility for internal communication. In a 2002 survey of 100 leading international blue-chip companies, 38 percent of internal communication heads reported to HR directors, a rise from 20 percent in 2000. This shift increases the challenges for HR professionals - it means they need to work closely with marketing and corporate functions and learn how best to approach internal communication in a strategic manner.

With increased communication responsibility, HR directors should be asking themselves some vital questions, such as:

* If I own internal communication - where are my weak links and where do I need help?

* If I don't own internal communication - where should I be partnering? What should I control and do I have the necessary strengths? '1

Keywords: communication responsibility, internal communication, human resource, management

JEL Classification: J5

Introduction

'Nonetheless, internal communication must be a two-way affair, as 'successful corporate brands are characterized by participative approaches whereby senior management provide guidance about their core values, but find mechanisms to engage staff in discussions about their values to encourage a mediated, consensus view'2. This is similar to the two-way symmetrical model of public relations which is characterized by a dialogue rather than a monologue, in that the organization is as likely to be influenced by the receiver's communication as vice versa. This model involves the use of 'bargaining, negotiating, and strategies of conflict resolution to bring about symbiotic changes in the ideas, attitudes, and behaviors of both organization and its publics'3.

Perhaps never have employees played a more critical role in organizational success than in an emerging 'experience economy'. In such an economy, the consumer is a 'guest' who is looking for a highly personal and memorable contact with the brand. Thus, creating indelible impressions - the 'takeaways' of the experience - on customers with positive cues is of paramount importance1. '2

1. ICANDHRM

'Internal communications can be defined as transactions between individuals and groups in organizations at various levels and in different areas of specialization (Frank & Brownell, 1989 in Dolphin, 2005)3. Kalla (2005) defines internal communications as 'all formal and informal communication taking place internally at all levels of an organization'4, while Orsini (2000) defines them as 'the full range of ways that people communicate with each other within the organization'5. ,s

'Human Resources Management consists in influencing the behaviour of subordinate employees. Human Resources Management must be aware of the fact that human beings that are to be guided are no more objects but personalities with ideas, moral concepts and interests on their own. These must be respected to achieve high perfrmance and a far-reaching identification with the person 's tasks and the corporation. '7

1.1. Internal communications in an organization

'Organizations more and more acknowledge the necessity of internal or employee communications. As Argenti (1996) emphasizes, since contemporary organizations 'become more focused on retaining a happy workforce with changing values and different demographics, they have necessarily had to think more seriously about how they communicate with employees'8. Management nowadays needs to give the internal audience equal attention to those external to the organization9, and 'communications professionals have to recognize the importance of integrating the internal message with those messages communicated externally'1.

The role of internal communications is 'building and nourishing employee relations, establishing trust, providing timely and reliable information and thereby contributing to general motivation, particularly in times of change and stress'2. Spitzer and Swider (2003) suggest that effective internal communications should have three basic objectives3: (1) the information that is communicated to the employee audience is understood and accepted by the audience with respect to the content, intent, relevance, and merit of the message; (2) the goals of the communications with regard to motivating, directing, informing, or gaining the participation of the employee audience is achieved among the majority of employees; and (3) the end result of an improved internal dialogue is achieving improvement in one or more of the core success components: product quality, sales, profitability, workforce performance and satisfaction, and, ultimately, customer satisfaction. According to Argenti (1998), the goals of internal communications in order of their importance are4: (1) to create the sense that employees are an important asset to the organization; (2) to improve morale and foster goodwill between employees and management; (3) to inform employees about internal changes; (4) to explain compensation and benefit plans; (5) to increase employee understanding of the organization and its products, organization, ethics, culture, and external environment; (6) to change employee behavior toward becoming more productive, quality oriented, and entrepreneurial; (7) to increase employee understanding of major health/social issues or trend affecting them; and (8) to encourage employee participation in community activities.

Activities or responsibilities of internal communications are many, such as: planning and executing effective internal communications (e.g. measuring employee view and acting on such feedback, sharing information more widely and ensuring senior management visibility); protecting and championing the desired corporate culture; ensuring a continuing supportive role by the HR department; empowering employees (e.g. encouraging self-managed teams, monitoring and continuously improving measurement assessment, reward and recognition systems); and enhancing internal relationships and learning (e.g. stablishing internal support networks, encouraging employees to talk to managers and recognizing examples of successful practice)5.

In practice there are various combinations to whom the head of internal communications reports. It could be HR director, head of corporate communications department, head of PR department, marketing director, or even CEO. The type and size of the organization, organizational culture, managerial style, financial resources, staff, what the organization expects or demands from the function, or the volatility of the business environment may decide these approaches6,7 * *.11

1.2. Human resource management

'Human resource management as a specialized function in organizations began to grow around 1900s1 2. However, the decade of the 1980s brought a serious transformation in the practice and study of human resource management. Intense business competition forced organizations to think about the new source of wealth and competitive advantage - employees. Therefore the field of HRM was not only 'catapulted to critical positions within firms'3, but 'has discovered, and indeed begun to embrace, a strategic perspective'4.

Moreover, in the 21st century, 'in a world in which all work is knowledge work and intellectual capital is crucial for economic success, it is logical that the ability to attract, retain, and use the talents of people provides a competitive edge'5.

HRM is commonly defined as a 'process of acquiring, training, appraising, and compensation employees, and attending to their labor relations, health and safety, and fairness concerns'6, and as a 'strategic and coherent approach to the management of an organization's most valued assets - the people working there who individually and collectively contribute to the achievement of its goals'7 (Armstrong, 1999). Hall and Goodale (1986) add that HRM is a 'process of bringing people and organizations together so that the goals of each are met, ' with the aim of the 'optimal degree of fit among the four components - the environment, organization, job, and individual'.

The overall goal of HRM is to enable organizations to be successful through their people. More extensively, HR aims are to : (1) provide a range of services which support the achievement of corporate objectives as part of the process of running the organization; (2) enable the organization to obtain and retain the skilled, committed and well-motivated workforce it needs; (3) enhance and develop the inherent capacities of people - their contributions, potential and employability - by providing learning and continuous development opportunities; (4) create a climate in which productive and harmonious relationships can be maintained between management and employees and in which feelings of mutual trust can be developed; (5) develop an environment in which teamwork and flexibility can flourish; (6) help the organization to balance and adapt to the needs of its stakeholders (owners, government bodies or trustees, management, employees, customers, suppliers and the public at large); (7) ensure that people are valued and rewarded for what they do and achieve; (8) manage a diverse workforce, taking into account individual and group differences in employment needs, work style and aspiration; (9) ensure that equal opportunities are available to all; (10) adopt an ethical approach to managing employees which is based on concern for people, fairness and transparency; and (11) maintain and improve the physical and mental wellbeing of employees.

Means of achieving HR goals are various HR functions or activities. Bahtijarevic-Siber (1999) groups them into the following: strategic human resource management, human resource planning, job analysis, recruitment and selection, performance management, motivating and compensating, training and development, career management, creation of adequate organizational climate and culture, health and safety issues, labor relations, and employee services1.

The HR practice is very well developed and present in contemporary organizations. Most of them have a stand alone department responsible for HR activities, led by HR director, and employing HR professionals. '2

'Internal communication managers need the demonstrate networking and relationship building skills. Candidates for non-managerial roles need to be able to deal effectively with people at all levels within an organisation. '3

2. The relation between IC and HRM

'Looking in the Organisational Mirror is about seeing the organisation from the point of view of different groups of employees to understand their state of mind. This makes it easier to define the role and purpose for internal communications in influencing how people will feel during a journey of change, or as a part of enhancing employee engagement. '4

'Good internal communication is usually the result of a robust partnership. If either HR or corporate communication is solely in charge, poor communication inevitably ensues. Turf wars between the functions undermine good communication. For every HR director who complains that corporate communicators are all form and no substance, packaging empty phrases in glossy brochures, there is a corporate communicator pointing the finger at HR functions for being all model and no message. So it's good news that both functions can bring complementary strengths to the communication table.(...)

HR's involvement can broaden internal communication from messages and media to include managers' style and skills. It shifts internal communication from megaphone management to a process of creating shared understanding and meaning. A partnership means while corporate communication provides the relevant content, HR creates the necessary capability. '5

'Leaders and managers often fall into the common trap of assuming that their employees understand the vision and values of their organization, as well as staff requirements to help advance the mission. Without a doubt, an internal communications strategy will be tested most during times of crisis and organizational transition. However, strategy-being the key word to watch in this process for simply relying on internal communications in its purest form-is only half of the equation. Not until an organization overlay a strategic and measurable component to the internal communications function do we achieve desired results and elevate internal communications activities from an informational-only approach to one that both influences and engages to achieve desired results and strategic outcomes'1.

'There are three perspectives on the relationship between internal communications and human resource management.

The first perspective regards internal communications as a responsibility of HR, rather than marketing or PR, because of a number of reasons, including a greater focus on the link between behavior and business results; an emphasis on leadership, coupled with an understanding that good leaders need to be good communicators; and the development of 'an integrated view of people'2. One of the reasons organizations position internal communications under the human resource department is the thinking that HR department 'has the best understanding of what the community inside an organization needs and wants'3. Sims (1994) agrees, declaring that it is the responsibility of human resource management personnel to ensure that communications processes are fully functioning and that the human resource management function should be the primary conduit for open and integrative communications processes within an organization.4

The second perspective does not offer clear boundaries between the fields. For example, Farrant (2003) says that 'contemporary internal communications work towards winning people's participation and involvement in the enhanced achievement of the organization's goals'5, precisely what HR mission is. Argenti (1998) stresses that 'more than anything else, communication is the key to getting workers to become more productive'6, while HR experts give evidence that it is HR goal (Wright, McMahan &McWilliams, 1994; Boxall & Purcell, 2000; Khandekar & Sharma, 2005). Among the tasks of internal communications, Dalton and Croft (2003) number the employee attitude survey, while various employee surveys are customary HR activities7.

The third perspective stresses the importance of human resources management and communication skills to be brought together for strategic advantage8. As Argenti (1996) implies, although many of internal communications activities can be handled through human resource departments, 'the communication itself and the strategy for communicating these ideas must come from communications experts in the corporate communication function'9. Even more, internal communications should be less a problem for the human resource department and more an opportunity for everyone to work for the greater good of the whole organization1. The idea of strategic collaboration is supported by Buffington (2004), who states that human resource department needs to 'direct the schedule and the substance of what has to be released, but the communications department makes sure the language is in an appropriate style for the audience and decides the medium it will use for delivering the information'2. Ideally, both the corporate communications and human resource departments should have someone in charge of communications to employees3. '4

3. Study case: DG regio internal communication

'DG Regional Policy aims to deliver (1) efficient and effective structural policies that (2) bring benefits to, and are understood by, Europe's citizens on the ground, (3) contribute directly to creating the conditions for the successful enlargement of the European Union and (4) are consistent with the principle of sound financial management. '5

'In 2012 DG REGIO's Information and Communication strategy will be strongly influenced by the debate on Cohesion Policy after 2013 which will continue until final adoption of the legislative package by the Council and the European Parliament.(...)

Communicating directly with the public is a primary concern for the European Commission. This is based on three strategic principles which constitute the basic foundation for the communication activities of DG REGIO:

* Listening to citizens and ensuring their views and concerns are taken into account;

* Explaining how EU policies affect their everyday lives;

* Connecting with people by 'going local', addressing them in their national or local settings, through their preferred media. '6

'Internal communication is a strategic function of our DG and is essential for staff engagement in order (1) to maximise efficiency and effectiveness of daily work, and (2) to mobilise staff for an enhanced communication effort towards citizens and stakeholders, but also to increase the motivation and commitment of staff and boost team spirit.

The working group on Knowledge Management and Internal Communication, set in the context of DG REGIO's Human Resources Strategy, has confirmed the importance of internal communication, reviewed the existing tools and made a number of recommendations for improving top-down, bottom-up and horizontal communication within the DG.

Available internal communication tools include DG REGIO's intranet MyRegio, training sessions, general presentations, the library and internal networks. The Desk Officers Group plays an important role for enhancing information exchange within the DG and capacity building on issues related to programme implementation and interpretation of the regulatory framework.

Internal communication and external communication must be linked. Internally communicated messages should equip staff to communicate effectively with their counterparts in the regions. Messages on European cohesion policy thus need to be translated into simple and accessible language.

Priorities for internal communication in 2012:

* Continuous development of MyRegio

* Staff as ambassadors of regional policy

* Internal thematic networks

* Human resources communication

Plans for 2012 include setting up of communication campaigns relating to the implementation of the Human Resources Strategy and the revised Appraisal and Promotion System, as well as the design and printing of a DG REGIO specific ethics guide 'Ethics and You'.'1

Conclusion

The achievement of a strategy is depending upon the teamwork that it could be find in an institution. It also requires a commitment from all members of staff to share ideas, information and knowledge with each other by the most appropriate method.

So, good internal communication is as much about listening to people as passing on information. Also, managers need to demonstrate that they listen to staff views and that they respond in an appropriate way.

If we take into account all that things, we can say that the institution can project an internal communication strategy where the HRM has an important place in it.

'It is important to distinguish between communications on behalf of the organization and the day to day intercourse within work groups or between managers and subordinates. Minzberg2 talks about the fact that communications is intrinsic to the work of a manager - it is the very essence of work in many situations.'3

'Successful companies attach great importance to human resource management (Kravetz, 1988; Ulrich&Brockbank, 2005; Huselid, Becker & Beatty, 2005), and internal communications (Young and Post, 1993; Farrant, 2003; Dolphin, 2005; Dortok, 2006), because they are aware of the value of those activities and of strategic advantage they can bring to the organization. '4

'HR manager Jane Saunders, a partner of HR consultancy Orion Partners 'My view is fairly straightforward. The role of internal communications is much broader than just employer branding - ensuring that employees have a wider understanding of their organisation that includes vision, values, objectives, and performance. It has an information role of course, but really good internal communications is also about generating opportunities for employees to have a say in what the organisation does.

Real engagement - which is increasingly what organisations want to achieve - comes from employees having a voice and that voice being well informed (which is where the information bit comes in). I wonder how well internal communications practitioners can deliver on this when it sits outside the communication function.

I guess what I'm trying to say is that good internal communications has to have a 'foot in both camps'. By that I mean it needs to have a degree of independence in order to facilitate the two-way conversation that needs to go on within an organisation. The same applies to other aspects of good corporate communications which is why I think it sits more comfortably as a function of the communications team '. '1

Footnote

1 Quirke, B. (2002), 'Are you ready to take on the communication challenge? Building synergy between HR and communication to add value', Strategic HR Review, Volume 2 Issue 1 November/December 2002

2 De Chematony, L. and Drury, S. (2004) 'Identifying and sustaining services brands' values', Journal of Marketing Communications, p. 119

3 Grunig, J.E., Grunig, L.A., Sriramesh, K., Huang, Y. and Lyra, A. (1995) 'Models of public relations in an international setting', Journal of Public Relations Research, p. 169

1 Pine II, B.J. and Gilmore, J.H. (1998) 'Welcome to the experience economy', Harvard Business Review, p. 97-105

2 Chong, M. 'The Role of Internal Communication and Training in Infusing Corporate Values and Delivering Brand Promise: Singapore Airlines' Experience', Lee Kong Chian School of Business, Singapore Management University, Singapore, (on-line). Available from: http://www.palgrave-joumals.com/crr/joumal/vl0/n3/ full/1550051 a.html#bib46 (accessed December 22,2013)

3 Dolphin, R. R. (2005), 'Internal Communications: Today's Strategic Imperative', Journal of Marketing Communications

4 Kalla, H. K. (2005), 'Integrated internal communications: a multidisciplinary perspective', Corporate Communications: An International Journal, p. 304

5 Orsini, B. (2000), 'Improving internal communications', Internal Auditor, p. 31

6 Sincic, D. & Vokic, N.P. (2007), 'Integrating internal communications, human resource management and marketing concepts into the new internal marketing philosophy', University of Zagreb , p. 6-7

7 Gall, M.R. (2009), How internal communication can contribute to successful personal management', Grin Verlag, p. 1

8 Argenti, P. A. (1996), 'Corporate communication as a discipline - Toward a Definition', Management Communication Quarterly, p. 80

9 Dolphin, R. R. (2005), 'Internal Communications: Today's Strategic Imperative', Journal of Marketing Communications

1 Dolphin, R. R. (2005), 'Internal Communications: Today's Strategic Imperative', Journal of Marketing Communications, p.185

2 Dolphin, R. R. (2005), 'Internal Communications: Today's Strategic Imperative', Journal of Marketing Communications, p. 171

3 Spitzer, R., Swidler, M. (2003), 'Using a Marketing Approach to Improve Internal Communications', Employment Relations Today, p. 70-71

4 Argenti, P. A. (1998), 'Strategic employee communications', Eluman Resource Management, p. 201

5 Dalton, J., Croft, S. (2003), 'Managing Corporate Reputation', Thorogood

6 Dolphin, R. R. (2005), Internal Communications: Today's Strategic Imperative, Journal of Marketing Communications

7 Buffington, J. (2004), 'Can Eluman Resources and Internal Communications Peacefully Coexist? ', Internal Communications

1 Sincic, D. & Vokic, N.P. (2007), 'Integrating internal communications, human resource management and marketing concepts into the new internal marketing philosophy', University of Zagreb , p. 6-7

2 Mathis, R. L, Jackson, J. H. (1988), 'Personnel/Human Resource Management', West publishing company

3 Graham, H. T., Bennett, R. (1998), 'Human Resources Management', Pitman Publishing, p. 4

4 Dyer, L, Holder, G. W. (1988), ? Strategic Perspective of Human Resource Management, in Dyer', L.(ed.), Human Resource Management - Evolving Roles & Responsibilities, The Bureau of National Affairs, Inc., p. 1

5 O'Reilly, C. A., Pfeffer, J. (2000), 'Hidden Value: How Great Companies Achieve Extraordinary Results with Ordinary People', Harvard Business School Press, p. 257

6 Dessler, G. (2005), Human Resource Management', 10th ed., Pearson Education, Inc., p. 4

7 Armstrong, M. (1999), 'Human Resource Management Practice', 7th ed., Kogan Page, p. 4

1 Bahtijarevic-Siber (1999), 'Management ljudskih potencijala (Human Resource Management) ', Golden marketing

2 Sincic, D. & Vokic, N.P. (2007), 'Integrating internal communications, human resource management and marketing concepts into the new internal marketing philosophy', University of Zagreb , p. 7-8

3 Chalmers, S. (2008), 'The Changing Role of Internal Communications. Are Required Practitioner Competencies Keeping Pace with the Opportunities and Challenges?' (on-line). Available from http://eresearch.qmu.ac.uk/568/1/568.pdf, (accessed December 28,2013)

4 Small Back Room , 'Internal communications, employee engagement and change', Available from: http://www.cutswatch.org.uk/uploads/files/Using%20Creativity%20to%20Enhance%20Employee%20Engage ment%20and%20Intemal%20Communications.pdf, (accesed December 31, 2013)

5 Quirke, B. (2002), 'Are you ready to take on the communication challenge? Building synergy between HR and communication to add value', Strategic HR Review, Volume 2 Issue 1 November/December 2002

1 Chihocky, J.& Bullard, M. (2009), 'How Strategic Internal Communications Can Positively Affect Your Business', JANSON Communications

2 Anonymous (2002), 'HR shoulders responsibility for internal communications', People Management

3 Buffington, J. (2004), 'Can Human Resources and Internal Communications Peacefully Coexist? ', Internal Communications, p. 34

4 Sims, R. R. (1994), 'Human Resource Management's Role in Clarifying the New Psychological Contract', Human Resource Management

5 Farrant, J. (2003), 'Internal Communications', Thorogood, p. 14

6 Argenti, P. A. (1998), 'Strategic employee communications', Human Resource Management

7 Dalton, J., Croft, S. (2003), 'Managing Corporate Reputation', Thorogood

8 Dolphin, R. R. (2005), 'Internal Communications: Today's Strategic Imperative', Journal of Marketing Communications

9 Argenti, P. A. (1996), 'Corporate communication as a discipline - Toward a Definition', Management Communication Quarterly, p. 80

1 Argenti, P. A. (1998), 'Strategic employee communications', Human Resource Management

2 Buffington, J. (2004), Can Human Resources and Internal Communications Peacefully Coexist?, Internal Communications, p. 34

3 Argenti, P. A. (1998), 'Strategic employee communications', Human Resource Management

4 Sincic, D. & Vokic, N.P. (2007), 'Integrating internal communications, human resource management and marketing concepts into the new internal marketing philosophy', University of Zagreb , p. 9

5 European Union, 'Directorate-General for Regional and Urban Policy- Mission statement', Available from: http://ec.europa.eu/dgs/regional_policy/index_en.htm, (accesed December 31, 2013)

6 European Comission, DG Regional Policy (2012), 'Information and communication plan 2012 European Commission DG Regional Policy', p. 3, Available from: http://ec.europa.eu/dgs/regional_policy/document/complan_2012.pdf, (accesed December 31, 2013)

1 European Comission, DG Regional Policy (2012), 'Information and communication plan 2012 European Commission DG Regional Policy', p. 12-14, Available from: http://ec.europa.eu/dgs/regional_policy/document/complan_2012.pdf, (accesed December 31, 2013), p. 12-14

2 cited in Hargie O and Tourish D eds, (2004) Handbook of Communication Audits for Organisations London Routledge

3 http://en.wikipedia.org/wiki/Internal_communications (accessed December 26, 2013)

4 Sincic, D. & Vokic, N.P. (2007), 'Integrating internal communications, human resource management and marketing concepts into the new internal marketing philosophy', University of Zagreb , p. 11

1 Ruck, K. (2011), 'Should internal comms be controlled by the HR function?', (on-line). Available from http://www.exploringinternalcommunication.com/should-internal-comms-be-controlled-by-the-hr-function/ (accessed December 28, 2013)

References

References

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Argenti, P. A. (1996), 'Corporate communication as a discipline - Toward a Definition', Management Communication Quarterly

Argenti, P. A. (1998), 'Strategic employee communications', Human Resource Management

Armstrong, M. (1999), Human Resource Management Practice', 7th ed., Kogan Page

Bahtijarevic-Siber (1999), Management ljudskih potencijala (Human Resource Management) ', Golden marketing

Buffington, J. (2004), 'Can Human Resources and Internal Communications Peacefully Coexist? ', Internal Communications

Chalmers, S. (2008), 'The Changing Role of Internal Communications. Are Required Practitioner Competencies Keeping Pace with the Opportunities and Challenges?' (on-line)

Chihocky, J.& Bullard, M. (2009), How Strategic Internal Communications Can Positively Affect Your Business', J ANSON Communications

Chong, M. 'The Role of Internal Communication and Training in Infusing Corporate Values and Delivering Brand Promise: Singapore Airlines' Experience', Lee Kong Chian School of Business, Singapore Management University, (on-line)

Dalton, J., Croft, S. (2003), Managing Corporate Reputation', Thorogood

De Chematony, L. and Drury, S. (2004) Identifying and sustaining services brands' values ', Journal of Marketing Communications

Dessler, G. (2005), 'Human Resource Management', 10th ed., Pearson Education, Inc.

Dolphin, R. R. (2005), Internal Communications: Today's Strategic Imperative', Journal of Marketing Communications

Dyer, L., Holder, G. W. (1988), A Strategic Perspective of Human Resource Management, in Dyer', L.(ed.), Human Resource Management - Evolving Roles & Responsibilities, The Bureau of National Affairs, Inc

European Comission, DG Regional Policy (2012), Information and communication plan 2012 European Commission DG Regional Policy'

European Union, 'Directorate-General for Regional and Urban Policy- Mission statement'

Farrant, J. (2003), 'Internal Communications', Thorogood

Gall, M R. (2009), 'How internal communication can contribute to successful personal management', Grin Verlag

Graham, H. T., Bennett, R. (1998), Human Resources Management', Pitman Publishing

Grunig, J.E., Grunig, L.A., Sriramesh, K., Huang, Y. and Lyra, A. (1995) 'Models of public relations in an international setting', Journal of Public Relations Research

Hargie O and Tourish D eds, (2004) Handbook of Communication Audits for Organisations London Routledge

http : //en .wikipedia. org/wiki/Intemal_communications

Kalla, H. K. (2005), 'Integrated internal communications: a multidisciplinary perspective', Corporate Communications: An International Journal

Mathis, R. L., Jackson, J. H. (1988), Personnel/Human Resource Management', West publishing company, St. Paul

O'Reilly, C. A., Pfeffer, J. (2000), Hidden Value: How Great Companies Achieve Extraordinary Results with Ordinary People ', Harvard Business School Press

Orsini, B. (2000), 'Improving internal communications', Internal Auditor

Pine II, B.J. and Gilmore, J.H. (1998) 'Welcome to the experience economy', Harvard Business Review

Quirke, B. (2002), 'Are you ready to take on the communication challenge? Building synergy between HR and communication to add value', Strategic HR Review, Volume 2 Issue 1 November/December 2002

Ruck, K. (2011), 'Should internal comms be controlled by the HR function?', (on-line)

Sims, R. R. (1994), Human Resource Management's Role in Clarifying the New Psychological Contract', Human Resource Management

Sincic, D. & Vokic, N.P. (2007), 'Integrating internal communications, human resource management and marketing concepts into the new internal marketing philosophy', University of Zagreb

Small Back Room , 'Internal communications, employee engagement and change '

Spitzer, R., Swidler, M. (2003), 'Using a Marketing Approach to Improve Internal Communications', Employment Relations Today