Human Resource Management: Communication Systems

Introduction

Effective communication is one of the useful functions of an organisation. Managers who want to drive performance in their firms should begin by embracing the power of communication. Adequate communication is what empowers organisational leaders to perform the four unique functions of business management. These functions include “controlling, leading, organising, and planning” (Xesha et al. 317). With proper communication, managers can liaise, collaborate, and empower their subordinates in order to ensure the targeted goals are realised in a timely manner. It is necessary for leaders and managers to promote sustainable employee relations if they want their firms to succeed. This discussion outlines the major communication systems needed to promote effective employee relations in organisations.

Communication Systems Needed for Effective Employee Relations

Communication systems focus on the unique processes embraced by organisational leaders to ensure the intended information or data is available to the employees. Communication is also what dictates the nature of the relationship existing between a company and its external stakeholders. The first important thing to acknowledge is that communication works either downward or upward. This means that the managers in the firm will identify the intended information and relay it to the subordinates (Rita 4). Similarly, the followers will embrace the upward approach to offer adequate responses and identify the best practices that can deliver positive results.

Communication systems are categorised broadly into informal and formal processes. These two processes can be applied in business organisations depending on the targeted goals. For instance, instructions, concepts, and missions can be communicated by managers to the targeted subordinates or followers using formal processes. On the other hand, informal processes of communication can be embraced by organisational leaders to promote the best practices, cultures, and rituals (Xesha et al. 321). Such measures will eventually define the company’s business model. Consequently, the employees will find it easier to resonate with such cultural values and rituals. This is the first step that is implemented in an attempt to promote positive employee relations.

The other appropriate approach that can be used to implement a sustainable communication strategy is to identify the intended message. For instance, facts should be communicated using formal processes. Such a communication system will ensure the employees are aware of the organisation’s mission, performance, objectives, and future goals. The acquired information will be combined with adequate strategies that can result in new changes.

Feelings should also be communicated and shared with different workers using adequate communication systems (Rita 9). Organisational managers can achieve this goal through the use of informal communication processes. This means that a level or horizontal approach to communication can be embraced to deliver positive outcome (Gomez-Meija et al. 39). The subordinates and managers will work closely, communicate with one another, and focus on the best strategies to improve organisational effectiveness.

Both informal and formal communication systems have a critical role to play in every organisation. These systems can be used to ensure information is shared between employees and leaders. Within these systems, managers will go ahead to use different channels that can ensure the intended message is delivered to the subordinates (Xesha et al. 323). The use of an effective communication system will ensure the targeted followers are aware of the intended goals.

Gomez-Meija et al. support the power of continuous collaboration throughout the communication process (72). The manager should be able to identify the unique gaps that can affect the communication process. It would also be necessary to ensure the communicated message resonates with the mission of the firm.

Internal communication is a powerful system that seeks to promote organisational effectiveness. The managers should use the approach to identify the potential causes of misunderstandings and obstacles in every department. Obstacles capable of hindering communication should be identified by the organisational leaders. Some of the common gaps that can affect organisational performance and positive employee relations include discrimination, inadequate provision of resources, and inappropriate mentorship strategies (Gomez-Meija et al. 69).

There are various resources or communication channels that can be used by business leaders and human resource (HR) managers in order to promote employee relations. Written communications are useful tools that can be used to support the needs of different workers. The common means of written communication include memos, newsletters, bulletin boards, and financial statements (Rita 6). These methods can deliver the required information and encourage more workers to embrace the best practices in the working environment.

Face-to-face and electronic communications are useful whenever promoting adequate behaviors in an organisation. Informal communication processes make it easier for subordinates and managers to promote new organisational cultures. Informal meetings and retreats can be embraced in order to promote new behaviors that can support organisational effectiveness (Gomez-Meija et al. 47). Modern platforms such as Facebook and Whatsapp groups can make it easier for more employees to share their ideas. Emerging problems will be addressed and eventually deliver positive results.

Communication Systems: Promoting Positive Employee Relations

The above communication systems, channels, and processes have the potential to deliver positive results and eventually promote effective employee relations. The systems theory can be used to analyse the role of communication in an organisation. Gaither indicates that “systems theory treats communication as a crucial binder that supports the growth and survival of an institution” (5). This is the case because the effective communication binds various subsystems in a firm in order to foster performance. The approach will improve the level of satisfaction, problem-solving, and organisational performance.

Successful organisational managers go a step further to identify competent Employee Relations Representatives (ERRs). These ERR is usually a member of the HR department whose role is to ensure the targeted employees focus on every organisational goal. The professional liaises with the supervisors in the firm in order to address the problems affecting the employees (Gomez-Meija et al. 81). The employees are guided, mentored, and encouraged to establish positive relations that can eventually deliver positive outcomes.

An effective communication strategy within a firm can make it easier for managers, HR workers, and ERRs to implement a powerful employee relations policy. This policy is usually designed to communicate a firm’s practices and thinking in an attempt to promote positive employee relations. The policy can make it easier for leaders to identify the unique problems affecting the performance of different workers (Wittig 25). Emerging problems are usually prevented before they escalate in the workplace.

Managers and organisational leaders who use communication adequately will find it easier to support the behaviors and perceptions of the employees (Gaither 11). The workers will begin to appreciate one another, offer adequate support, and address the unique challenges affecting them. With a proper communication system, the individuals will find it easier to socialise with one another, focus on the targeted goals, and deliver positive results.

It is agreeable that a wide range of challenges will affect the performance of employees in a corporation. Such obstacles can be caused by poor employee relations, lack of mentorship, discrimination, or inadequate communication processes. It is therefore necessary for leaders and HR professionals to use their concepts to deal with such conflicts (Chitrao 1546). Effective communication channels can therefore make it easier for organisational managers to understand the challenges affecting their followers. This issue explains why employee feedback programs can be embraced by managers in order to deliver positive results.

A proper feedback program can be supported using different communication channels such as surveys and face-to-face models (Gomez-Meija et al. 101). The surveys can be used to collect information from the workers. The information is then used to offer evidence-based support to the affected employees.

Managers should go further to identify the best communication processes depending on the targeted goals and issues experienced in the firm (Wittig 26). The approach will ensure the thoughts, action plans, and behaviors of the employees are controlled. Consequently, the employees will be empowered to comply with the outlined policies, complete their roles efficiently, support one another, and implement adequate conflict resolution measures. The managers or supervisors will find it easier to empower the followers and address every emerging challenge.

Conclusion

This discussion shows conclusively that the use of different communication systems can result in effective employee relations. An efficient communication process or system in a firm must be supported using proficient managerial practices. HR managers should go ahead to address every barrier to effective communication. The communication system will encourage the workers to focus on the targeted goals and form positive relations in the working environment (Chitrao 1547). In conclusion, companies should embrace the proposed communication systems in order to develop effective employee relations.

Works Cited

Gomez-Meija, Luis, et al. Managing Human Resources. Pearson, 2015.

Chitrao, Pradnya. “Internal Communication Satisfaction as an Employee Motivation Tool in the Retail Sector in Pune.” The European Journal of Social and Behavioural Sciences, vol. 1, no. 1, 2014, pp. 1541-1552.

Gaither, Cherie. “The Role of Internal Communication and the Effect on Employee Engagement.” Graduate Research, vol. 1, no. 1, 2012, pp. 1-41.

Rita, Linjuan. “Why Leadership Matters to Internal Communication: Linking Transformational Leadership, Symmetrical Communication, and Employee Outcomes.” Journal of Public Relations Research, vol. 26, no. 3, 2014, pp. 1-19.

Wittig, Cynthia. “Employees’ Reactions to Organisational Change.” OD Practitioner, vol. 44, no. 2, 2012, 23-28.

Xesha, Dumisani, et al. “The Impact of Employer-Employee Relationships on Business Growth.” Journal of Economics, vol. 5, no. 3, 2014, pp. 313-324.