Barratt-Pugh, L., Bahn, S., & Gakere, E. (2012). Managers as change agents: Implications for
human resource managers engaging with culture change. Journal of Organizational
Change Management, 26(4), 748-764.
This paper was written to explain the importance of human resource managers to accept cultural differences as a part of their communication and management roles. The article discussed the roles that human resource managers can play in facilitating change in the corporate environment. The emphasis was on the ways in which human resource managers can promote positive values while incorporating the installation of a more flexible and supportive culture. During the study it was noted that most of the human resource managers needed to improve their interpersonal skills. With these managers taking the leadership role to introduce change and acceptance for those of different cultural backgrounds and help execute change.
Ferri-Reed, J. (2013). Quality, conflict, and communication across the generations. The Journal
For Quality & Participation, 1(1), 12-14.
This article used a particular company as an example to explain the differences between generations and what that means for human resource managers. It explained that differences in the life experiences of the members of different generations can account for some of the difficulty in communicating between these generations. The paper continued by demonstrating ways in which these differences could be overcome with realization and action. Human resource managers can use such information in solving conflicts between employees and helping to establish a more harmonious environment. Through a multigenerational approach, the different communication styles can be understood and used in a positive manner. The paper concluded in describing positive ways in which the different generations can use their strengths to help each other solve corporate problems.
Raina, Reeta. (2010). Timely, continuous & credible communication & perceived organizational
effectiveness. The Indian Journal of Industrial Relations, 46(2), 345-359.
Managers knowing how to be effective communicators is essential for the success of a company since 60%-80% of their time is spent in some form of communication activity. When downward communication is effective, a business is more likely to survive and do well. The importance of internal communication is directly related to the success of a company. Most company successes or failures are directly related to whether or not managers, including those in human resources, can effectively communicate with other employees, especially those lower in the organizational hierarchy. Strong managerial communication skills can help a company survive in times where there is an economic recession and thrive during better economic climates.
Tanova, C. & Nadiri, H. (2010). The role of cultural context in direct communication. Baltic
This article focused on the way in which cultural effects the way managers, including human resource managers, communicate directly with their employees. The term direct communication refers to any communication in which managers speak directly to staff that is of a lower level of the organization. Non-managerial employees’ perception of how they are communicated with helps to determine the success of a company. Some of the important issues of communication include the importance of sharing information, expectations that younger workers have in expecting frequent communication, and the business experiences positive results when direct communication is used. Employees are also more motivated in organizations where direct communication is practiced.
White, M. & Bryson, A. (2013). Positive employee attitudes: How much human resource
management do you need? The Tavistock Institute 66(385), 385-406.
This paper indicates that human resource management follows the work motivation theory. This is explained as businesses experience higher levels of worker production when employees have positive attitudes about their company. Positive communication practices help to shape these attitudes. Intrinsic motivation is one element that can form such positive attitudes. The human resource manager is a key component in creating positive attitudes about the workplace through listening to how satisfied the employees are in their current conditions and making internal changes when necessary. An employee who is satisfied leads to an increase in commitment to the organization.