ABSTRACT
Textbooks on human resource management give a central place to employee communication. Mahoney and Deckop (1986) for example identify a shift away from communication through collective channels to more direct communication with employees as individuals as a key component in HRM. They also argue that communication should be aimed increasingly at the task of changing employee interests from a narrow concern with job satisfaction to a broader concern with the company as a whole and used to develop a coherent organisational culture. Similarly, Beaumont (1992) in his review of American debates on HRM highlights predictions of more extensive internal communications; however he argues that this is, partly, with the aim of facilitating more individual participation in task related decisions.
