A high level of competition between companies in the modern globalising world necessitates organisations to emphasise their human capital. For an organisation to strive, it has to invest in forming good relationships with employees based on envisioning them as key stakeholders. Indeed, workers inside the company should be perceived as essential customers whose interests, needs, and preferences directly impact the accomplishment of the whole organisation’s goals. The ideas on the immediate dependence of organisational performance on relationships with employees are addressed in the article “James Grunig: Excellence theory” (2013), demonstrating that employee satisfaction with their work is a pivotal element in achieving organisational excellence. Therefore, company management should use psychological, sociological, and communicational strategies to improve relationships with employees who constitute organisations’ most valuable assets.
Since employees are the immediate stakeholders who make organisational goals achievement possible and influence the company’s reputation, it is necessary to apply strategies for relationship improvement. In particular, communication inside the company is a powerful tool that helps an organisation ensure that employees’ needs are assessed and met, and their ideas and performance are valued (“James Grunig: Excellence theory,” 2013). Two-way symmetrical communications, one-on-one interactions between the top and middle management, and surveys are the ways of engaging in quality communication with employees.
The perception of employees as internal stakeholders whose interests should be prioritised is a highly relevant issue in the contemporary field of public relations. Indeed, striving to achieve employee satisfaction through encouraging communication is an important aspect of talent retention (Chebbi et al., 2020). Moreover, the establishment of emotional connection, trusting relationships, and reduced stress related to job difficulties contribute to the enhancing value of each employee as a part of an organisation (Havermans et al., 2018). In such a manner, the organisations will be able to create a work environment that yields performance excellence, professional contribution, and satisfaction that would ultimately benefit both employees and companies at large.
References
Chebbi, H., Yahiaoui, D., Sellami, M., Papasolomou, I., & Melanthiou, Y. (2020). Focusing on internal stakeholders to enable the implementation of organisational change towards corporate entrepreneurship: A case study from France. Journal of Business Research, 119, 209-217.
Havermans, B. M., Brouwers, E. P., Hoek, R. J., Anema, J. R., van der Beek, A. J., & Boot, C. R. (2018). Work stress prevention needs of employees and supervisors. BMC Public Health, 18(1), 1-11.
James Grunig: Excellence theory. (2013). Web.