Week 4- Internal relations.

I found the readings from this week very easy to relate to, because being an employee myself, I was able to have informed opinions on the information presented by Sison, M. (2004), James, M. (2006), and Onsman, H. (1999).
Firstly, it is important to understand that internal public relations is the process of maintaining productive, satisfactory relationships between an organisation's employers and staff.
According Sison (2004), "Employee loyalty and satisfaction result from deriving a healthy relationship with an employer." (p.292).
I strongly agree with this statement because obviously, if an employee is not receiving the respect they believe they deserve from their employer, in return, they will consequently not have a great sense of loyalty towards them.
Onsman, (1999), provides evidence to support this statement, as it is stated that research from the Gallup Organisation (as cited in Onsman, 1999) has revealed that if the nature of workplace relations with bosses, colleagues and friends is satisfactory, this will result in a happy, loyal employee.
Similarly, James, M. (2006), also supports this statement, as she quotes Marketing and Communications Assistant, Melissa Sawyer, who says that due to her fantastic working environment, she is very passionate about her work.
Therefore, it can be suggested that it is important to maintain positive relations with employees in order to gain their happiness, as this will result in loyalty to your organisation.
The reading from the text book this week also presents a number of key points which are important to remember, such as how to make employees feel confident in their management and consequently, ensure their loyalty.
Suggested ways to do this include keeping them informed about what's happening within the company. Sison (2004), suggests that "If employees understand the big picture and their role in it, they are more likely to support the organisation's goals." (p. 292.)
This idea of a two way relationship caused me to think of Grunig and Hunt's two-way symmetrical model. In this case, employees' opinions are just as resepected as managements.
Grunig et al.'s Excellence Study (as cited in Sison), reinforces the effectiveness of the two-way symmetrical model in successful internal public relations, as it identifies "a symmetrical system of internal communication as a key characteristic of excellent public relations programs," (Sison, 2004, p.289).
Another suggested way to foster loyalty within employees which I believe is the most useful, is including them in making decisions within the company. This mades me think more about public relations practice, because it taught me that if employees participate in the development and implementation of a new policy, they will have a sense of ownership towards it and thus find it easier to sell the idea to other employees. Johnston and Zawawi refer to this as the 'buy in' concept. (2004).
Therefore, I found the readings very useful this week, because while Sison provided me with the basic ideas of internal communications, James' work provided me with real life examples, thus helping to shape my understanding of public relations practices.

This week I commented Lauretta Parker's blog and then replied to the comment she gave me.

References:
James, M. (2006). Insider info. In Public relations. (pp. 37-93). Sydney: CareerFaqs.
Onsman, H. (1999). The secret of a happy office. In Business Review Weekly, (vol. 21, no. 22), (pp. 46-47).
Sison, M.(2004). Internal and community relations. In Johnston, J. & Zawawi, C. Public relations: Theory and practice. (2nd ed.) (pp. 287-314). Crows Nest: Allen & Unwin.