15 03 / 22 PERSONALquarterly PATRICK MALONEY Managing Director Finsbury Glover Hering Europe GmbH E-Mail: patrick.maloney@fgh.com www.fgh.com SUMMARY Research question: Professional HR communication contributes to organizational success of HR practices and HR systems. Which aspects are relevant for the professionalization of HR communication from a theoretical and practical point of view? Methodology: Conceptual analysis based on literature and practical insights Practical implications: HR communication requires independent structures and dedicated employees. Since professional HR communication requires both HR knowledge and communication skills, special attention must be paid to managing the interfaces between communication and HR, depending on the organizational design. PROF. DR. STEPHAN KAISER Professur für ABWL, Personalmanagement und Organisation Universität der Bundeswehr München E-Mail: stephan.kaiser@unibw.de www.unibw.de/personalmanagement LITERATURVERZEICHNIS Bowen, D. E./Ostroff, C. (2004): Understanding HRM–firm performance linkages: The role of the “strength” of the HRM system. Academy of management review, 29(2), 203-221. Brinkkötter, J./Maloney, P. (2021): Mit interner Kommunikation die Reputation von HR steigern. Personalmagazin, (5) 2021. 80-82. Collins, C. J./Clark, K. D. (2003): Strategic human resource practices, top management team social networks, and firm performance: The role of human resource practices in creating organizational competitive advantage. Academy of management Journal, 46(6), 740-751. Corey, D. (2016): Effective HR Communication: A Framework for Communicating HR Programmes with Impact. Kogan Page Publishers, London. Einwiller, S./Sackmann, S./Zerfaß, A. (2021): Mitarbeiterkommunikation: Gegenstand, Bereiche und Entwicklungen. In: Einwiller, S., Sackmann, S., Zerfaß, A.: Handbuch Mitarbeiterkommunikation. Springer Gabler, Wiesbaden, 3-26. Garcia-Carbonell, N./Martin-Alcazar, F./Sanchez-Gardey, G. (2016): The views of Spanish HR managers on the role of internal communication in translating HR strategies into HRM systems. European Management Journal, 34(3), 269-281. Kaiser, S. (2021): Organisationale Verankerung und Schnittstellenmanagement der Mitarbeiterkommunikation. In: Einwiller, S., Sackmann, S., Zerfaß, A.: Handbuch Mitarbeiterkommunikation. Wiesbaden: Springer Gabler, 209-219. Kim, K. Y./Eisenberger, R./Baik, K. (2016): Perceived organizational support and affective organizational commitment: Moderating influence of perceived organizational competence. Journal of Organizational Behavior, 37(4), 558-583. Mast, C. (2002): Unternehmenskommunikation. Ein Leitfaden. Lucius & Lucius, Stuttgart. McCann, R./Allen, S. (2021): A case study of strategic human resource management: implementation levels and communication. International Journal of Human Resources Development and Management, 21(1), 1-19. Oelert, J. (2003): Internes Kommunikationsmanagement. Rahmenfaktoren, Gestaltungsansätze und Aufgabenfelder. Wiesbaden: Gabler. Onderka, L. (2021): Aufeinander einspielen. Personalwirtschaft (8), 28-29. Ringlstetter, M./Kniehl, A. (1995): Professionalisierung als Leitidee eines Humanressourcen-Managements. In: Wächter, H., Metz, T. (Hrsg.): Professionalisierte Personalarbeit? Perspektiven der Professionalisierung des Personalwesens. Zeitschrift für Personalforschung, Sonderband, München/Mering: Hampp, 139-161. Schick, S. (2002): Interne Unternehmenskommunikation – Strategien entwickeln, Strukturen schaffen, Prozesse steuern. Schäffer-Poeschel, Stuttgart. Suh, J./Battaglio, P. (2021): Assessing the Mediating Effect of Internal Communication on Strategic Human Resource Management and Perceived Performance: An Intersectoral Comparison. Review of Public Personnel Administration, online first. Wang, Y./Kim, S./Rafferty, A./Sanders, K. (2020): Employee perceptions of HR practices: A critical review and future directions. The International Journal of Human Resource Management, 31(1), 128-173.
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