EMPLOYMENT COMMUNICATIONS: From Flirtatious Moments to Nostalgia
Abstract
Employment communication refers to the various forms of communication that foster positive working relationships, support career development, and ensure fair treatment of employees. This communication plays a vital role in enhancing productivity, professional fulfilment, and a positive social environment in the workplace at all stages of employment—before, during, and after the employment period. The communication process in employment begins before hiring, characterized by initial interactions between prospective employers and job seekers in “flirtatious communications.†This is followed by job interviews and assessments, which facilitate deeper engagement through what can be termed "rendezvous communication." Once a candidate is hired, "welcome communication" helps integrate them into the new workplace. During the employment period, the dynamics of communication shift, showcasing a blend of formal and informal interactions, as well as transactional and relational exchanges. These communications occur among employees as well as between employees and employers. After employment ends, communication transforms into "goodbye communication," which marks the cessation of employment status. This phase also involves building networks and relationships among former colleagues and reflecting on shared experiences. Former employees engage in what is known as "nostalgic communication," where they can reminisce about their time at work, evaluating their experiences—whether positive or negative—as references for future career decisions.
Â
To cite this article (7th APA style):
Wijaya, B. S. (2019). Employment Communications: From Flirtatious Moments to Nostalgia. Journal Communication Spectrum: Capturing New Perspectives in Communication 9(1), 79-93. https://doi.org/10.36782/jcs.v9i1.2482Â
Keywords
References
Aden, R. C. (1995). Nostalgic communication as temporal escape: When it was a game's reâ€construction of a baseball/work community. Western Journal of Communication 59(1), 20-38. https//doi.org/10.1080/10570319509374505
Bell, R. L. & Martin, J. S. (2019). Managerial Communication for Organizational Development. Business Expert Press
Guffrey, M. E. (2002). Business Communication: Process and Product (4th ed.). South-Western College Pub
Heide, M., & Simonsson, C. (2011). Putting coworkers in the limelight: New challenges for communication professionals. International Journal of Strategic Communication, 5(4), 201–220. doi:10.1080/1553118X.2011.605777
Jo, S., & Shim, S. W. (2005). Paradigm shift of employee communication: The effect of management communication on trusting relationships. Public Relations Review, 31(2), 277–280. doi:10.1016/j.pubrev.2005.02.012
Kang, M., & Sung, M. (2017). How symmetrical employee communication leads to employee engagement and positive employee communication behaviors: The mediation of employee-organization relationships. Journal of Communication Management, 21(1), 82–102. doi:10.1108/JCOM-04-2016-0026
Kellogg K. C. (2019). Subordinate activation tactics: Semi-professionals and micro-level institutional change in professional organizations. Administrative Science Quarterly, 64: 928–975
Levine, W. (2008). Communications and alumni relations: What is the correlation between an institution's communications vehicles and alumni annual giving? International Journal of Educational Advancement, 8, 176–197. https://doi.org/10.1057/ijea.2009.2
Mazzei, A., Dell’Oro, C., & Kim, J.-N. (2012). Strategic value of employee relationships and communicative actions: Overcoming corporate crisis with quality internal communication. International Journal of Strategic Communication, 6(1), 31–44. doi:10.1080/1553118X.2011.634869
Okoro, E. A., Washington, M. C., & Cardon, P. W. (2011). Eportfolios in Business Communication Courses as Tools for Employment. Business Communication Quarterly, 74(3), 347-351. https://doi.org/10.1177/1080569911414554
Perrigino M. B., Dunford B. B., & Wilson K. S. (2018). Work–family backlash: The ‘dark side’ of work–life balance (WLB) policies. Academy of Management Annals, 12: 600–630.
Thornton, G. S., Mansi, V. R., Carramenha, B., & Cappellano, T. (2019). Strategic Employee Communication: Building a Culture of Engagement. Palgrave
Toubiana M., & Zietsma C. (2017), The message is on the wall? Emotions, social media and the dynamics of institutional complexity. Academy of Management Journal, 60: 922–953.
Waldron, V., & Levitt, M. R. (2000). “welfareâ€toâ€workâ€: Assessing communication competencies and client outcomes in a job training program. Southern Communication Journal, 66(1), 1-15. https://doi.org/10.1080/10417940009373182
Wijaya, B. S. (2013, August 9). Employment Communication Model (Model Komunikasi Ketenagakerjaan). ID Patent: 000840667. Direktorat Jenderal Kekayaan Intelektual (DJKI) Kementerian Hukum dan Hak Asasi Manusia (Kemenkumham) Republik Indonesia
Wilson, F.M. (2013). Love is in the Air: Romantic Relationships at Work. In: Morrison, R.L., Cooper-Thomas, H.D. (eds) Relationships in Organizations. Palgrave Macmillan, London. https://doi.org/10.1057/9781137280640_2
Refbacks
- There are currently no refbacks.
This work is licensed under a Creative Commons Attribution 3.0 License.
Indexed by:
Archived in:
Listed in:
INTERNATIONAL ASSOCIATION FOR MEDIA AND COMMUNICATION RESEARCH