ABSTRACT
Internal communication underpins organisational effectiveness since it contributes to positive internal relationships by enabling communication between senior managers and employees. This chapter presents a framework for thinking about formal, managed internal communication. It offers strategic communication managers a fresh perspective from which to consider internal communication. The chapter considers employee engagement and its internal communication implications. Internal communication is routinely flagged up as a problem issue in organisations large and small. Employees and managers commonly complain about poor communication inside their organisations. The stakeholder approach emphasises ethical management behaviours. Employee engagement is a matter of concern for leaders and managers in organisations across the globe; they recognise it as a vital element affecting organisational effectiveness, innovation and competitiveness. The pre-wave era is characterised by recognition of the general need for employees to engage with their work and organisations. The 1990s begin with early ripples of scientific work on engagement and the decade closes with a flood of interest from practitioners.
