Key elements of internal communication for the management of labor relations and conflict: application to the hotel sector

Authors

DOI:

https://doi.org/10.31637/epsir-2024-609

Keywords:

internal communication, conflict management, hotel industry, tourism organizations, organizational management, modeling, conflict coping, nonviolent communication

Abstract

Introduction: Internal communication is a relevant aspect in conflict management and labor relations in tourism-hotel organizations. Methodology: By means of multiple linear regression, the aim is to validate which attributes related to internal communication have the greatest influence on the general perception of relations and conflict management. Results: Four variables were identified as having a direct influence on the overall perception of labor relations and conflict: fulfillment of promises by superiors, performance of actual job functions, accessibility and ease of talking to superiors, and information from superiors on important issues. Discussions: Several studies have analyzed the relationship between internal communication and conflict in organizations concluding that effective internal communication is associated with lower levels of conflict and higher job satisfaction, others highlighting the role of leaders as a crucial element in managing and avoiding conflict. Conclusions:  Internal communication influences the perception that people who collaborate in the organization have of conflict management and labor relations and that their hotel company performs.

Downloads

Download data is not yet available.

Author Biographies

María del Carmen Paradinas Márquez, ESIC University

Degree in Law from the Universidad Autónoma de Madrid (1996). Master's Degree in Human Resources Management and Labour Relations from the Camilo José Cela University of Madrid (2016) and PhD in Tourism from the Rey Juan Carlos University of Madrid with Cum Laude mention (2021). Lawyer with more than 20 years of professional practice. Mediator. Lecturer at ESIC University in the Departments of Humanities and Business Management. She teaches History of Spanish Institutions and various subjects of Law (civil, commercial and labour law) in Official Degrees, as well as social and labour relations and conflict management in the Master's Degree in People Management and Organisational Development and in the MBA. Director of the academic department of external internships.

Jose Antonio Vicente Pascual, ESIC University

Director of the Degree in Data and Business Analytics at ESIC University. Undergraduate and postgraduate lecturer at ESIC University and the Complutense University of Madrid.
PhD in Business Organization (URCJ, 2015), Executive MBA (ESIC, 2008), Degree in Market Research (UAM, 2008), Master in Quality Management (CJC, 2004), Diploma in Statistics (UCM, 2004). Twenty years of experience in the fields of strategy, marketing and sales in both end companies and consultancy. Head of strategy at AXA Seguros and Grupo Transhotel. Currently Managing Partner at Descyfra Consulting, a consultancy firm specialising in Data Science. His lines of research include the development of mathematical models applied to the prediction of consumer behaviour, organisational development and corporate social responsibility.

References

Altmäe, S. Y., Türk, K. y Toomet, O. S. (2013). Thomas-Kilmann’s Conflict Management Modes and their relationship to Fiedler’s Leadership Styles (basing on Estonian organizations). Baltic Journal of Management, 8(1), 45-65. https://doi.org/10.1108/17465261311291650 DOI: https://doi.org/10.1108/17465261311291650

Barnlund, D. C. (2008). A transactional model of communication. En C. D. Mortensen (Ed.). Communication theory (pp. 47-57). Routledge. DOI: https://doi.org/10.4324/9781315080918-5

Blake, R. R. y Mouton, J. S. (1964). The Managerial Grid. Gulf Publishing.

Clampitt, P. G., DeKoch, R. J. y Cashman, T. (2000). A strategy for communicating about uncertainty. Academy of Management Perspectives, 14, 41-57. https://doi.org/10.5465/AME.2000.3979815 DOI: https://doi.org/10.5465/ame.2000.3979815

Deetz, S. (2003). Disciplinary power, conflict suppression and human resources management. En M. Alvesson y H. Willmott (Eds.). Studying management critically, (pp. 23-45). SAGE Publications, Ltd. https://doi.org/10.4135/9781446220030.n2 DOI: https://doi.org/10.4135/9781446220030.n2

Fisher, R. y Ury, W. (1981). Getting to yes: Negotiating agreement wthout giving in. Penguin Books.

Haes, P. E. y Joniarta, I. W. (2020). Organization Communication: Internal Conflict in Hospitality Industri. Mediator Journal, 13, 101-107. https://doi.org/10.29313/MEDIATOR.V13I1.5636 DOI: https://doi.org/10.29313/mediator.v13i1.5636

Hasmawati, F. H. (2017). Communications in the organizational decision making to overcome the conflict. International Journal on Language, Research and Education Studies, 1, 312-321. https://doi.org/10.30575/2017091211 DOI: https://doi.org/10.30575/2017091211

Instituto Nacional de Estadística (Julio de 2020). Coyuntura Turística Hotelera (EOH/IPH/IRSH). Madrid, España: INE. https://www.ine.es/daco/daco42/prechote/cth0720.pdf

Jehn, K. A. (1995). A multimethod examination of the benefits and detriments of intragroup conflict. Administrative Science Quarterly, 40(2), 256-282. https://doi.org/10.2307/2393638 DOI: https://doi.org/10.2307/2393638

Kugler, K. G. y Brodbeck, F. C. (2014). Corporate Communication and Worker Perceptions of Conflict Management and Justice. Negotiation and Conflict Management Research, 7, 265-281. https://doi.org/10.1111/NCMR.12042 DOI: https://doi.org/10.1111/ncmr.12042

López-Roldán, P. y Fachelli, S. (2015). Metodología de la investigación social cuantitativa. Universitat Autònoma de Barcelona. http://ddd.uab.cat/record/129382

Madalina, O. (2016). Conflict Management, a New Challenge. Procedia. Economics and finance, 39, 807-814. https://doi.org/10.1016/S2212-5671(16)30255-6 DOI: https://doi.org/10.1016/S2212-5671(16)30255-6

Men, L. R. y Stacks, D. W. (2013). The impact of leadership style and employee empowerment on perceived organizational reputation. Journal of Communication Management, 17(2), 171-192. https://doi.org/10.1108/13632541311318765 DOI: https://doi.org/10.1108/13632541311318765

Nicotera, A. M. y Jameson, J. K. (2021). Conflict in Organizations and Organizing. Oxford Research Encyclopedia of Communication. https://doi.org/10.1093/acrefore/9780190228613.013.1275 DOI: https://doi.org/10.1093/acrefore/9780190228613.013.1275

Njegovan, B. R., Vukadinović, M. y Nešić, L. G. (2011). Characteristics and types of authority: the attitudes of young people. A case study. Sociológia, 43(6), 657-673. https://www.sav.sk/journals/uploads/120811162%20studia.pdf

Pérez, C. (2009). Técnicas de muestreo estadístico. RA-MA.

Pérez, R. (2012). El ambiente laboral y su incidencia en el desempeño de las organizaciones: estudio en las mejores empresas para trabajar en Colombia (Tesis Doctoral). Universidad Nebrija, Madrid. https://doi.org/10.21158/9789587561562 DOI: https://doi.org/10.21158/9789587561562

Pérez, C. (2013). Técnicas de análisis multivariante de datos. Aplicaciones con SPSS, SAS y StatGraphics. Gaceta.

Rahim, M. (1983). Rahim organizational conflict inventory II: Forms a, b and c. Consulting Psychologists Press. DOI: https://doi.org/10.1037/t01012-000

Rosenberg, M. B. (2003). Nonviolent communication: a language of life. PuddleDancer Press.

Ruck, K. y Welch, M. (2012). Valuing internal communication; management and employee perspectives. Public relations review, 38(2), 294-302. https://doi.org/10.1016/j.pubrev.2011.12.016 DOI: https://doi.org/10.1016/j.pubrev.2011.12.016

Spaho, K. (2013). Organizational communication and conflict management. Management: Journal of Contemporary Management Issues, 18, 103-118. https://hrcak.srce.hr/file/153271

Thomas, K. W. y Kilmann, R. H. (1975). The social desirability variable in organizational research: An alternative explanation for reported findings. Academy of Management Journal, 18, 741-752. https://acortar.link/mcMiLy DOI: https://doi.org/10.5465/255376

Touitou, T. C. (2020). Communication, Conflict and Crisis Management. European Journal of Business and Management, 5(4). https://doi.org/10.24018/ejbmr.2020.5.4.251 DOI: https://doi.org/10.24018/ejbmr.2020.5.4.251

Welch, M. y Jackson, P. (2007). Re-Thinking Internal Communication: A Stakeholder Approach. Corporate Communications: An International Journal, 12, 177-198.

https://doi.org/10.1108/13563280710744847 DOI: https://doi.org/10.1108/13563280710744847

Zhao, D. y Rosson, M. B. (2009, May). How and why people Twitter: the role that micro-blogging plays in informal communication at work. Proceedings of the 2009 ACM International Conference on Supporting Group Work (pp. 243-252). https://doi.org/10.1145/1531674.1531710 DOI: https://doi.org/10.1145/1531674.1531710

Downloads

Published

2024-09-09

How to Cite

Paradinas Márquez, M. del C., & Vicente Pascual, J. A. (2024). Key elements of internal communication for the management of labor relations and conflict: application to the hotel sector. European Public & Social Innovation Review, 9, 1–17. https://doi.org/10.31637/epsir-2024-609

Issue

Vol. 9 (2024)

Section

INNOVATING IN COMMUNICATIVE DISCOURSES

License

Copyright (c) 2024 María del Carmen Paradinas Márquez (Autor de Correspondencia); Jose Antonio Vicente Pascual

Creative Commons License

This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.

Authors who publish with this journal agree to the following terms:
  1. Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under Creative Commons Non Commercial, No Derivatives Attribution 4.0. International (CC BY-NC-ND 4.0.), that allows others to share the work with an acknowledgement of the work's authorship and initial publication in this journal.
  2. Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgement of its initial publication in this journal.
  3. Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work (See The Effect of Open Access).