Today, change and challenges are growing daily for managers. Having the ability to adjust quickly and retain talent to ensure the achievement of objectives and competitive advantage is critical. Internal communication is an internal practice that can be used strategically by the manager to improve several advantages for the employees and the organizations. Internal communication corresponds to all the ways of transmitting information, ideas, or emotion from different channels, like intranet, social media, and several others. Happiness at work is a powerful strategy that brings involved and committed employees to the organizations. This is a subjective construct in a way that depends on individual judgment. The authors develop a conceptual study that seeks to establish a relationship between IC and happiness at work. Both constructs were explored individually and listed the advantages. A final section was added to explore the relationship between the constructs, essentially through the advantages of both constructs.
TopIntroduction
In the era of changes, like globalization, digitalization, new generations with new life perspectives, among others are affecting the world and organizations in a specific way (Costa, Neto, et al., 2022; Costa, Oliveira, et al., 2022; Costa & Oliveira, 2022a, 2022b; Meister, 2023). All these changes have forced organizations to adjust to these new trends/needs.
In addition to the changes described above, the COVID-19 pandemic emerges as the biggest and the most recent crisis in organizations. This crisis forced, essentially, the way how the business operates (Castro-Martinez et al., 2022; Castro-Martínez, Díaz-Morilla, & Pérez-Ordoñez, 2022; Castro-Martínez, Díaz-Morilla, & Torres-Martín, 2022; Castro-Martínez & Díaz-Morilla, 2021; Qin & Men, 2022; Ravina-Ripoll et al., 2023; Santoso et al., 2022). COVID-19 was a public health crisis, with repercussions on a global scale due to its rapid propagation (Castro-Martinez et al., 2022; Castro-Martínez, Díaz-Morilla, & Torres-Martín, 2022). This crisis has affected health indicators, the levels of mortality, and the economies, at a macro level (Castro-Martínez, Díaz-Morilla, & Torres-Martín, 2022). Additionally, the pandemic has forced organizations to rapidly reinvent themselves and their routines, especially with the introduction of confinements, mobility restrictions, distancing measures, and teleworking policies (Castro-Martinez et al., 2022; Castro-Martínez, Díaz-Morilla, & Torres-Martín, 2022; Santoso et al., 2022, 2023). COVID-19 brings some changes, but in other cases only highlighted problems that the organizations already knew existed, like the necessity to admit new ways of working (teleworking or hybrid models, for example), the need to make organizations more digital, and much more (Castro-Martínez, Díaz-Morilla, & Pérez-Ordoñez, 2022; Castro-Martínez, Díaz-Morilla, & Torres-Martín, 2022). All of these bring uncertain times and a necessity to “search for alternative methods to ensure their permanence in the market, seeking to adapt and transform their business models” (Ravina-Ripoll et al., 2023, p. 231). This is because managers still need to ensure cost optimization, achieve goals, present themselves to the market with innovations, and to be able to achieve competitive advantage (Castro-Martínez & Díaz-Morilla, 2021; Salas-Vallina et al., 2018). But it’s essential not to forget that all of these need to be aligned with the strategic objectives of which organizations (Castro-Martínez & Díaz-Morilla, 2021).