Sally Chalmers

Purpose – The purpose of this paper is to propose a conceptual model for ethical and fair complaint handling. This provides a basis for research and the development of financial institution complaint handling approaches and practices. Design/methodology/approach – Ethical issues posed by the application of fairness theory to complaint handling are explored. The ethical soundness of organizational justice theory is critiqued. Multi-disciplinary literature is drawn on to develop a conceptual model for ethical fairness in complaint handling. Findings – Issues relevant to an ethical approach to complaint handling, and which are underdeveloped in current organizational and perceived justice frameworks, are identified. These include issues of autonomy, context, reflexivity, moral value, stakeholder voice, power and moral accountability. A conceptual model for ethical fairness in complaint handling is proposed. Research limitations/implications – This paper establishes a research agenda. Further development is required. Practical implications – The proposed model contributes to the development of complaint handling practices and competency frameworks. Originality/value – Justice theories have been proposed as theoretical frameworks for service recovery procedures, however, moral and critical questions have been neglected. The model proposed challenges financial institutions to move away from traditional normative perspectives, which seek to solve problems through managerial interventions, and adopt a perspective which is interpretivistic and reflexive. The model recognizes ethical issues and seeks to minimize inherent power positions, identify accountability and question moral values. Through envisioning complaint handlers as boundary spanners, new light is shed on their relational and communicative roles.

“Internal communications have advanced a long way from the management-sponsored house journals of yesteryear to well-organized systems of internal communication.” (Baines, Egan and Jefkins, 2004, p. 312) .
\nOver the years the role of the internal communications practitioner has changed considerably. Rather than controlling and directing employees through providing information, today’s practitioners need to focus on involving and engaging employees and help employees to be flexible and deal with constant change and innovation effectively (Keenan and Hazelton, 2006). 
\nThe focus has moved from journalistic skills, emphasising expertise in writing and editing, drafting messages (Tench and Yeomans, 2006) and ensuring that communication channels are open (Tourish and Hargie, 1998). Today’s practitioners concentrate on engaging employees, involving them in business improvement (Tench and Yeomans, 2006), stimulating thinking, creating opportunities to participate, networking of know-how, provoking ideas generation and developing employees’ sense of what is achievable (Tourish and Hargie, 1998).
\nThis paper seeks to identify, through literature review, the role of the internal communications practitioner presented in contemporary public relations, internal communication and employee communications texts. The key competency themes isolated are: understanding people in organisations; strategic focus; planning and process management; change management; coaching and consultation; communications through technology; tactical skills; management competencies; sectoral knowledge and professional knowledge. 
\nTo discover the extent to which these themes are reflected in the competencies demanded of internal communication practitioners today a content analysis of job advertisements was undertaken. Advertisements appearing between January 2007 and March 2008 in the UK’s PR Week, and between March and May 2008 on the UK Jobshop page of the Chartered Institute of Public Relations website, were studied. 
\nThis paper concludes that senior internal communication personnel are indeed required to have strategic focus alongside tactical skills and that in particular their ability to work effectively with senior management, integrate their work with that of other functions, deal effectively with ambiguity, network and build relationships are valued. At a non-managerial level tactical skills remain key and practitioners need to be able to use technology for communication. Research skills and the ability to deal with people at all levels are also valued. Across all roles reference is made to competency in change management, understanding people in organisations and providing coaching and consultancy. 
\nThe paper concludes that, although today’s internal communication practitioner roles are broader and more strategic than literature suggests was previously the case (Baines, Egan and Jefkins, 2004), the requirement for expertise in tactical skills, now including use of technology for communication, remains.

div_BaM