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Advances in Social Sciences Research Journal – Vol. 9, No. 11
Publication Date: November 25, 2022
DOI:10.14738/assrj.911.13458. Anindyo, S. A., Kriyantono, R., & Prianti, D. D. (2022). Communication Audit during Covid-19 Pandemic at Brawijaya University
Hospital. Advances in Social Sciences Research Journal, 9(11). 272-282.
Services for Science and Education – United Kingdom
Communication Audit during Covid-19 Pandemic at Brawijaya
University Hospital
Saza Azizah Anindyo
School of Communication Brawijaya University, Malang, Indonesia
Rachmat Kriyantono
School of Communication Brawijaya University, Malang, Indonesia
Desi Dwi Prianti
School of Communication Brawijaya University, Malang, Indonesia
ABSTRACT
The flow of organizational communication has an influence on organizational
effectiveness related to the relationship or implementation and achievement of
organizational goals. Moreover, the effectiveness of communication depends on
several aspects, such as communication events aspect, organizational
communication climate, and organizational communication satisfaction aspect, so
that all members of the organization can be motivated to achieve the goals of the
organization.In order to have a good communication system, a healthy organization
generally shows an open management style, both internal and external openness of
the organization. This study aims to analyze the internal communication system at
Brawijaya University Hospital (RSUB) regarding employee engagement during the
COVID-19 pandemic period of January 2022-July 2022 through a communication
audit. The audit process is carried out the Medical Approach or Doctor-Patient
Model. For the data collection technique is in the form of questionnaires, namely
Organizational Communication Inventory and interviews. The sample used in the
form of variation of levels at the Brawijaya University Hospital which it is
categorized based on the members of the organization position according to the
hierarchy or structure that applies at the University of Brawijaya Hospital with a
total of 206 people. The results present that the subordinate indicators have the
lowest mean value with the most of the respondents in the low category. It indicates
that the communication relationships in the workplace with subordinates need to
get attention and improvement between the communication relationships with
members of the organization. The lack of good communication relation with
subordinates is affected by the lack of appropriateness between the superiors
working with one of their subordinates which cause poor communication between
the superior and subordinates.
Keywords: Organizational Internal Communication; Communication Audit; Employee
Engagement.
INTRODUCTION
Pace & Faules (2006) states that the flow of organizational communication in organizations has
an influence on organizational effectiveness relate to the relationships or implementation and
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Anindyo, S. A., Kriyantono, R., & Prianti, D. D. (2022). Communication Audit during Covid-19 Pandemic at Brawijaya University Hospital. Advances
in Social Sciences Research Journal, 9(11). 272-282.
URL: http://dx.doi.org/10.14738/assrj.911.13458
achievement of organizational goals. Moreover, Pace & Faules (2006) states that the
communication effectiveness depends on several aspects, such as aspects of communication
events, organizational communication climate, and organizational communication satisfaction,
so that all members of the organization can be motivated to achieve the goals of the
organization. However, the communication system can also affect the balance in the
organization if the communication system is disturbed (Kriyantono, 2004). It means that
communication and organization has a network of interdependent relationships (Pace &
Faules, 2001), so both have an influence on each other.
The openness and the easy access to internal communication between sections of subordinates
to superior (upward), leadership to subordinates (downward), and to colleagues (horizontally)
is very important for the organization. Daniel, Titman & Wermers (2012) explains that upward
communication determines organizational members’ involvement in case of decision making,
problem solving, and work procedure policies development. Downward communication also
determines the integrity of the leadership in providing the implementation of tasks, work
instructions, policy information, and even provides feedback on the performance of
subordinates (Rivai, 2003). Kriyantono & Mckenna (2017) state egalitarian communication will
stimulate dialog to reach a mutual agreement, cooperation, and fairness. When members of the
organization feel that they do not have the freedom to provide suggestions and criticism to the
superior, the organization will not run well (Katz & Khan, 1978). It means that communication
is an absolute thing from superiors to subordinates, subordinates to superior or fellow
members of the organization.
The phenomenon of the relationship between employee turnover and employee engagement
also occurs at Universitas Brawijaya Hospital. Based on data from RSUB Health Resources
(2020), there was an increase in Labor Turn Over from 2018-2020. In 2018, the Labor Turn
Over rate was 5.07%. In 2019, there was an increase in Labor Turn Over to 6.37%. The increase
again occurred in 2020 with a total Labor Turn Over of 7.81%. Based on the pre-study, the
increase in LTO at Brawijaya University Hospital occurred due to dissatisfaction in work,
including lack of compensation, lack of appreciation for employees, slow career paths, and
unclear future guarantees.
One way to evaluate the communication system in an organization is to conduct a
communication audit. Hardjana (2000) said that a communication audit is carried out when the
organization is in crisis, there is a turnover, and it has never been audited. It means, the
organizational communication system needs to be evaluated periodically to improve
organizational efficiency. Brawijaya University Hospital experienced this situation. Zwijze- Koning & Jong (2015) stated that communication audits are often used to evaluate the strengths
and weaknesses of an organization's internal communication system and diagnose
communication problems and propose strategies for organizational improvement. The
communication audit process is designed to examine, evaluate the communication process,
uncover challenges and gaps related to effective communication, and provide suggestions for
improvement (Henderson, 2005).
Communication Audit Models and Dimensions
Kriyantono (2006) states that a communication audit can help organizations improve the
effectiveness of the communication process because communication is seen as a factor causing
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the effectiveness or failure of the organization's functional work. The effectiveness of the
internal communication management process in the organization is measured through the
Organizational Communication Dimension Model (Wulandari, 2011).
Figure 1. Communication Audit Models and Dimensions
Communication Satisfaction
Pace & Faules (1994) explains that communication satisfaction is an individual's affective
reaction to the desired outcomes in the organization. This approach incorporates a number of
dimensions of communication satisfaction, including: a) Job-related information; b) Adequacy
of information; c) Ability to suggest improvements; d) Efficiency of multiple communication
channels; e) Media quality; f) How the colleagues communicate; g) Information across the
organization; h) Organizational integration. Insufficient information can emerge as a result of
the quality of information relayed to the internal public during crisis (Kriyantono & Mckenna,
2019). In this study, communication satisfaction is assessed based on five indicators namely
satisfaction with the quantity of information received, information needs, information load, and
source of information load received, source of information need which is the development of a
multidimensional construct that examines employee perceptions of communication form
(Wulandari, 2011).
Communication Climate
Pace & Faules (1994) say that communication climate is important for organizational life
because it affects how organizations can live, who we talk to, who we like, how we feel, how
hard we work, how innovative we are, and how we fit into the organization. Litwin & Stringer
in Wirawan (2007) suggests that there are four dimensions of organizational climate. The
success of increasing service professionalism, increasing active community participation, and
service openness is very dependent on the communication and information functions that are
implemented (Kriyantono, 2015)
Organizational Satisfaction
Almost every organization believes that job satisfaction is important. The main reason is that
job satisfaction contributes to a better work environment. Good relations with the public affect
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Anindyo, S. A., Kriyantono, R., & Prianti, D. D. (2022). Communication Audit during Covid-19 Pandemic at Brawijaya University Hospital. Advances
in Social Sciences Research Journal, 9(11). 272-282.
URL: http://dx.doi.org/10.14738/assrj.911.13458
the success of the activities carried out by the organization (Kriyantono & Sa’adiyah, 2018).
Moreover, a research shows that the increasing of job satisfaction has been shown to be
associated with financial success for organizations (Maister, 2001). Dimensions of job
satisfaction can be focused on many aspects of the job. Spector (1997) offers nine aspects of job
satisfaction called the Job Satisfaction Scale (JSS).
Organizational Communication Relations
Downs & Adrian (2004) suggest that the superior-subordinate relationship is a critical point in
organizational communication research because most employees think that their supervisor is
structurally the most important communication connection in the workplace. Sias (2005)
explains that in-group relationships are characterized by a higher quality of superior- subordinate relationship which indicates a higher level of mutual trust, respect, and obligation
among relationships within the organization.
Colleagues who are able to be invited to cooperate and support the implementation of work
tend to have an effect on increasing the morale and job satisfaction of these employees. On the
other hand, colleagues who cannot work together will cause conflicts at work and this has a
negative impact on the performance and morale of organizational members (Willyams, 2010).
Smith (2007) revealed that employees are more trusted than senior management as a source
of communication in the workplace. Employees prefer to communicate with their colleagues
than with senior management. Senior management seems to have less credible communication
with employees even with the public. Mitchell, et.al (2006) explains that employee engagement
is a factor that can overcome employees quitting their jobs, whether related to work or not.
Holtom (2004) states that the greater a person's connection with the organization and his
community, the more likely he will stay in the organization because those who are engaged are
enthusiastic, passionate, and passionate about their work.
METHODOLOGY
The research type of this communication audit research is in form of descriptive by combining
a quantitative approach as primary data and a qualitative approach as supporting data. Then,
survey methods by questionnaire namely Organizational Communication Inventory and
structured interviews is used with the aim of describing the effectiveness of internal
communication management at Brawijaya University Hospital. Through the description of the
data obtained by the researcher, the reader will increasingly understand the explanation of the
data submitted by the researcher. The communication audit is an in-depth and comprehensive
study to assess the internal communication management process carried out by organizational
members at Brawijaya University Hospital. The basis for the distribution of strata in this
sampling is the variety of levels in the Brawijaya University Hospital (stratified sampling) which
is categorized based on the position of the organizational members according to the hierarchy
or structure that applies at the Brawijaya University Hospital.
RESULT AND ANALYSIS
Result
The result shows that are from the 206 questionnaires distributed, 181 were returned. Based
on the Response Rate formula, the response rate obtained in this study is 87.86% and is
included in the excellent or acceptable criteria.
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Characteristics of respondents
Characteristics of respondents in this study involve gender, age, education, length of work in
RSUB, and income level.
Table 1. Respondents’ Characteristic
No Gender Respondent Percentage
1. Female 104 people 57.5%
2. Male 77 people 42.5%
Age Responden Percentage
1. 20-29 years old 79 people 43.6%
2. 30-39 years old 85 people 47.0%
3. 40-49 years old 15 people 8.3%
4. above 50 years old 2 people 1.1%
Education Respondent Percentage
1. Primary School 1 people 0.6%
2. Junior High School 0 people 0.0%
3. High School 78 people 43.1%
4. Associate Degree 13 people 7.2%
5. Bachelor Degree 83 people 45.9%
6. Master Degree 3 people 1.7%
7. Doctoral Degree 1 people 0.6%
8. Professor 2 people 1.1%
Length of Work Respondent Percentage
1. Less than 1 year 1 people 0.6%
2. 1-3 years 76 people 42.0%
3. 4-10 years 104 people 57.5%
4. More than 10 years 0 people 0.0%
Tingkat penghasilan Respondent Percentage
1. Less than Rp 1.000.000 0 people 0.0%
2. Rp 1.000.000 – Rp 2.000.000 150 people 82.9%
3. Rp 3.000.000 – Rp 5.000.000 30 people 16.6%
4. More than 5.000.000 1 people 0.6%
Total 181 people 100%
Based on the data in Table 1 above, it is known that most of the respondents who are employees
and the hospital community of Brawijaya University Hospital are female (57.7%), aged between
30 years to 39 years (47.0%), graduated in bachelor's degree (45.9%), with a period of between
4 and 10 years (57.5%) and with an income level of between Rp. 1,000,000 to Rp. 2,000,000
(82.9%). Based on these data, it is known that the employees and the hospital community of
Brawijaya University Hospital are mostly women of the productive age. Basically, Brawijaya
University Hospital is not only for women or men but can be done by both of it. Merely, the need
for male workers is greater in accordance with the needs of the work in the Brawijaya
University Hospital.
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Anindyo, S. A., Kriyantono, R., & Prianti, D. D. (2022). Communication Audit during Covid-19 Pandemic at Brawijaya University Hospital. Advances
in Social Sciences Research Journal, 9(11). 272-282.
URL: http://dx.doi.org/10.14738/assrj.911.13458
In terms of education, it is known that most of the respondents have higher education (level 1)
related to the expertise needs of the Universitas Brawijaya Hospital and with a long working
period (4-10 years), so they already understand enough about regulations, work procedures,
and procedures in the company. Thus, the employees can carry out the tasks assigned to them
properly.
Table 2. Characteristics of Respondents Based on Position
No Position Respondent Percentage
1. Director 1 people 0.6%
2. Head of division 1 people 0.6%
3. Head of pharmacy & JKN 2 people 1.1%
4. Section chief 3 people 1.7%
5. Head of subsection 3 people 1.7%
6. Head of affairs 1 people 0.6%
7. Unit Coordinator 13 people 7.2%
8. Medical staff 28 people 15.5%
9. Medical support staff 50 people 27.6%
10. Non-medical staff 25 people 13.8%
11. Security team 21 people 11.6%
12. Cleaning service 33 people 18.2%
Level Respondent Percentage
1. Upper level 2 people 1.1%
2. Middle level 22 people 12.2%
3. Lower Level 157 people 86.7%
Total 181 people 100%
Based on the data in table 2, it is known that the majority of respondents come from medical
support staffs which are 50 respondents (27.6%) of the 181 respondents who have returned
the questionnaire. Medical support consists of laboratories, pharmacies, nutrition, and other
units that support medical units. This study also divides the types of respondents into three
types, namely upper level, middle level, and lower level. Based on the results received, there
are differences in the number of questionnaires distributed and the questionnaires returned.
There are several reasons why other members of the hospital community did not return the
questionnaire, one of which was because they felt that the questionnaire had no effect on their
prosperity.
Data Analysis
Based on the results of the descriptive analysis of the variable of Communication Satisfaction,
the mean value for each indicator and the mean value of the Communication Satisfaction
variable are obtained.
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Table 3. Descriptive Statistics of Communication Satisfaction Variables
Variable Mean
Satisfaction with the quantity of information received 2.41
Information needs 3.49
Information load 2.39
Source of information needs 2.27
Source of information load 2.44
Total Mean 2.80
Based on table 3 above, it is known that the satisfaction level of respondents who are employees
and the hospital community of Brawijaya University Hospital communication within the
company are quite satisfactory (with a total average value of 2.80). This shows that employees
are quite satisfied with the communication mechanism in the organization. Meanwhile, in table
3 shows that information needs and sources of information load are the top two indicators of
the level of communication satisfaction. However, sources of information needs, information
load, and quantity of information received are the three lowest indicators of the level of
communication satisfaction. This shows that employees are most satisfied with the information
they need and the source of the information load, but the least satisfied with the source of the
information needs, the information load, and the quantity of information received.
Table 4. Descriptive Statistics of Communication Satisfaction Variables
Variable Mean
Mutual trust 2.66
Mutually open 2.45
Mutual support 2.37
Engage in decision making 2.78
High performance goals 2.59
Total Mean 2.55
Based on Table 4, it is known that the communication climate among organizational members
at the Brawijaya University Hospital is in the fairly good category (with a total average score of
2.55). This indicates that the organization put enough trust, supportive enough, open enough,
and sufficiently actively consults with them and has a concern for high-level performance
standards. Table 4 shows that involvement in decision-making and mutual trusts are the top
two indicators of the communication climate variable. However, high-performance goals,
mutually open, and mutual support are the three lowest indicators of the communication
climate variable. This shows that employees feel involved in decision-making and there is trust
among organizational members, but they still feel lacking with the organizational support for
employees and a lack of openness among organizational members.
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Anindyo, S. A., Kriyantono, R., & Prianti, D. D. (2022). Communication Audit during Covid-19 Pandemic at Brawijaya University Hospital. Advances
in Social Sciences Research Journal, 9(11). 272-282.
URL: http://dx.doi.org/10.14738/assrj.911.13458
Table 5. Descriptive Statistics of Organizational Satisfaction Variables
Variable Mean
Job satisfaction 2.93
Supervision satisfaction 3.44
Satisfaction of salary and benefit 2.40
Satisfaction with promotions 2.96
Co-worker satisfaction 2.62
Satisfaction with achievement at workplace 3.37
Total Mean 2.91
Based on table 5, it presents that employee satisfaction with the organization at Brawijaya
University Hospital is in the good enough category (with a total average score of 2.91). It shows
that employees are satisfied enough with their jobs, salary and benefit, promotion system,
supervision, and organizational changes. Table 5 shows that job satisfaction, supervisory
satisfaction, satisfaction in achievement at work and satisfaction with promotions/promotions
are the top four indicators of organizational satisfaction variables. However, the satisfaction of
fellow co-workers and satisfaction with salary and benefits are the two lowest indicators of the
organizational satisfaction variable. It shows that employees are satisfied enough with
workplace supervision, achievement and promotion but are still not satisfied with the work,
fellow co-workers and salary and benefit.
Table 6. Descriptive Statistics of Organizational Communication Relationship Quality Variables
Variable Mean
Work colleagues (co-work) 3.14
Senior management 3.65
Subordinate 3.28
Direct-supervisor 3.70
Organization 3.01
Total Mean 3.26
Based on table 6, it is shows that the quality of organizational communication relationships is
in a good enough category (with a total average value of 3.26). It shows that employees basically
have a good enough relationship with co-work, senior management, subordinates, direct
supervisor and the organization where they work. Table 6 shows that of the five indicators in
the quality of communication relationships, the subordinate indicators have the lowest mean
value. These results indicate that employees feel that communication with their direct
superiors, senior management, co-workers and the organization has established quite well but
they still feel lacking in the quality of communication with subordinates.
DISCUSSION
Communication Satisfaction
The results of the descriptive analysis show that of the five indicators of communication
satisfaction, there are three indicators with the lowest mean value, namely the source of
information needs, information load and satisfaction with the quantity of information received.
The result of further analysis comes up if the respondents’ majority have sources of information
needs in the low category. It indicates that the source of information about RSUB is poor which
comes from presentations from management and directors. Furthermore, it shows that
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satisfaction with the quantity of information received by the respondents' majority is in the
weak category. Satisfaction with the quantity of communication received indicates the
satisfaction of organizational members with the amount of information they receive. It shows
that respondents' majority are dissatisfied with the amount of information received on benefits
and salaries, company policies and everything related to the work of employees. The
information load indicator also shows that it is in the low category indicating that the majority
of respondents are dissatisfied with the information received from the organization relating to
the work of employees, company policies, problems and changes that occur in the organization
where they work.
Communication Climate
The results of the descriptive analysis show that the communication climate variable has the
lowest mean value compared to other variables, and it can be seen from the mean value of each
indicator also shows a low value. It shows that the organizational climate in Brawijaya
University Hospital is deficient, which means that respondents have a bad perception that the
organization trusts, support, openness, and actively consults with them and has a concern for
high-level performance standards. Based from the five indicators in the communication climate,
the indicator with the lowest mean value is an indicator of mutual support.
Organizational Satisfaction
The result of the descriptive analysis comes up if there are two indicators with the lowest mean
result: satisfaction with colleagues and satisfaction with wages and profits. Furthermore, the
results of indicators of co-work satisfaction, it is known that most of the respondents are in the
low category. It indicates that the relationship that exists between employees or co-workers is
less harmonious and if there are problems in the unit and employees' co-workers cannot
provide solutions to solve them properly.
Communication Relationship Quality
The result of descriptive analysis shows that of the five indicators in the communication
relationship quality variable, the organization indicators have the lowest mean value.
Meanwhile, it also shows result of subordinate indicator that most of the respondents are in the
low category. It indicates that between the communication relationships with members of the
organization, the communication relationships in the workplace with subordinates need to get
attention and be improved. The lack of good communication relation with subordinates can be
caused by a lack of appropriateness between superiors working with one of their subordinates
which resulting the poor communication between superiors and subordinates. Whereas
communication is needed to obtain and provide the information needed, especially related to
work. If the quality of the communication relationship that exists with subordinates is not good,
it will result in the information conveyed to subordinates not being optimal or in other words,
subordinates not getting optimal information related to their work so that it will have an impact
on the successful implementation of the work.
CONCLUSION
The conclusion obtained from this study is that the level of communication between employees
and the hospitality community of Brawijaya Hospital University Malang shows the category of
quite satisfied. The lowest indicators are the source of information needs, the information load
and the quantity of information received. Furthermore, the communication climate between
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Anindyo, S. A., Kriyantono, R., & Prianti, D. D. (2022). Communication Audit during Covid-19 Pandemic at Brawijaya University Hospital. Advances
in Social Sciences Research Journal, 9(11). 272-282.
URL: http://dx.doi.org/10.14738/assrj.911.13458
organizational members at Brawijaya University Hospital shows a good enough category. The
bottom indicators are high performance goals, open to each other and mutually supportive.
Furthermore, employee satisfaction with the organization at Brawijaya University Hospital
shows a good enough category. The lowest indicators are the satisfaction of fellow co-workers
and satisfaction with wages and benefits. Furthermore, the quality of organizational
communication relationship shows in a good enough category where is the lowest indicator is
subordinates.
In addition, there are recommendations that can be applied by the management of Brawijaya
University Hospital so that employees can have a high bounding to the organization through a
communication audit, they are: a) providing training related to effective communication in the
field of services by certified trainers, b) holding family gathering, c) conduct working visit to
hospitals and other service areas, d) conduct regular focus group discussions from the high to
lower levels, e) create a special platform or application to handle employee complaint, f) public
relations can be regarded as “a source of ethical statements from organization and the
repository of ethical and social policies for the organization (Kriyantono,2019), So it’s
important to establish public relations as a regulator of the communication system internally
in Brawijaya University Hospital both structurally and functionally.
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