Table 4 Theoretical constructs of internal communication validated by expert’s panel

Attitudes of the leader, employer or supervisor

Level of HR involvement

Transformational leadership ability and performance

Reponsiveness

Satisfaction with communication and relationship with immediate superior

Affective trust toward supervisors

Empathetic listening / communication

Assertive communication

Corporate symmetrical communication

Manager oriented to personal factors

Democratic leadership style

Supportive and participative leadership

Two-way communication between leadership and employees

Mutual consensus

Management styles

Climate and communication policies

Participative and employee supportive communication

Effective internal communication environment and strategies

Symmetrical internal communication and openness in communication styles

Transparent internal/organizational communication

Level of development of communication

Internal attention to conflicts

Complete information

Recruitment communication and selection process

Positive perceptions of internal communication and satisfaction

Assertiveness among workers

Intense attention to crisis prevention and intercultural communication

Feedback and recognition

Personal feedback satisfaction

Transparent evaluation

Reward and incentive systems

Perceived organizational support

Propper remuneration perception

Organizational environment and structures

Organizational structure

Job and organizational climate

Work harmony

Knowledge

Structural empowerment

Workload

Satisfaction with roles

Internal crisis communication practices

Training and development

Institutional environmental building

Pay scale

Peer and informal communication

Satisfaction with horizontal communication

Satisfaction with informal communication

Informal communication behavior

Supportive peer communication

Relations with colleagues

Increase social interactions

Employees’ regular interactions

Interpersonal relationships

Organizational culture and business perspective

Digital transformation

Brand-centered training

Brand ideology

Innovation

Intrapreneurship

Employability culture

Leadership empowerment

Organizational/Corporate culture

Organizational performance

Intrinsic shared values / positive cultural values

Organizational philosophy

Internalized mission statement

Training and development

Selection and appointment

Sense of community

Employee-organization relationship

Job satisfaction

Affective commitment

Reliability

Assurance

Responsiveness

Empathy

Participation in decision-making

Continual education

Perceived job fit

Perceived organization fit

Satisfaction with organizational perspective

Organizational integration

Employees’ understanding the meaning of their work

Employee-organization behaviors

Employee-organization relationship quality

Workplace engagement

Perceived organizational support

Skills capitalization

Employee job engagement

Organizational engagement

Positive psychological capital

Communication media and platforms

Satisfaction with the quality of communication media

One-way and two-way (bilateral) channels

Mediated and interpersonal channels

Employee attitudes

Teamwork

Innovation

Collaboration / Cooperation

Ability

Integrity

Benevolence

Commitment

Motivation

Personality

Job embeddedness

Adaptative skills

Emotional wellness

Perceived autonomy

Intrinsic rewards

Adaptation to change