This case study examined employees’ perceptions about the types of information management could productively communicate through electronic communication to augment face-to-face contact with employees. The benefits of effective face-to-face communication between managers and staff are widely appreciated; however, the costs associated with this mode of communication require organizations to make decisions about when scarce resources should be allocated for face-to-face communication and when the alternative, less costly resource of electronic communication could be substituted. The study determined that employees perceived human resource information that is private (confidential), personal, or sensitive as critical to receive through face-to-face contact. Employees perceived that information not deemed confidential—meeting times, training times, policy changes, system problems, and information with numerous details—were just as productive and some even critical to receive through e-mail.
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