This study of hospital nurses (n = 154) examined the influence of dimensions of work satisfaction on types of organizational commitment. Significant results were found for the two affective commitment types tested but not for the instrumental type evaluated. The results indicate that satisfaction with professional status was a significant predictor of moral commitment. Dissatisfaction with organizational policies, autonomy, and professional status were significant predictors of alienative commitment. None of the dimensions of work satisfaction were predictors of calculative commitment. The results of this study suggest that understanding how various factors impact the nature and the form of an individual’s organizational commitment is worth the effort. If managers do not know what causes an attitude to take on a particular form, they cannot accurately predict what behavior might follow.

Communication competence is considered essential to managing, both in terms of its theoretical role in management and in observations of the communication behaviors of managers. Yet the specific skills and abilities or communication competencies of managers have received only limited study in organizational settings. The purpose of this study was to clarify the relationship between managerial performance and communication competency by identifying communication skills and social cognitive abilities that are associated with managerial performance for both male andfemale managers. Female managers provided lower self-reports of skills than male managers, and results linked managerial performance primarily to communication skills.

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This paper reports an examination of the relationship between satisfaction with one's supervisor and organizational commitment type based on data collected from nonmanagerial employees. The results show that moral and alienative forms of commitment were related to employees' satisfaction with their supervisors and that calculative commitment was not related. Supervisor behaviors related to moral commitment include consistency of behavior toward subordinates, showing concern for career progress, backing up employees with other managers, and employees' satisfaction with the supervisor's technical competence. Supervisor behaviors related to alienative commitment include the way one's supervisor treats an individual when he or she makes a mistake, the way the supervisor shows concern for one's career progress, and the way one's job responsibilities are defined.'Correspondence concerning this article should be addressed to I. E. Jemigan, 111,

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