If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -Through the lens of social exchange theory and organisation support theory, the purpose of this paper is to examine the passive, aggressive, and assertive styles of managers/supervisors that influence perceived supervisory support and to test whether the support increases employees' satisfaction with the communication of supervisors and their organisation-based self-esteem. It also assesses whether employees' communication satisfaction and their self-esteem influence employees' performance, commitment and absenteeism. Design/methodology/approach -In total, 400 employees from ten manufacturing firms in India were studied through questionnaire survey. Standard instruments were used to assess the constructs. A scale was developed to measure the communication style of managers and a single item to assess absenteeism. Findings -Results revealed that assertive style of communication lends maximum support to employees. Perceived supervisory support at the workplace enhances employees' satisfaction with communication of supervisors and organisation-based self-esteem. Satisfaction with communication fosters a strong emotional bond with organisations and the emotional bond with organisations reduces employees' absenteeism. Originality/value -The paper shows that employees' organisation-based self-esteem increases their job performance. Organisations can conduct training programs to develop an assertive communication style in their managers/supervisors to increase the support to subordinates; thereby its positive consequences will follow in increasing employees' performance and commitment and reducing absenteeism. Managerial communication styles Downloaded by AKDENIZ UNIVERSITY At 07:23 22 December 2014 (PT)cognitive, and behavioural. While the cognitive component represents the evaluation of stimuli in the mind, behaviours are actions or reactions that occur in response to those stimuli. In measuring attitudes, only affective/feeling components are assessed in connection with communication, organisations, managers, and situations. Positive attitudes manifest in well-adjusted behaviours and negative attitudes lead to the reverse. An historical overview of managerial communication...

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Purpose – This study is a part of two sequential studies (quantitative and qualitative) carried out to study the impact of managerial communication on employees’ attitudes and behaviours. The paper aims to discuss this issue. Design/methodology/approach – Using the critical incident technique, this study explores the effects of managerial communication practices on employees’ happiness, job performance, commitment, absenteeism, and turnover intentions. Totally, 101 employees in three manufacturing organisations in eastern India narrated critical incidents related to happiness and superior performance, unhappiness and inferior performance, absenteeism, and the desire to stay or quit. The incidents were further content-analysed. Findings – Results revealed that collaborative approach, respect and recognition, flexible working arrangements, trust, clear direction, autonomous and challenging tasks are important indicators to make employees happy and drive them towards superior performance. Contrarily, the dominant nature of the superior and more bossism than required, humiliation, biased approach, and lack of flexible working arrangements are detrimental to employees’ performance. Collaborative approach, respect/recognition, person-job match, autonomous and challenging tasks, flexible working arrangements, brand image, and location near hometown are the propellers for continuing service in organisations. Contrarily, hierarchical/dominant approach, humiliation, lack of respect and recognition, biased approach – different rules for different people, monotonous and boring assignments, and uncompetitive pay are the propellers for not continuing service in organisations. Humiliation, lack of flexible arrangements, and overwork are the causes for employees’ absenteeism. Research limitations/implications – This study is not without limitations. First, there were some critical incidents with apparent overlapping content areas. To overcome this situation, the authors decided to give preference to the primary theme emerging out of an incident. Second, the observations made in this study were limited to descriptions of what happened in only three organisations. This limits the ability to generalise the results. Practical implications – Organisations can train supervisors to develop people-centric communication practices, communicate with respect and recognition, implement flexible working arrangements, improve job design, involve employees in important decisions, offer them with autonomous and challenging tasks, so that employees realise their full potential and become happy contributors to their organisations. Originality/value – The study attempted to capture employees’ lived experiences and provided them with narrations of situations that are commonly and uniquely experienced.

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