A role perception transactional process model for organizational communication-outcome relationships

Schüler, Randall S.

doi:10.1016/0030-5073(79)90058-8

Cited by 100 publications

(50 citation statements)

References 21 publications

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“…The study supports the work of Pincus (1986), Schuler (1979), Burton, Pathak & Zigli (1977), etc. who found a significant relationship between organizational communication and job satisfaction.…”

Section: Resultssupporting

confidence: 81%

Assessing the impact of organizational communication on job satisfaction and job performance

Giri

Kumar

2010

Psychol Stud

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National Academy of Psychology (NAOP) India Psychological Studies (June 2010) 55(2): [137][138][139][140][141][142][143] Today organizations cannot exist without effective communication. The members of an organization communicate with potential customers and clients to create and develop the organization's products and services. Goldhaber (1993) used metaphors to explain the importance of organizational communication -communication is the lifeblood of the organization; the glue that binds the organization; the oil that smoothens the organization's function; the thread that ties the system together; the force that pervades the organization and the binding agent that cements all relationships. The importance of communication in organizations is well established by the researchers taking into consideration the amount of time spent by members in organizations. Generally, members in organizations spend 50-80% of their time engaged in communicative behavior. This shows the importance of communication at work place.

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Section: Resultssupporting

confidence: 81%

Assessing the impact of organizational communication on job satisfaction and job performance

Giri

Kumar

2010

Psychol Stud

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“…It is through the ongoing transactional processes of role sending, role receiving, and feedback, that some organizational stress may be understood (Schuler, 1979). When the sent role is inconsistent -when laity, colleagues, supervisors, policies, and procedures disagree -role conflict is experienced.…”

Section: Role-based Stressors and Job Satisfactionmentioning

confidence: 98%

Clergy Role Stress and Satisfaction: Role Ambiguity Isn’t Always Bad

Kemery

2006

Pastoral Psychol

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This study examined relationships between role conflict and role ambiguity and clergy satisfaction with their church appointment. Questionnaire data obtained from 293 United Methodist clergy suggested that role conflict and role ambiguity each have a negative relationship with appointment satisfaction. However, when considered together, they displayed a more complex relationship with appointment satisfaction. Contrary to conventional wisdom, results indicated that although these stressors operate together to influence appointment satisfaction, their combined effect is not simply cumulative. That is, when role conflict is low, clergy report the most satisfaction when role ambiguity is high. However, when role conflict and role ambiguity are both high, appointment satisfaction is low. These findings are interpreted in light of clergy influence strategies. And, recommendations for remedying clergy role stress are offered. Furthermore, it is suggested that interactive models of role stressors could lead to more in-depth understanding of organizational stress as well as advances in role stress theory.

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“…Subordinates reported withholding information and generally distorting communication sent upward when their supervisors were seen as actively withholding important information (Fulk and Mani 1986). September/October 1989 Relationships among role perceptions, employee satisfaction and performance, and four dimensions of organizational communication (integrative, informative, regulative, and distortional) are reciprocal, and role perceptions intervene in the communication-outcome relationship (Schuler 1979). Administrators with highly responsive social styles (expressive and amiable) are perceived as more competent that those low in responsiveness (driving and analytical), versatility, self-disclosure, empathy, and listening.…”

Section: Communication Leadership and Organizationmentioning

confidence: 93%

Communication in Changing Times: Two Health Care Professionals Look at the Literature

Motzer

Boissoneau

1989

Hospital Topics

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A role perception transactional process model for organizational communication-outcome relationships

Cited by 100 publications

References 21 publications

Assessing the impact of organizational communication on job satisfaction and job performance

Assessing the impact of organizational communication on job satisfaction and job performance

Clergy Role Stress and Satisfaction: Role Ambiguity Isn’t Always Bad

Communication in Changing Times: Two Health Care Professionals Look at the Literature

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