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

Giri, Vijai N.; Kumar, B. Pavan

doi:10.1007/s12646-010-0013-6

Cited by 85 publications

(68 citation statements)

References 17 publications

(14 reference statements)

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“…Spector (1985) identified various facets that are significantly correlated with turnover intention, which is the best predictor of voluntary quitting behavior (Griffeth, Hom, & Gaertner, 2000). Certainly, the quality of communication is central to job satisfaction (Giri & Kumar, 2010). The lack of non-verbal and para-verbal cues and remote means make communication particularly challenging and consequently more vital in employee engagement (de Jong, Schalk, & Curseu, 2008;Robbins, Judge, Millett, & Boyle, 2013).…”

Section: Turnover Intentionmentioning

confidence: 99%

Invisible, therefore isolated: Comparative effects of team virtuality with task virtuality on workplace isolation and work outcomes

Orhan¹,

Rijsman²,

Dijk³

2016

Revista de Psicología del Trabajo y de las Organizaciones

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a b s t r a c tThe new standards of technological and flexible arrangements have made virtual work prevalent for almost everyone in all levels of an organization. Whether in a virtual or traditional setting, current working conditions allow anyone to collaborate, work and interact with others through electronic means of communication, thereby creating a lack of face-to-face contact. Even though the dynamics of virtuality have been widely elaborated at the team level, there are still many unknowns about the impacts of virtuality experienced at an individual level. This paper aims to shed light on the relationship between workplace social isolation, job satisfaction, perceived performance and turnover intention comparing individual responses to team virtuality and task virtuality. Our findings propose that there are statistically significant relations between individual task virtuality, workplace social isolation, satisfaction, perceived performance and turnover intention in organizations. The results also reveal that task virtuality is a better predictor than team virtuality in estimating workplace social isolation and turnover intention. (M.A. Orhan).Technological integration in business has changed workplace dynamics over the last few decades. With the new forms of organizations and sub-units, both jobs and methods of communication have become more dependent on information technology. This shift has resulted in the drastic change of many facets of a variety of jobs http://dx.

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Section: Turnover Intentionmentioning

confidence: 99%

Invisible, therefore isolated: Comparative effects of team virtuality with task virtuality on workplace isolation and work outcomes

Orhan¹,

Rijsman²,

Dijk³

2016

Revista de Psicología del Trabajo y de las Organizaciones

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“…However, later, the instrument was used in various studies within different organizational sectors in different cultures (Giri & Kumar, 2010;Liu, Borg & Spector, 2004;Watson, Thompson & Meade, 2007).…”

Section: The Present Studymentioning

confidence: 99%

“…Job Satisfaction Survey is one of the most frequently used job satisfaction instruments (Giri et al, 2010;Liu, et al, 2004;Watson et al, 2007;Yelboga, 2009). Yet, we hypothesize that some of the Job Satisfaction Survey's facets do not correspond teachers' job satisfaction dimensions well.…”

Section: The Present Studymentioning

confidence: 99%

Job Satisfaction Survey: A Confirmatory Factor Analysis Based on Secondary School Teachers’ Sample

Astrauskaitė¹,

Vaitkevičius²,

Perminas³

2011

IJBM

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Despite a number of studies in the field of job satisfaction, there are still some problematic areas left. A question, which still lacks explanation, is whether specific sample may be evaluated using instruments which were primarily developed based on a different type of a sample than the one under research. With regard to the problematic area, we generated the purpose for our research.The purpose of the present study is to examine Job Satisfaction Survey's (JSS) relevance for estimation of job satisfaction in teacher population.Results of the standard Confirmatory Factor Analysis of the teachers' sample did not support the existence of 9 facets, suggesting that some of the JSS's scales do not reflect teachers' job satisfaction. The best model in the present study was determined to be a three facet model, including promotion, supervision and nature of work. The obtained research results, limitations and recommendations are discussed.

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“…Litwin & Stringer (2001) defined that organizational climate as a group of measurable characteristics that member could perceive directly or indirectly in the work environment and as a description of environmental factors, it could help researchers ascertain the effects of environment on employee motivation. Giri and Kumar (2007) acknowledged in an investigation that organizational climate had a significant effect on job satisfaction and work motivation. Ladyong's (2014) findings have implications on the role of administrators particularly in enhancing a positive school climate in order to motivate teachers to improve their work performance.…”

Section: Introductionmentioning

confidence: 99%

Organizational Climate of Teacher Education Institutions in West Bengal in relation to Teacher Educators’ Motivation to Work

Ghosh

Guha

2016

IRA-JEMS

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<div><p><em>The organizational climate has played a crucial role in an organization/institution resulting in high individual, organizational performance and specially motivation to work. Motivation is the process of stimulating people to action and to achieve a desired task and healthy organizational climate in an individual’s expressed career related goals or choices. The organizational climate is very much related with motivational aspects. Teacher educators play an important role in bringing about social transformation leading to national reconstruction. The quality of teachers and inputs, therefore become of paramount importance in the whole process of teaching and learning that are influenced by the organizational climate. 221 teacher educators were randomly selected for the study from West Bengal. Organizational Climate Inventory by Chattopadhyaya and Agarwal (2011) and self developed Teacher Educator’s Motivation to Work Scale (2016) was used in the study. It was revealed that the perception of male, self financed and organizational climate of rural teacher educator’s are better than the female, government and urban teacher educators. The female; government and urban teacher educators are highly motivated than the male; self finance and rural teacher educators on their work. There was no positive significant relationship between organizational climate as perceived by teacher educators and motivation to work of teacher educators.</em></p></div>

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

Cited by 85 publications

References 17 publications

Invisible, therefore isolated: Comparative effects of team virtuality with task virtuality on workplace isolation and work outcomes

Invisible, therefore isolated: Comparative effects of team virtuality with task virtuality on workplace isolation and work outcomes

Job Satisfaction Survey: A Confirmatory Factor Analysis Based on Secondary School Teachers’ Sample

Organizational Climate of Teacher Education Institutions in West Bengal in relation to Teacher Educators’ Motivation to Work

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