Communication satisfaction: A useful construct?

Clampitt, Phillip G.; Girard, Dennis

doi:10.1080/15456879309367255

Cited by 20 publications

(27 citation statements)

References 10 publications

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“…Although some questions have been raised about the stability of the eight original dimensions, the eight factor solution has been confirmed (Crino & White, 1981;Clampitt & Girard, 1987). Other researchers have noted the thoroughness of the construction of this questionnaire (Hecht, 1978, Clampitt & Girard, 1993.…”

Section: Research Instrumentsmentioning

confidence: 99%

“…On the indication that employees in managerial roles are most satisfied with communication than those who are not. Third, demographic variables provided relatively poor explanations of the level of communication satisfaction (Nicholson, 1980, Clampitt & Girard, 1993, Varona, 1988. Fourth, communication satisfaction links significantly to job satisfaction (Clampitt & Girard, 1993;Lee, 1989;Varona, 1988).…”

mentioning

confidence: 99%

“…Third, demographic variables provided relatively poor explanations of the level of communication satisfaction (Nicholson, 1980, Clampitt & Girard, 1993, Varona, 1988. Fourth, communication satisfaction links significantly to job satisfaction (Clampitt & Girard, 1993;Lee, 1989;Varona, 1988). Personal Feedback, Communication Climate , and Supervisory Communication are the three factors that have had the strongest correlation with job satisfaction (C. W. Downs, 1977; C. W. Downs, Clampitt, & Pfeiffer, 1988).…”

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confidence: 99%

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Relationship Between Communication Satisfaction and Organizational Commitment in Three Guatemalan Organizations

Varona

1996

Journal of Business Communication

163

118

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Section: Research Instrumentsmentioning

confidence: 99%

mentioning

confidence: 99%

mentioning

confidence: 99%

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Relationship Between Communication Satisfaction and Organizational Commitment in Three Guatemalan Organizations

Varona

1996

Journal of Business Communication

163

118

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“…Clampitt et al [3,4] and Downs et al [7] have investigated the impact of effective communication practices on job satisfaction at the organizational level. Kortner [14] has shown through various experiments that organizational communication is a strong predictor of job satisfaction.…”

Section: Prior Literaturementioning

confidence: 99%

“…The respondents were asked to use the numerical value to respond to the questions. The scale uses five choices [1][2][3][4][5], each having equal intervals [1= lowest and 5 = highest]. Some open-ended questions about suggestions for the improvement in the existing level of team communication were also asked in the questionnaire.…”

Section: Graphical Analysis Of Normalitymentioning

confidence: 99%

A survey to examine the effect of team communication on job satisfaction in software industry

Javed

Manzil-e-Maqsood

Durrani

2004

SIGSOFT Softw. Eng. Notes

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Effective communication at work places contributes significantly towards the performance of employees. It gives rise to enhanced job satisfaction, a good feeling of personal accomplishment and increased productivity. In this paper we have investigated the factors (related to team communication) that have a significant influence on job satisfaction. For this study, 23 factors that could possibly affect job satisfaction are taken into consideration. These factors were grouped into categories like working environment, duration of service, personal communication terms, performance feedback, horizontal, vertical and formal communication. Our findings, based on the statistical analysis of industry data, indicate that working environment, quality work, performance appraisals and clarity of information provided by project managers to team members are the factors that positively contribute towards job satisfaction.communication that focuses on improving interpersonal skills of all organizational members. Inter-organizational communication can be further categorized as: 1. Formal Communication -a traditional communication approach in which project managers or top personnel of an organization formally direct work related instructions to the employees. 2. Informal Communication -includes interpersonal communications among all the employees of an organization. Morale boosting activities, luncheons and sports are some of the informal communication activities. Most researchers conclude that informal and dynamic communication within teams help in boosting up morale, improve productivity and increased job satisfaction [12]. 3. Vertical Communication -occurs between hierarchically positioned persons and can involve both downward and upward communication flows. Downward communication is more prevalent than upward communication. Studies have shown that downward communication is most effective if top managers communicate directly with immediate supervisors and immediate supervisors communicate with their staff [2].

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A Comparison of the Administrative Subculture of Public and Private Sector Service Employees

Brunetto

Farr‐Wharton

2006

International Journal of Public Administration

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Communication satisfaction: A useful construct?

Cited by 20 publications

References 10 publications

Relationship Between Communication Satisfaction and Organizational Commitment in Three Guatemalan Organizations

Relationship Between Communication Satisfaction and Organizational Commitment in Three Guatemalan Organizations

A survey to examine the effect of team communication on job satisfaction in software industry

A Comparison of the Administrative Subculture of Public and Private Sector Service Employees

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