Measures of Communication Satisfaction

Hecht, Michael L.

doi:10.1111/j.1468-2958.1978.tb00721.x

Cited by 120 publications

(76 citation statements)

References 71 publications

(41 reference statements)

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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%

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%

Relationship Between Communication Satisfaction and Organizational Commitment in Three Guatemalan Organizations

Varona

1996

Journal of Business Communication

163

118

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“…By conducting principal component factor analysis on 88 related items, Downs and Hazen (1977) identified 8 distinct factors. Thus, communication satisfaction has been defined as the degree to which individuals are satisfied with the different aspects of organizational communication at the personal, group, and organizational level (Hecht, 1978;Mueller & Lee, 2002) Communication satisfaction encompasses satisfaction with communication climate, supervisory communication, organizational integration, media quality, co-worker communication, corporate information, personal feedback, and subordinate communication (Downs & Hazen, 1977).…”

Section: Communication Satisfactionmentioning

confidence: 99%

A Dimensional Analysis of the Relationship between Communication Satisfaction and Turnover Intention: The Mediating Role of Organizational Commitment

Mustamil¹,

Yazdi²,

Syeh³

et al. 2014

IJBM

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By taking into consideration the significant increase in turnover rate in the recent years, we aimed to expand our understanding of the factors influencing employees' decision to leave the organization and consequently to provide managers and Human Resource Development (HRD) practitioners with more information to better manage employees' undesirable turnover. Thus, the relationship between the theoretically related communication satisfaction's dimensions and turnover intention was analyzed. A sample of 181 employees working in 11 industries of all three economic sectors was selected for the analysis. Among the five tested dimensions, personal feedback, supervisory communication, and communication climate were found to be significantly related to turnover intention. Unexpectedly, organizational integration and co-workers communication were not significantly related to turnover intention. Additionally, the relationship between supervisory communication and turnover intention was found to be partially mediated by the employees' affective commitment. Therefore, by keeping employees well-informed about their performance, facilitating the flow of upward and downward communication between employees and their supervisors, and finally by improving communication climate in the organization, managers will have better chance in preventing employees' voluntary turnovers.

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“…Communication satisfaction has also been shown to influence employees' level of job satisfaction, commitment, and work motivation (Gregson, 1990;Mathieu & Zadjac, 1990;Orpen, 1997;Pettit, Goris, & Vaught, 1997;Varona, 1996). Researchers seem to agree that communication satisfaction consists of multiple constructs such as the amount of information employees receive, the organization's communication climate, the receptivity of upward communication, and employees' frequency of interaction (Hargie, Tourish, & Wilson, 2002;Hecht, 1978;Mohr & Sohi, 1995). Given the importance of satisfaction to organizational functioning, it is not surprising that both the CIT and the CSQ focus on the communication satisfaction of employees in organizations.…”

Section: Communication Satisfactionmentioning

confidence: 99%

Evaluating the Communication Satisfaction Questionnaire as a Communication Audit Tool

Zwijze‐Koning

Jong

2007

Management Communication Quarterly

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Despite the number of publications about auditing organizational communication, scholars have paid little attention to the reliability and validity of individual audit techniques. This study examines the merits and restrictions of the Communication Satisfaction Questionnaire (CSQ) by comparing CSQ results with results gathered with the critical incident technique. The authors used both instruments to assess the quality of internal communication within three organizations. They found that the two techniques converge and that the CSQ appears to have criterion-related validity. However, the CSQ fails to explicitly address issues of decision making, top-down and bottom-up communication, responsibilities, and the extent to which organizations keep rules and agreements. The authors conclude that the CSQ is an appropriate instrument for gaining overall insights into the way employees evaluate aspects of organizational communication but that the method is less suitable for diagnosing specific communication problems and formulating recommendations.

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Measures of Communication Satisfaction

Cited by 120 publications

References 71 publications

Relationship Between Communication Satisfaction and Organizational Commitment in Three Guatemalan Organizations

Relationship Between Communication Satisfaction and Organizational Commitment in Three Guatemalan Organizations

A Dimensional Analysis of the Relationship between Communication Satisfaction and Turnover Intention: The Mediating Role of Organizational Commitment

Evaluating the Communication Satisfaction Questionnaire as a Communication Audit Tool

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