Relationship Between Communication Satisfaction and Organizational Commitment in Three Guatemalan Organizations

Varona, Federico

doi:10.1177/002194369603300203

Cited by 163 publications

(145 citation statements)

References 30 publications

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“…A little evidence found on the relationship between internal communication and organizational commitment (Carriè re & Bourque, 2009). Previous studies found the positive relationship between communication and organizational commitment (Ng et al, 2006;Varona, 1996). Given the gaps in the theoretical understanding in this issue, this present study explored the effect of internal communication on employees' commitment to change.…”

Section: Introductionmentioning

confidence: 93%

“…Generally, literature that has considered communication that linked to commitment has focused on two areas. First, the focus has been on general aspects of communication such as communication satisfaction (Varona, 1996), communication climate (Guzley, 1992;Van den Hooff & de Ridder, 2004), quality of communication (Thornill et al, 1996), communication systems (Jacobs, 2006) and their links to affective commitment. Second, specific facets of communication such as organizational information provision (Ng et al, 2006), relationship with upper level management (Putti et al, 1990) and their link to affective commitment has been considered.…”

Section: Literature Reviewmentioning

confidence: 99%

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The Effect of Internal Communication on Employees’ Commitment to Change in Malaysian Large Companies

Marchalina¹,

Ahmad²

2017

BMS

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Employees' commitment seems to be vital in decision making for any organizations in order to be able in business competition and to adapt with changes. The commitment among employees can be a crucial tool for improving their performance in organizations. Communication is needed to raise awareness among employees on the need of change as well as creating the readiness to the change whereby it leads to the commitment to change. The objective of this paper is to examine the influence of internal communication on employees' commitment to change. Apparently, this issue likely has attracted the attention among either scholars or researchers. The theoretical contribution has been added in this study by investigating the effect of internal communication in influencing employees' commitment to change. A survey of structured questionnaire was conducted in five-hundred fifty employees in Malaysian large companies. The significant relationship has been found between internal communication and employees' commitment to change through multivariate regression analysis. Moreover, the implications to practice and theory are discussed.

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Section: Introductionmentioning

confidence: 93%

Section: Literature Reviewmentioning

confidence: 99%

The Effect of Internal Communication on Employees’ Commitment to Change in Malaysian Large Companies

Marchalina¹,

Ahmad²

2017

BMS

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“…(van den Hoff & de Ridder 2004;van vuuren et al 2007;Bambacus & Patrickson, 2008). Other studies take a more cautious approach and simply state that communication and commitment are closely interrelated (Varona, 1996).…”

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confidence: 99%

Communication, Commitment & Trust: Exploring the Triad

Zeffane¹,

Tipu²,

Ryan³

2011

IJBM

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Despite growing interest on the issues of communication, trust and commitment, studies examining the interplay between all of these three variables are lacking. This paper attempts to address this gap. It draws on survey data involving 244 employees from a medium-size food processing organization operating in NSW (Australia). The study explored relationships between communication, trust and commitment. Trust was measured by a six-items composite scale assessing overall beliefs in good intentions of organization participants as well as the degree of faith/trust in various actors in the organization, including co-workers and managers at various levels of the hierarchy. Correlation analysis revealed that perceived effectiveness of communication between management and employees, commitment & pride in working for the company and trust were significantly interrelated. However, the relationship between Trust and Communication was the strongest, with commitment also showing a significant relation to Trust. On the other hand, the relationship between commitment and communication was relatively weaker. The results demonstrate the importance of effective communication within organizations as it relates to trust and organizational commitment. In particular, the study shows that trust and commitment do not just happen; they are forged and maintained through effective communication. Implications for management practice and future research are discussed. Keywords: Trust, Communication effectiveness, Organizational commitment, LoyaltyThis paper explores the relative impact of communication effectiveness, job satisfaction and participation on trust climate, including trust in managers. It draws on survey data involving 244 employees from a medium-size food processing organization operating in NSW (Australia). The study explored factors that are most likely to affect trust climate. Trust climate was measured by a six-items composite scale assessing overall beliefs in good intentions of organization participants as well as the degree of faith/trust in various actors in the organization, including co-workers and managers at various levels of the hierarchy. Regression analysis revealed that perceived effectiveness of communication between management and employees and commitment & pride in working for the company were overwhelmingly the most influential factors affecting the likelihood of trust

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“…According to Morgan and Hunt (1994), commitment and trust are central variables and mediators of the relational model and determine even the success of the relationship. On the other hand, there are empirical studies in relationship marketing, which show the presence of links such as the relationship between satisfaction, trust and commitment (Béjaoui & M'henna, 2010;Razzaque & Boon, 2003), the influence of satisfaction on trust (Leisen & Hyman 2004;Liang, Wang & Farquhar, 2009), the impact of trust on commitment (Tellefsen & Thomas, 2005), the relationship between communication, satisfaction and commitment (Varona ,1996) and relationship between communication and trust (Fann, Hartman, & Zolin, 2009…”

Section: The Place Of Relationship Marketing In Cesrmentioning

confidence: 99%

Corporate Ethical and Social Responsibility and Relationship Marketing: A Content Analysis of the Websites of Moroccan Commercial Banks

Amine¹,

Chakor²,

Alaoui³

2013

IJBM

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The purpose of this work is to determine the role of relationship marketing in the success of the corporate ethical and social responsibility (CESR) by taking the case of Moroccan commercial banks. For this, we were used, as working methodology, the content analysis of the information published on the websites of Moroccan banks and the multiple regression model. The main results of this work is that ethics is used by banks to manage its relationships with internal stakeholders, while CSR support the actions of ethics internally and acts externally through the management of the bank relations with the environment, society and customers. This approach is reinforced by relationship marketing, which through its tools and dimensions (communication, commitment, trust and satisfaction) participates in the effective management of the relationships between banks and their internal and external stakeholders

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Relationship Between Communication Satisfaction and Organizational Commitment in Three Guatemalan Organizations

Cited by 163 publications

References 30 publications

The Effect of Internal Communication on Employees’ Commitment to Change in Malaysian Large Companies

The Effect of Internal Communication on Employees’ Commitment to Change in Malaysian Large Companies

Communication, Commitment & Trust: Exploring the Triad

Corporate Ethical and Social Responsibility and Relationship Marketing: A Content Analysis of the Websites of Moroccan Commercial Banks

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