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The impact of Communicational climate on job satisfaction and job performance - Literature review Example

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Organizational communication has been defined by Conrad & Poole (2011 p.5) as a process whereby an organizational stakeholder (or group stakeholder) attempts to inspire meaning in the mind of another organizational stakeholder (or group stakeholder) through deliberate use of…
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The impact of Communicational climate on job satisfaction and job performance
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Download file to see previous pages Many organizations are run through managerial leadership or rather transactional leadership. Burns (1978) says that transactional leadership is based on the assumption that improving communication will increase morale and motivation, which in turn will increase individual and organizational performance (p. 55). It makes a lot of senses that satisfied workers will work harder and perform better than dissatisfied workers; if people are happy at work, they should work harder and perform better than dissatisfied workers; if people are happy at work, they should be more committed to their organization and thus should want to work harder to make sure their organization succeeds. Northhouse (2010) argues that relational strategies do have positive effects on performance in the production-oriented firms, but not for the reasons typically ascribed to it (p. 45). Rafaeli & Sudweeks (1994) says that 50 years of research on the bond between job satisfaction and performance have not found strong relationships between the two (p. 99). The average correlation is 0.14 which means that about 2 percent of differences in employee’s performance can be attributed to differences in their job satisfaction or that other factors simultaneously increase both satisfaction and performance.
Organizational communication usually takes the form of top-bottom communication meaning that communication comes from top managers to lower rank employees. This is the most common although bottom-top communication also occurs at times. Pliskin & Romm (1990) says that a string of later studies exposed empirical evidence suggesting that employee’s perceptions of top management communication influence employee’s job satisfaction and performance (p. 56-60). Poole (1983) found in a study of hospital nurses, for example, that the factors most influencing nurses’ job satisfaction, and performance ...Download file to see next pagesRead More
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