This summary is provided by the IPR Organizational Communication Research Center based on the original study by Leger Leger explored employee satisfaction, quality of life, and reasons for switching roles. An online survey of 3,008 employees in Canada was conducted Nov. 15 – Dec. 1, 2021. Key findings include: 51% of employees aged 35-54 who were dissatisfied with their … Continue reading Understanding the Human Reality During the Great Resignation
This summary is provided by the IPR Organizational Communication Research Center. Summary Information and communication technologies (ICTs) have become an essential part of both private and working time. During the COVID-19 pandemic, ICTs became even more important, as many employees were required to work from home and organizations relied heavily on technology. Although ICTs provide … Continue reading Technology and Burnout in the Age of Remote Work
This summary is provided by the IPR Organizational Communication Resource Center Summary This study aims to answer whether health-promoting leadership and leaders’ skills can improve followers’ job satisfaction and turnover intention. Health-promoting leadership behaviors refer to a mixture of leadership behaviors to promote a healthy workplace for employees. The authors examined the indirect effects of … Continue reading Health-Promoting Leadership and Leaders’ Listening Skills Have an Impact on the Employees’ Job Satisfaction and Turnover Intention
Author(s), Title and Publication: Sollitto, M., & Myers, S. A. (2015). Peer coworker relationships: Influences on the expression of lateral dissent. Communication Report, 28(1), 36 – 47. Summary Peer coworkers are defined as the connections that employees form with individuals on the same level of the organizational hierarchy with no formal authority over one another. … Continue reading Three Types of Peers Who Will Influence Your Work
Author(s), Title and Publication: Boren, J. P., & Veksler, A. E. (2014). Communicatively restricted organizational stress (CROS) 1: Conceptualization and overview. Management Communication Quarterly, 29(1), 28 – 55. Summary Work-related stress can be detrimental to both organizations and employees. Previous theories about work stress have indicated that (1) social support from organization and co-workers and … Continue reading Communicatively Restricted Organizational Stress
Topic: Leader Communication; Culture and Values Authors, Title and Publication Jing, F., Avery, G., & Bergsteiner, H. (2014). Enhancing performance in small professional firms through vision communication and sharing. Asia Pacific Journal of Management, 31(2), 599-620. Summary Research has suggested that when leaders work with a vision, a variety of important outcomes at the individual, group, and … Continue reading Enhancing Performance in Small Professional Firms through Vision Communication and Sharing
When the boundary between work and life gets blurred, employees can easily get frustrated and burned out. Often times, employees are encouraged to become smart “problem solvers,” coping with stress and imbalance on their own. However, individual coping is never sufficient even when it is effective. So, what are the jigsaw puzzle pieces organizations may … Continue reading Work vs. Life for Employees: Is Your Business Part of the Solution?
Topic: Supervisor Credibility and Employee Participation Author(s), Title and Publication Falcione, R. L. (1974). Credibility: Qualifier of Subordinate Participation. Journal of Business Communication, 11(3), 43-54. Summary This study examined subordinate participation in decision-making processes, as well as its relationship to their perceptions of supervisor credibility and satisfaction with supervisors. In a survey of 145 employees … Continue reading Credibility: Qualifier of Subordinate Participation
Topic: Organizational Values and Employee Performance Author(s), Title and Publication Fitzgerald, G. A., & Desjardins, N. M. (2004). Organizational Values and Their Relation to Organizational Performance Outcomes. Atlantic Journal of Communication, 12(3), 121-145. Summary Research has shown that many “best companies” adhere to core organizational values, and performance improves when the values are shared with … Continue reading Organizational Values and Their Relation to Organizational Performance Outcomes