Tag Archives: supervisor-employee relationship

April 30, 2013[Research Library], OCRC - Measurement, Organizational Communication Research CenterEmployee Retention, leader-member exchange, supervisor-employee relationship, turnover, turnover intentionInstitute for Public Relations

Topic: Leader-Member Exchange and Turnover Author(s), Title and Publication Sherman, K. E., Kennedy, D. M., Woodard, M. S., & McComb, S. A. (2012). Examining the “Exchange” in Leader-Member Exchange. Journal of Leadership & Organizational Studies, 18(1), 1–17. Summary According to leader-member exchange theory (LMX), leaders develop separate exchange relationships with each of their members, with … Continue reading Examining the “Exchange” in Leader-Member Exchange →

April 30, 2013[Research Library], OCRC - Culture and Values, Organizational Communication Research Centeremployee involvement, employee management, employee networks, non-supervisory leadership, Organizational Identification, organizational knowledge, supervisor-employee relationship, workplace networksInstitute for Public Relations

Topic: Employee Involvement Author(s), Title and Publication Marshall, A. A., & Stohl, C. (1993). Being “In the Know” in a Participative Management System. Management Communication Quarterly, 6(4), 372-404. Summary A primary advantage of employee involvement is assumed to be the development of knowledgeable workers who perform better. Little research, however, has explored how employees’ activities … Continue reading Being “In the Know” in a Participative Management System →

November 14, 2012[Research Library], OCRC - Culture and Values, OCRC - Measurement, Organizational Communication Research Centercommunication management, coworker relationships, Employee Retention, internal communication, Organizational Identification, supervisor-employee relationship, tenure, turnoverInstitute for Public Relations

Topic: Turnover and Organizational Identification Author(s), Title and Publication Scott, C. R., Connaughton, S. L., Diaz-Saenz, H. R., Maguire, K., Ramirez, R., Richardson, B., Shaw, S. P., & Morgan, D. (1999). The Impacts of Communication and Multiple Identifications on Intent to Leave: A Multimethodological Exploration. Management Communication Quarterly, 12(3), 400-435. Summary This study examined two … Continue reading The Impacts of Communication and Multiple Identifications on Intent to Leave: A Multimethodological Exploration →

November 14, 2012[Research Library], OCRC - Culture and Values, OCRC - Leadership Communications, Organizational Communication Research Centercommunication competence, interaction involvement, internal communication, interpersonal skills, Organizational Identification, supervisor-employee relationship, unobtrusive controlInstitute for Public Relations

Topic: Organizational Identification Author(s), Title and Publication Myers, S. A., & Kassing, J. W. (1998). The Relationship Between Perceived Supervisory Communication Behaviors and Subordinate Organizational Identification. Communication Research Reports, 15(1), 71-81. Summary According to the theory of unobtrusive control, modern organizations control their internal environments by biasing employees towards making organizationally favorable decisions. Organizational identification … Continue reading The Relationship Between Perceived Supervisory Communication Behaviors and Subordinate Organizational Identification →

November 14, 2012[Research Library], OCRC - Trust, Organizational Communication Research Centeremotional intensity, leadership, supervisor-employee relationshipInstitute for Public Relations

Topic: Distrust Author(s), Title and Publication Keyton, J., & Smith, F. L. (2009). Distrust in Leaders: Dimensions, Patterns, and Emotional Intensity. Journal of Leadership & Organizational Studies, 16(1), 6-18. Summary This study examined distrust as either a violation of trust (trust initially exists, and distrust occurs when something damages established trust) or the opposite of … Continue reading Distrust in Leaders: Dimensions, Patterns, and Emotional Intensity →

August 13, 2012[Research Library], OCRC - Trust, Organizational Communication Research Centercoworker relationships, leadership, supervisor-employee relationshipInstitute for Public Relations

Topic: Trust and Social Exchange Author(s), Title and Publication Bernerth, J. B., & Walker, H. J. (2009). Propensity to Trust and the Impact on Social Exchange: An Empirical Investigation. Journal of Leadership & Organizational Studies, 15(3), 217-226. Summary Social exchange theory suggests that people expect some future return when they give another person a reward, … Continue reading Propensity to Trust and the Impact on Social Exchange: An Empirical Investigation →

August 13, 2012[Research Library], OCRC - Internal Communications, OCRC - Leadership Communications, Organizational Communication Research Centeraggressive communication, communication delivery style, impression formation, impression management, language expectancy theory (LET), message content, New Employee Communications, personal reputation, supervisor-employee relationship, Upward Communication, work competenceInstitute for Public Relations

Topic: Personal Reputation, Work Competence and Upward Communication Author(s), Title and Publication Foste, E. A., & Botero, I. C. (2012). Personal Reputation: Effects of Upward Communication on Impressions About New Employees. Management Communication Quarterly, 26(1), 48-73. Summary This study focused on how a new employee’s message content and delivery style in upward communication affected the … Continue reading Personal Reputation: Effects of Upward Communication on Impressions About New Employees →

August 13, 2012[Research Library], OCRC - Internal Communications, OCRC - Leadership Communications, Organizational Communication Research Centercommunication management, communication satisfaction, influence tactics, leader-member exchange (LMX), New Employee Communications, onboarding, supervisor-employee relationshipInstitute for Public Relations

Topic: New Employee Communication Author(s), Title and Publication Lamude, K. C., Scudder, J., Simmons, D., & Torres, P. (2004). Organizational Newcomers: Temporary and Regular Employees, Same-Sex and Mixed-Sex Superior-subordinate Dyads, Supervisor Influence Techniques, Subordinates Communication Satisfaction, and Leader-Member Exchange. Communication Research Reports, 21(1), 60-67. Summary This study used leader-member exchange (LMX) theory as the theoretical … Continue reading Organizational Newcomers: Temporary and Regular Employees, Same-Sex and Mixed-Sex Superior-subordinate Dyads, Supervisor Influence Techniques, Subordinates Communication Satisfaction, and Leader-Member Exchange →

July 23, 2012[Research Library], OCRC - Measurement, Organizational Communication Research Centercommunication channels, dominant coalition, employee communication, employee management, employee-organization relationships, face-to-face communication, influence tactics, information dissemination, Information Satisfaction, internal communication, interpersonal communication, organizational advocacy, sense of community, supervisor-employee relationshipInstitute for Public Relations

Topic: Internal Communication and Information Satisfaction Author(s), Title and Publication White, C., Vanc, A., & Stafford, G. (2010). Internal Communication, Information Satisfaction, and Sense of Community: The Effect of Personal Influence. Journal of Public Relations Research, 22(1), 65-84. Summary This study examined employees’ perceptions of information flow from top administrators, their communication preferences, sense of … Continue reading Internal Communication, Information Satisfaction, and Sense of Community: The Effect of Personal Influence →

July 23, 2012[Research Library], OCRC - Communication Behaviors, Organizational Communication Research Centeremployee management, employee voice, intercultural communication, leader-member exchange (LMX), organizational communication, power distance, supervisor-employee relationshipInstitute for Public Relations

Topic: Employee Voice and Power Distance Author(s), Title and Publication Botero, I. C., & Dyne, L. V. (2009). Employee Voice Behavior: Interactive Effects of LMX and Power Distance in the United States and Colombia. Management Communication Quarterly, 23(1), 84-104. Summary Competitive advantage can come from ideas that employees communicate to supervisors for improving processes, products … Continue reading Employee Voice Behavior: Interactive Effects of LMX and Power Distance in the United States and Colombia →

July 23, 2012[Research Library], OCRC - Culture and Values, OCRC - Leadership Communications, OCRC - Trust, Organizational Communication Research Centercommunication, empowerment, feedback, frontline leadership, frontline manager, inspirational leadership, managerial communication, Performance Appraisals, supervisor-employee relationshipInstitute for Public Relations

Topic: Managerial Communication and Frontline Leadership Author(s), Title and Publication Ahmed, Z., Shields, F., White, R., & Wilbert, J. (2010). Managerial communication: The link between frontline leadership and organizational performance. Journal of Organizational Culture, Communication and Conflict, 14(1), 107-120. Summary This essay describes how effective managerial communication (MC) can assist frontline managers (FMs) in cultivating … Continue reading Managerial communication: The link between frontline leadership and organizational performance →

July 12, 2012[Research Library], OCRC - Communication Behaviors, OCRC - Leadership Communications, Organizational Communication Research Centeremployee complaints, employee fears of speaking up, employee voice, fear of retaliation, internal communication, organizational behavior, organizational decision making, organizational structure, personnel management, silence, supervisor-employee relationship, Upward CommunicationInstitute for Public Relations

Topic: Employee Silence and Upward Communication Author(s), Title and Publication Milliken, F. J., Morrison, E. W., & Hewlin, P. F. (2003). An Exploratory Study of Employee Silence: Issues that Employees Don’t Communicate Upward and Why. Journal of Management Studies, 40(6), 1453-1476. Summary Research shows that employees often feel uncomfortable speaking to their bosses about organizational … Continue reading An Exploratory Study of Employee Silence: Issues that Employees Don’t Communicate Upward and Why →