This article reexamines the psychometric properties of the Communication Satisfaction Questionnaire. Quantitative data were gathered in a major Australian retail organization resulting in 127 useable responses. A series of one-factor measurement models substantiated the validity of the factors. The study identified a second-order factor structure consisting of Informational and Relational Communication that was empirically superior to competing models. The instrument should make a worthwhile contribution to communication audits and encourage researchers and practitioners to use the instrument for empirical and diagnostic purposes to ultimately improve organizational communication.

This study uses an empirical case study to examine the relationship between flexible work arrangements (whether employees work on a full-time or part-time basis) and one aspect of employee relations, namely communication satisfaction. Quantitative and qualitative data were collected from employees in a major Australian retail organisation, resulting in 127 useable responses. The survey included the communication satisfaction questionnaire. Overall, respondents' ratings of communication satisfaction indicated that at best they were only slightly satisfied. Part-time employees were significantly more dissatisfied than full-time employees on four dimensions of communication satisfaction. The study provides evidence that part-time employees are outside mainstream communication in the stores examined. The implications of the results for employee relations are discussed. Future research directions are identified. T h e rese a rch reg is te r fo r th is jo u rn a l is a v a ila b le a t http://www.emeraldinsight.com/researchregisters T h e cu rren t iss u e a n d fu ll tex t a rch iv e o f th is jo u rn a l is a v a ila b le a t http://www.emeraldinsight.com/0142-5455.htm Employee Relations 24,2 224 (Kay and Christophel, 1995). Therefore, communication skill development could lead to improvements in employee motivation. Training programs to develop communication skills among all employees should be aligned with the company's strategic vision of providing``excellence in customer service''. The link established between employee communication competence and sales performance (Boorom et al., 1998) suggests that improving employee communication satisfaction may have a flow-on effect for communication with customers. Therefore, well-designed communication training programs should assist in improving customer service. The reported lack of personal feedback suggests that performance management systems should be reviewed. HRM practices should assist supervisors to communicate clear, specific expectations and to give informal, positive and negative feedback frequently. According to White (1996), part-time employees are often excluded from performance management systems and development schemes, which reinforces the perception that part-time employees are not expected to make a long-term commitment. The Employment in Britain survey (White, 1996) found that only 33 per cent of parttime compared to 52 per cent of full-time managers had undergone performance appraisals. Therefore, action should be taken to ensure that part-time employees are included in performance appraisals. The recruitment of tertiary students for part-time positions will continue but HR managers need to develop career paths to attract and retain the staff who are likely to make a long-term, valuable contribution. Such programs would assist in preventing a turnover culture from becoming entrenched (Iverson and Deery, 1997). The results have important implications for managing change as communication appears central to predicting outcomes of planned change efforts (...

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