This study applies a three component model of communication competence (motivation, knowledge, and skill) within an organizational context and analyzes the relationship between job performance, position level, and communication competence. Data analysis revealed high job performers had significantly higher levels of motivation to adapt communication and higher levels of communication skill (empathizing, adapting communication, and managing interactions). Also, supervisors were more motivated to communicate and empathize than subordinates. Finally, level of job performance and job position (supervisor or non-supervisor) did not influence level of communication competence. These results along with limitations and avenues for future research are discussed.

No abstract

No abstract

No abstract

This study explores the role of email in organizational dissent expression and employees' perceptions of the rules for using this medium. Twenty-one interviews were conducted with employees who commonly used email in their job to learn about some of the ways email was seen as playing a role in organizational dissent by those who commonly use the technology. Thematic analysis of data produced two rules employees cited for email usage: be careful what is committed to writing (because of loss of message control and fear of being monitored) and maintain an appropriate, professional communication style (free of emotion, sent only to the appropriate people, and used for topics not needing face-to-face interaction). Three additional strategic roles of email in organizational dissent include emails as a means of promoting strategic self-presentation; email as a means of inviting dissent; and email as a means of documenting/archiving potentially problematic interactions. The implications of this study for existing and future studies of dissent are explored.A plethora of scholarly research focuses on the triggers of organizational dissent as well as the strategies employees use to respond; however, less attention has been given

PurposeThe purpose of this paper is to identify the targets, strategies, and topics of deception employed in the workplace among part‐time service workers.Design/methodology/approachA taxonomy of deception strategies is used to content analyze 259 narrative accounts of part‐time student employees over two work shifts using Cohen's kappa to measure interrater reliability. Chi‐square analysis is used to determine significant differences between deception strategies and deception targets.FindingsEmployees overwhelmingly concealed information and lied primarily to supervisors and customers. Employees deceived in order to cover or protect emotions, evade work, cover mistakes or policy violations, and mislead customers in order to increase sales, commission, or gratuities.Research limitations/implicationsDetermining the most salient strategies employed becomes clearer if the deception account describes or reveals the employee's motivation to deceive. Future research should consider motivation of the deceiver and might compare the deception strategies of part‐time and full‐time employees of varying levels of skill, organizational commitment, and role conflict.Practical implicationsThis study provides rich examples of the ethically compromising situations in which young workers find themselves, discusses the impact of workplace structures on deception and the importance of socializing young workers on honest organizational practices.Originality/valueAs young workers enter the workforce they are confronted with opportunities to deceive and they do so for a wide variety of reasons. Little work has been done within the organizational context investigating the most common deception strategies employed or the contextual factors influencing the use of deception among full‐time employees much less young, part‐time employees.

No abstract

No abstract