Communication Climate as Predictor of Role Conflict among Subordinate Staff of Salman bin Abdulaziz University

Al-Kahtani, Nasser S.; Allam, Zafrul

doi:10.5539/ass.v11n12p248

Cited by 4 publications

(4 citation statements)

References 38 publications

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“…Teşvik edici ve anlayışlı bir ortamda serbestçe paylaşılan bilgilerin oluşturduğu (Forward, Czech ve Lee, 2011) destekleyici iklim-deki davranışsal karakterleri Gibb (1961) açıklama, sorun yönelimi, kendiliğindenlik, empati, eşitlik ve geçicilik şeklinde sınıflandırmıştır. Örgütte çalışanların bir tehdit algıladığı ya da hoşlanmadığı bir davranışla karşılaştığında sergilediği iletişimi savunmacı iletişim olarak nitelendiren Gibb (1961) savunma iletişim ikliminde ise değerlendirme, kontrol, strateji, tarafsızlık, üstünlük ve kesinlik olmak üzere altı çeşit davranışsal karakter olduğunu belirtmiştir (Al-Kahtani ve Allam, 2015).…”

Section: Dürüstlükunclassified

“…Etkinliği ve başarıyı arttıran bir kavram olan örgütsel iletişim ikliminin (Nordin ve diğ., 2014) önemini ortaya koyan araştırmaların (Abdussamad, 2015;Al-Kahtani ve Allam, 2015;Ayundhasurya ve Kurniawan, 2018;Bartels, Pruyn, De Jong ve Joustra, 2007;Krivonos, 1978;Nordin, Sivapalan, Bhattacharyya, Ahmad, ve Abdullah, 2014;Ünler, Kılıç ve Çıray, 2014;Van Den Hooff, ve De Ridder, 2004) Active cooperation and communication is required to some degree in organizations for the most of the work that people do (Kraut, Fish, Root and Chalfonte, 1990). Communication through both formal and informal channels is the lifeblood of any organization.…”

Section: Tartışma Sonuç Ve öNerilermentioning

confidence: 99%

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Okul Müdürleri, Öğretmenler ve Yardımcı Personelin Okullardaki Örgütsel İletişim İklimine Yönelik Görüşleri

Balli¹,

Önen²

2019

OPUS Uluslararası Toplum Araştırmaları Dergisi

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Özİletişimin en yoğun yaşandığı örgütler arasında yer alan eğitim kurumlarında öğrenciler, öğretmenler, yöneticiler ve diğer paydaşlar sürekli olarak etkileşim ve iletişim içerisindedir. Okulların etkililiği için tüm iletişim kaynaklarının en verimli şekilde kullanılması gerekmektedir. Örgütte çalışanların örgütsel iletişim süreçlerine yönelik duygu, düşünce ve algılarından oluşan örgütsel iletişim iklimi eğitim örgütlerindeki iletişime yön veren etmenler arasında yer almaktadır. Bu araştırmada okul müdürleri, öğretmenler ve yardımcı personelin görev yaptıkları okullardaki örgütsel iletişim iklimine yönelik görüşlerini derinlemesine belirlemek amaçlanmıştır. Nitel bir çalışma olan bu araştırma 5 okul müdürü, 5 öğretmen ve 5 yardımcı personel ile gerçekleştirilmiştir. Veriler yarı yapılandırılmış görüşme tekniği ile elde edilmiş ve içerik analizi yapılmıştır. Araştırma sonucunda katılımcıların güven, açıklık (aşağı yönlü iletişimde), dinleme isteği (yukarı yönlü iletişimde) ve yüksek performanslı hedeflere dikkat boyutlarındaki paylaşımlarının daha açık ve olumlu, ortak karar verme ve dürüstlük boyutlarında ise daha kapalı ve olumsuz bir iletişim iklimini işaret eder yönde olduğu tespit edilmiştir.Anahtar Kelimeler: Örgütsel iletişim iklimi; okulda iletişim iklimi; örgütsel iletişim; örgüt iklimi * Abstract Schools are one of the organizations in which communication is most intense. Students, teachers, administrators and other stakeholders are constantly interacting and communicating in educational institutions. For the effectiveness of schools, all communication resources should be used in the most efficient way. Organizational communication climate, which consists of emotions, thoughts and perceptions ofthe employees about organizational communication processes, is one of the factors that shape the communication in educational organizations. In this study, it is aimed to determine the views of school principals, teachers and support staff on organizational communication climate in schools. The study group of this research, which is a qualitative study, was conducted with the participation of 5 school principals, 5 teachers and 5 support staff. Data was obtained by semi-structured interview technique and content analysis was performed. Findings suggest that the participants' ideas about trust, openness in downward communication, ability to listen in upward communication and attention to high-performance goals dimensions indicate more positive and open organizational communication climate when they indicate more negative and close organizational communication climate about joint decision-making and honesty dimensions.

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Section: Dürüstlükunclassified

Section: Tartışma Sonuç Ve öNerilermentioning

confidence: 99%

Okul Müdürleri, Öğretmenler ve Yardımcı Personelin Okullardaki Örgütsel İletişim İklimine Yönelik Görüşleri

Balli¹,

Önen²

2019

OPUS Uluslararası Toplum Araştırmaları Dergisi

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“…Given that conflicts arise from human interaction, they are a constant occurrence in any organisation (Nykamp, 2020). Conflicts originate from the interdependent behaviours of organisational members, the portrayal of incompatibility at the interaction and the perception of dissonance to a variety of organisational concerns (Al-Kahtani and Allam, 2015).…”

Section: Introductionmentioning

confidence: 99%

Conflicts and defensive communication: investigating the mature, neurotic and immature defences of service professionals

Vapiwala,

Pandita

2023

IJCMA

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Purpose This study aims to examine task and relationship conflict and their linkage with defensive communication strategies, i.e. mature, neurotic and immature defensive communication. Furthermore, Study 1 also investigated the mediating impact of relationship conflict and the moderating impact of a manager’s active-empathic listening in dealing with task conflicts and the defensive communication of the employees. Study 2 intended to assess the causal direction of task conflicts and defensive communication strategies. Design/methodology/approach This research integrates the Job Demands–Resources framework, Conservation of Resources theory and Conflict Expression framework. Data from 124 professionals in India’s tertiary industry was gathered using a longitudinal approach. Study 1 analyses the dynamics between conflicts and defensive communication while considering managers’ active-empathic listening as a potential mitigating factor. Study 2 was conducted after a 10-month interim to delve into the intricate causal connections between defensive communication strategies and task conflicts. For analysing the data, SPSS was used for conducting confirmatory factor analysis. Furthermore, to analyse the conceptual framework and the hypothesised relationships in this study, partial least squares (PLS) modelling was performed using Smart-PLS 4.0. Findings Task conflicts have a significant negative association with mature and neurotic defensive communication, whereas they have a strong positive relationship with immature defensive communication. Relationship conflict significantly mediates the association between task conflict and immature defensive communication. The moderating role of the manager’s active-empathic listening was not supported. In addition, the relationship between immature defensive communication and task conflict is significantly positive, outlining their bidirectional association. In contrast, the association between mature defensive communication is significantly negative. This highlights the potential of immature defensive communication to create escalatory conflict spirals and of mature defensive communication to de-escalate them. Research limitations/implications Defensive communication strategies, commonly explored in the psychological realm, particularly within family and romantic relationship contexts, have received limited attention in organisational behaviour. This longitudinal study offers a unique perspective on the evolution of defensive communication and its impact on task conflict over time, enhancing the understanding of how individuals adapt their communication strategies as conflicts persist or dissipate. The investigation also advances the understanding of conflict spirals, illustrating the potential of mature defensive communication to de-escalate conflicts while revealing a bidirectional connection between immature defensive communication and task conflicts. Practical implications Leaders need to prioritise addressing task conflicts, particularly those that might spiral into relationship conflicts. This would present managers with the ability to make task conflicts more functional in nature, which could help to enhance both team and organisational achievements. The bidirectional relationship between task conflict and immature defensive communication points towards the exigency for managerial and organisational initiatives to prevent the development of conflict spirals at the workplace. Originality/value This study offers crucial interdisciplinary perspectives into the body of literature with the longitudinal investigation of the connections between managers’ active-empathetic listening, task conflict, relationship conflict and the various defensive communication strategies. With the help of insights from this study, managers and leaders will be empowered to take the necessary actions to reduce employee defensive behaviours and foster a supportive culture for evoking positive and desirable performance.

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“…It is also argued that lack of the lecturers' awareness level about their roles is not so clear such as research publication and community service in Saudi universities (Jdaitawi, Ishak, & Foua'd Musallam, 2013). The consequences of the role ambiguity are lower job satisfaction, less productivity, absenteeism and low commitment (Alshery & Ahmad, 2016;Al-Kahtani & Allam, 2015). Based on the previous discussion, it is clear that higher education sector in KSA has faced many issues such lower ranking of Saudi universities compared to international universities and underperformed performance of the academic staff due to their leadership issues, lack of training and their role ambiguity.…”

Section: Introductionmentioning

confidence: 99%

Influence of leadership style, training, role of ambiguity on employee performance of higher education of Saudi Arabia (KSA)

Gorondutse¹,

Ahmad²,

sherry³

et al. 2018

JBRMR

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Employee performance is always considered as one of the important factors of employee management that determines the success of an organization. The higher education sector of any country is considered as an important sector which needs to concentrate on achieving its goals successfully. Thus, this research aimed to investigate effect of leadership and training on employees' performance by taking role ambiguity as a moderating variable in the higher education sector of the Kingdom of Saudi Arabia (KSA). The population of this study consisting of 39154 employees was divided into five groups based on the geographic regions (East, West, Middle, North, and South). This study used the systematic sampling. 600 questionnaires were distributed among the employees working in the higher education system of KSA. 366 questionnaires were returned and were usable for analysis. To test the proposed hypotheses, the Partial Least Squares Structural Equation Modeling (PLS-SEM) was employed. The results found leadership and training have significant positive impacts on employee performance. The study also showed that role ambiguity significantly moderates the relationship between leadership styles with employees' performance in the higher education sector of KSA. Unpredictably, this study found that role ambiguity does not significantly moderate the relationship between training and employees' performance. Role ambiguity negatively influences the relationship of leadership with employees' performance. Therefore, policy-makers and leaders of higher education institutions of KSA should focus on reducing role ambiguity.

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Communication Climate as Predictor of Role Conflict among Subordinate Staff of Salman bin Abdulaziz University

Cited by 4 publications

References 38 publications

Okul Müdürleri, Öğretmenler ve Yardımcı Personelin Okullardaki Örgütsel İletişim İklimine Yönelik Görüşleri

Okul Müdürleri, Öğretmenler ve Yardımcı Personelin Okullardaki Örgütsel İletişim İklimine Yönelik Görüşleri

Conflicts and defensive communication: investigating the mature, neurotic and immature defences of service professionals

Influence of leadership style, training, role of ambiguity on employee performance of higher education of Saudi Arabia (KSA)

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