Communication Climate, Job Satisfaction, and Organizational Commitment

Trombetta, John J.; Rogers, Donald P.

doi:10.1177/0893318988001004003

Cited by 86 publications

(36 citation statements)

References 28 publications

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“…Studies reported in the literature have used the COM to test the relationship between communication openness and other organizational variables (Myers et al, 1999;Trombetta & Rogers, 1988). The COM is based on Rogers' model of open communication behaviors that occur in an organizational setting.…”

Section: Assessment Instrumentmentioning

confidence: 99%

Consensus Problem-Solving Increases Perceived Communication Openness in Organizations

Preziosi

Breen

Fetzer

et al. 2005

Employ Respons Rights J

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Members of three established teams in different organizations participated in problemsolving sessions using a structured consensus model. Participants perceived a significant increase in communication openness during these sessions as compared to their previous problem-solving sessions. The increase in communication openness suggests an improved openness to the flow of information among team members. The results of this study provide early indicators of successful applications for this consensus model, including improving the participation of team members during strategic planning and enhancing the upward flow of information to senior decision-makers for purposes of organizational change and development.

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Section: Assessment Instrumentmentioning

confidence: 99%

Consensus Problem-Solving Increases Perceived Communication Openness in Organizations

Preziosi

Breen

Fetzer

et al. 2005

Employ Respons Rights J

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“…Considerable research has been done to establish the relationships between communication satisfaction and other key organizational variables, including organizational identification (Smidts et al, 2001); membership satisfaction (Taylor, 1997); job satisfaction (Pettit et al, 1997;Trombetta and Rogers, 1988); employee productivity (Clampitt and Downs, 1993); service quality (Snipes, 1996); job performance (Pincus, 1986) (Burmann and Zeplin, 2005), and some have focused on the relationship between internal branding and employees' brand loyalty (Papasolomou and Vrontis, 2006). Drawing upon the social identity theory, Ashforth and Mael (1989) argue that social identification stems from the distinctiveness and prestige of a group.…”

Section: Communication Satisfactionmentioning

confidence: 99%

Internal corporate communication and its impact on internal branding

Sharma

Kamalanabhan

2012

Corp Comm: An Int Jnl

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Access to this document was granted through an Emerald subscription provided by UNIVERSITY OF GUELPH For Authors:If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service. Information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comWith over forty years' experience, Emerald Group Publishing is a leading independent publisher of global research with impact in business, society, public policy and education. In total, Emerald publishes over 275 journals and more than 130 book series, as well as an extensive range of online products and services. Emerald is both COUNTER 3 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The primary objective of this paper is to model internal corporate communication (ICC) process, examining the nature of the process, the outcomes thereof and the variable that has the ability to mediate the process, in the context of an Indian petroleum public sector undertaking (PSU). Design/methodology/approach -Following a review of the internal corporate communication and internal branding literature, an exploratory methodology was designed to capture the perceptions of employees on internal brand communication practices prevailing in the organization with an ambition of becoming a leading employer brand. Transcripts of interviews were analyzed, coded thematically and the essence of experiences was jointly combined into one description. Findings -First, a relation between ICC dimensions and internal branding outcomes is established. Second, it is recognized that ICC practices and brand training have a positive impact on communication satisfaction that further promotes a sense of brand identification, loyalty and commitment among the employees. Research limitations/implications -Given the qualitative nature of the case study method, only limited generalizations can be made as the purpose of case study research is to add to theory-building rather than to generalize to a population. There is a clear need for further empirical research. Such research could help quantify the nature of the relationships between the variables suggested and establish the extent to which the model might be generalized to other organizations. Practical implications -This paper would be of value to researchers and practitioners seeking to understand and promote the specific role of ICC in achieving communication satisfaction and internal branding outcomes. Originality/value -It is rare to find a company among Indian PSUs that has undertaken effective internal branding initiatives through its corporate communication department to strengthen the employer brand. offers more of an opportunity for genuinely sought-after research than employee communication". Compani...

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“…Several researchers have empirically demonstrated the importance of communication climate or its underlying dimensions for employees' commitment (Guzley, 1992; Trombetta and Rogers, 1988; Welsch and LaVan, 1981), organizational identification (Scott, 1997; Smidts, Pruyn and Van Riel, 2001) and job satisfaction (Trombetta and Rogers, 1988). Welsch and LaVan (1981), for instance, found evidence for the relationship between communication variables and organizational commitment: participative decision‐making, motivation (i.e.…”

Section: Organizational Identification In Mergers: Antecedents and Comentioning

confidence: 99%

Organizational Identification During a Merger: Determinants of Employees' Expected Identification With the New Organization^*

Bartels

Douwes

Jong

et al. 2006

British J of Management

163

173

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In order to investigate the development of organizational identification during a merger, a quasi-experimental case study was conducted on a pending merger of police organizations. The research was conducted among employees who would be directly involved in the merger and among indirectly involved employees. In contrast to earlier studies, organizational identification was measured as the expected identification prior to the merger. Five determinants were used to explain the employees' expected identification: (a) identification with the pre-merger organization, (b) sense of continuity, (c) expected utility of the merger, (d) communication climate before the merger and (e) communication about the merger. The five determinants appeared to explain a considerable proportion of the variance of expected organizational identification. Results suggest that in order to obtain a strong identification with the soon-to-be-merged organization, managers should pay extra attention to current departments with weaker social bonds as these are expected to identify the least with the new organization. The role of the communication variables differed between the two employee groups: communication about the merger only contributed to the organizational identification of directly involved employees; and communication climate only affected the identification of indirectly involved employees.

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Communication Climate, Job Satisfaction, and Organizational Commitment

Cited by 86 publications

References 28 publications

Consensus Problem-Solving Increases Perceived Communication Openness in Organizations

Consensus Problem-Solving Increases Perceived Communication Openness in Organizations

Internal corporate communication and its impact on internal branding

Organizational Identification During a Merger: Determinants of Employees' Expected Identification With the New Organization^*

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Communication Climate, Job Satisfaction, and Organizational Commitment

Cited by 86 publications

References 28 publications

Consensus Problem-Solving Increases Perceived Communication Openness in Organizations

Consensus Problem-Solving Increases Perceived Communication Openness in Organizations

Internal corporate communication and its impact on internal branding

Organizational Identification During a Merger: Determinants of Employees' Expected Identification With the New Organization*

Contact Info

Product

Resources

About

Organizational Identification During a Merger: Determinants of Employees' Expected Identification With the New Organization^*