Communication Competencies as Discriminators of Superiors' Ratings of Employee Performance

Scudder, Joseph N.; Guinan, Patricia J.

doi:10.1177/002194368902600302

Cited by 34 publications

(22 citation statements)

References 26 publications

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“…It has been shown that supervisors' views of subordinate communication competence predict their overall performance ratings (Scudder & Guinan, 1989). Additionally, Kassing (2005) found that strategies such as being solution-focused were regarded as being more competent strategies for expressing dissent than were repetition, circumvention, or threatening to resign.…”

Section: Discussionmentioning

confidence: 99%

It’s Not What You Say, It’s The Way That You Say It

Geertshuis

Morrison

Cooper‐Thomas

2015

International Journal of Business Communication

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The quality of relationships between supervisors and their subordinates has been found to be predictive of subordinate performance. A number of explanatory mechanisms have been proposed, and the frequency and nature of dyadic communication have been posited as contributory. To further explore this potential mechanism, the authors tested the hypothesis that upward influencing communications mediate the relationship between relationship quality, as measured by leader-member exchange (LMX), and supervisor ratings of subordinate performance. In a study involving 107 supervisors, LMX was positively associated with reported frequencies of upward influences delivered as rational argument and negatively associated with ingratiatory and assertive communications. LMX was also positively associated with performance ratings, but this relationship was fully mediated by the frequency of upward influencing tactics, with rational argument being positively predictive of performance ratings and assertiveness being negatively associated with ratings of performance.

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Section: Discussionmentioning

confidence: 99%

It’s Not What You Say, It’s The Way That You Say It

Geertshuis

Morrison

Cooper‐Thomas

2015

International Journal of Business Communication

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“…The superiors' communication competence of subordinate also affected the superiors' overall performance [16]. For conflict resolution, communication competence is the core issue [17].…”

Section: Three Antecedent Conditions: Communication Innovativenesmentioning

confidence: 99%

The Determinate Factors Affecting Teachers’ Internal Conflict on Using Interactive Whiteboard

Weng¹

2018

IJIET

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Abstract-A teaching technology, interactive whiteboard--IWB, has been proved to improve the learning environment and performance. However, teachers' intention to use IWB is not as expected high in elementary school. The purpose of this study examines school context and conditions surrounding disagreement or dispute and the perspectives that inform how individuals perceive or feel conflicts. This study participates three theories of conflict and focus on the process of covert conflict. Once the covert conflict is understood, it can be reconciled and will not turn into an overt one which is harmful to organization goal or project. Communication competence, school support, and personality of innovativness are examined the effect on both perceived conflict and felt conflict.

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“…Pulakos (2004) further noted appraisals are sometimes constructed with a laundry list of competencies, which can complicate the rating process and may not be helpful to supervisors who have many employees. Studies have also suggested that competencies can be used to differentiate high-and low-performing employees (Dreyfus, 2007;Hopkins & Bilimora, 2008;Scudder & Guinan, 1989). Jurow (2006) noted that these pre-selected competencies were arranged into four groups: "core, technical, organizational, and leadership" (para.…”

Section: An Overview Of Competency Measurement In the Performance Appmentioning

confidence: 99%

A case for competencies: Assessing the value of trait-based performance appraisal for non-faculty university employees

Messa

Horn

Longacre

et al. 2016

EPAA

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A case study analyzed how supervisors at one university selected competencies, or traitbased skills, for non-faculty employees. This case study provides a valuable contribution by focusing on employees at one institution type-a large, public research university. While it has been documented that non-faculty employees provide important contributions to higher education, there is more to be discovered about this population of university employee, noted as more than 2 million Education Policy Analysis Archives Vol. 24 No. 51 2 U.S. employees in 2011. The research question guiding this study was: Within a university setting, how are employee competencies valued by job title within colleges and divisions? Multiple correspondence analysis evaluated supervisor competency selection for 1,836 non-supervisory and 565 supervisory employees using data from this university's 2012 performance appraisal. For nonsupervisory employees, the first dimension accounted for 65.11% of adjusted inertia, or explained variance. The second dimension accounted for 23.89% of adjusted inertia. For supervisory employees, the first dimension accounted for 86.57% of adjusted inertia. The second dimension accounted for 8.26% of adjusted inertia. The key study finding was that, despite the availability of other higher-education specific competency alternatives and best practices for competency use in the appraisal, this institution's implementation of competencies was found to be mechanical. This study proposed best practices for this and similarly situated institutions as to how competencies can be used to develop employees and improve their performance. Keywords: non-faculty employees; performance appraisal; competencies Un caso de competencias: evaluar el valor de rasgo: Evaluación del desempeño para empleados no Facultad de la Universidad Resumen: Un estudio de caso analizado cómo supervisores en una Universidad seleccionan las competencias o habilidades basadas en el rasgo, no Facultad empleados. Este estudio de caso proporciona una valiosa contribución al centrarse en los empleados en un tipo de institución, una Universidad de investigación grande, público. Mientras que se ha documentado que no Facultad empleados brindan importantes aportes a la educación superior, hay más por descubrir acerca de esta población de empleados de la Universidad, señaló como empleados de los Estados Unidos más de 2 millones en 2011. ¿Fue la pregunta de investigación que guía este estudio: dentro de un ámbito universitario, cómo son las competencias del empleado valoradas por título del trabajo en universidades y divisiones? Análisis de correspondencia múltiple había evaluado supervisor competencias selección de 1.836 no supervisión y 565 empleados supervisión utilizando los datos de evaluación del desempeño de la Universidad 2012. Empleados sin supervisión, la primera dimensión representaron el 65.11% de inercia ajustada o explicó la varianza. La segunda dimensión 23.89% de inercia ajustada. Para los empleados de supervisión, la primera dimensión repr...

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Communication Competencies as Discriminators of Superiors' Ratings of Employee Performance

Cited by 34 publications

References 26 publications

It’s Not What You Say, It’s The Way That You Say It

It’s Not What You Say, It’s The Way That You Say It

The Determinate Factors Affecting Teachers’ Internal Conflict on Using Interactive Whiteboard

A case for competencies: Assessing the value of trait-based performance appraisal for non-faculty university employees

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