Looking down from above: Measuring downward maintenance communication and exploring Theory X/Y assumptions as determinants of its expression

Abstract

The types of communication exhibited by superiors towards their subordinates can have profound implications. For example, Wu and Hu (2009) discovered a positive association between abusive supervision and subordinate emotional exhaustion. In contrast, maintenance communication between superiors and subordinates functions "to preserve an acceptable and lasting relational state" (Waldron, 1991, p. 28). Although numerous studies have examined subordinates' upward (i.e., from subordinate to superior) maintenance communication (e.g., Waldron, 1991), only one study has examined superiors' downward (i.e., from superior to subordinate) maintenance communication (i.e., Lee & Jablin, 1995). Additionally, an extensive literature search revealed that no studies to date have examined possible links between superiors' cognition and their downward maintenance communication. The growing realization that superior message selection is linked to subordinate well-being, along with the paucity of research on downward maintenance communication, provide the dual exigencies for studying the cognitive determinants of superiors' use of such communication. In this essay, I propose and test a model in which Theory X/Y assumptions function as cognitive antecedents of downward maintenance communication. The present study was conducted in two phases. The first phase was devoted to developing a self-report measure of downward maintenance communication and the second phase was devoted to testing the model. I report each phase in a separate section of this essay. To provide a conceptual framework for phase one, I first describe Kaplan's (1975/76) notion of relational maintenance, and then present Kaplan's (1979) two fundamental types. I then move to the study of maintenance communication in the workplace. In particular, I review studies that investigated determinants of subordinates' use of upward maintenance tactics (e.g., Lee, 1998a). Following the review, I present the results of a principal components analysis that

Impact of communication satisfaction and work-life balance on employee turnover intention

“…It is also agreed with Mohamed (2008) who affirmed the correlation between CS and ETI. In addition, it was agreed with Sager (2015) as they indicated ineffective communication in organization leads to employees' turnover. Moreover, this result is in not totally consistent with Mustamil et al (2014) as they found that only personal feedback, supervisory communication, and communication climate were significantly related to ETI while, organizational integration and co-workers communication were not significantly related to ETI.…”

“…Suitable communication in the organization can significantly reduce the unfavorable ETI (Mustamil, Yazdi, Syeh, & Ali, 2014). Many studies have found that if employee does not satisfy his/her communication, his/her intention to leave organization will increase (Westlund & Hannon, 2008;Iqbal, 2010;Sager, 2015;Al-Tokhais, 2016). Therefore, the researcher proposes the following hypothesis: H1: There is a significant correlation between communication satisfaction and employee turnover intention.…”

Percepciones Sobre El Clima De La Comunicación (Cco): Inspección a Las Pymes Turísticas en Un Entorno Competitivo

“…Estudios previos han mostrado la importancia del vínculo entre el (CCO) y diversas variables individuales y organizacionales (e.g.) la motivación de los empleados hacia el logro de objetivos de alto rendimiento y el que participen durante la toma de decisiones (Noknoi, Boripunt y Ngowsiri, 2011;Sager, 2015;Weihrich y Koontz, 1993), así como la literatura permite observar, también, la relación entre el (CCO) y el apoyo percibido por el empleado, además de la confianza y apertura de expresión de ideas y sentimientos (Hassan y Maqsood, 2012;Neves y Eisenberger, 2012;Park y Kim, 2012;Petersen, 2005;Uysal, 2019). Para que esta relación se pueda dar de una forma más fluida, es necesario que las empresas del sector turístico aprovechen todos los medios y las formas de comunicación posibles entre la estructura organizacional, una manera eficiente para realizar esto, es por medio de la comunicación interna, donde es necesario que la estructura pueda compartir información confiable y precisa sobre la operación de la organización, bien sea por medio formales o informales (Chan, Chow, Loi y Xu, 2017).…”

Clima de la comunicación organizacional de pequeñas y medianas empresas

“…Además, el que los resultados de las medias ofrezcan respuestas cercanas a 'ni de acuerdo ni en desacuerdo' y 'de acuerdo' se entiende que aún existen oportunidades de mejora, por ejemplo, la planeación de actividades que permitan un aumento del nivel del CCO donde se busque el aumento en la confianza que los subordinados perciban de sus superiores y viceversa. Con esto pudiera incrementar la motivación hacia el logro de los objetivos, así como el interés en participar en la toma de decisiones (Weihrich y Koontz, 1993;Noknoi, Boripunt, y Ngowsiri, 2011:160;Sager, 2015).…”