Theory and Practice

Salvo, Vincent S. Di; Nikkel, Evelyn; Monroe, Craig

doi:10.1177/104649648902000411

Cited by 29 publications

(4 citation statements)

References 15 publications

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“…In meetings, this aspect is particularly important because employees are able to compare how their supervisor responds to their thoughts and ideas and to the thoughts and ideas of other employees (Baran et al, 2012;Beck & Keyton, 2009). Furthermore, meeting attendees are likely to be dismayed when those present do not participate because meetings are perceived as a group effort (Di Salvo, Nikkel, & Monroe, 1989) and active participation tends to promote group cohesion, consensus, and positive affect (Miranda & Bostrom, 1999). The process of developing relationships and group cohesiveness is important because cohesive groups tend to work harder to achieve group goals (Whitney, 1994).…”

Section: Meeting Proceduresmentioning

confidence: 99%

Development and validation of the Zurich Meeting Questionnaire (ZMQ)

Odermatt

König

Kleinmann

2016

European Review of Applied Psychology

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Introduction and Objectives. Research highlights the importance of identifying and examining crucial meeting characteristics and procedures. Thus, the aim of the present research is to develop and validate the Zurich Meeting Questionnaire (ZMQ), an instrument that assesses meeting attendees' perceptions of meeting design characteristics and task-and relationaloriented procedures during the meeting. Method. Three independent samples (N 1 = 474, N 2 = 464, N 3 = 311) were used to test the psychometric properties, factorial structure, criterion validity, and construct validity of the ZMQ. Results. Results of confirmatory factor analyses confirmed the assumed two-dimensional structure of meeting procedures. Furthermore, the results provided criterion validity evidence regarding meeting satisfaction and perceived meeting effectiveness. Finally, the pattern of correlations with external variables (team climate inventory, psychological safety, and social desirability) provided initial evidence of construct validity. Conclusion. The ZMQ is a short and psychometrically sound measure of meeting design characteristics and procedures during meetings and is suitable for use in organizational research and the evaluation of meetings in practice.

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Section: Meeting Proceduresmentioning

confidence: 99%

Development and validation of the Zurich Meeting Questionnaire (ZMQ)

Odermatt

König

Kleinmann

2016

European Review of Applied Psychology

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“…Self-awareness training can help build deeper recognition of one’s own tendencies and more genuine relationships with others. For example, decades of research have shown some ways that leaders might inadvertently contribute to poor group outcomes; for example, failing to mitigate decision biases (Di Salvo et al. , 1989, adapted in Forsyth, 2014, p. 377), focusing only on information that is already held in common among members (Gigone, 2010), following a strict agenda set only by the leader, requiring public votes on decisions, and intolerance for errors (Edmondson and Mogelof, 2005; Dirks and Ferrin, 2002).…”

Section: Discussionmentioning

confidence: 99%

Employees’ connectedness to executives predicts job attitudes and quitting

Gallagher

Smith

Swavely

et al. 2023

JOEPP

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PurposeAgainst the backdrop of a competitive hiring market and historically high rates of quitting, the current research examines a factor that could support talent retention in organizations: employees’ feelings of connectedness to their top executives. The authors examined the relationship between workers’ feelings of executive connectedness and job attitudes relative to other antecedents and its predictive power for quitting over and above manager and team connectedness.Design/methodology/approachIn Study 1, the authors measured the relative predictive power of executive connectedness, along with 14 other antecedents, for the outcome of job attitudes in ten samples totaling over 70,000 observations, including two longitudinal samples. In Study 2, the authors used path analysis to test the relationship between executive connectedness and actual quitting, controlling for workers’ feelings of connectedness to their manager and teammates, in two (related) longitudinal samples.FindingsExecutive connectedness was robustly related to concurrent and future job attitudes, and it outranked manager variables in all samples. Executive connectedness predicted quitting, even when controlling for manager and team connectedness; this effect was mediated by job attitudes in one of two samples.Practical implicationsExecutive connectedness could be an underutilized resource for understanding and possibly improving employee attitudes and retention. Executives should not delegate all responsibility for employee attitudes and retention to managers.Originality/valueThis research is to the authors' knowledge the first to systematically test the unique predictive validity of employees’ feelings of connectedness to executives for important outcomes. The results suggest that executive connectedness may be an important factor in employees’ workplace experience.

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“…In industrial and organizational psychology, the technique has been used to gather incidents identifying essential job performance dimensions (e.g., good listening skills, helping other team members, or contributing to the crew morale). These dimensions may subsequently be used to evaluate, and eventually improve, employees' job performance (e.g., Di Salvo, Nikkel & Monroe, 1989;Dix & Savickas;Lount & Hargie, 1997;Whetzel & Wheaton, 1997). In information-seeking behavior studies (cf.…”

Section: Origins and Development Of The Citmentioning

confidence: 99%

“…Other studies have focused on situations that involved the interaction between two or more actors, but did so in limited settings (Di Salvo et al, 1989;Lount & Hargie, 1997;Radford, 1996). Di Salvo et al, for example, demonstrated the theoretical contribution of the CIT in a study of the communication problems of employees in small work groups.…”

Section: Cit and Organizational Communicationmentioning

confidence: 99%

Auditing organizational communication: evaluating the methodological strengths and weaknesses of the critical incident technique, network analysis, and the communication satisfaction questionnaire

Zwijze‐Koning

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Odiorne (1954) was, to our knowledge, the first to conduct a study that expressly focused on the communication needs and experiences of employees. However, the real history of communication audits started 25 years later, following the publication of the ICA (International Communication Association) Communication Audit by Goldhaber and Rogers (1979). The audit was developed by more than 100 communication professionals-academics as well practitioners-from the ICA Organizational Communication division. The resulting book contained a detailed description of the communication audit process, from planning to interpreting and reporting, and a first listing of communication audit methods.The publication of the ICA Communication Audit led to a first wave of books about communication audits in the 1980s. Booth (1986), Hamilton (1987), and Downs (1988 all published comprehensive books about communication audits. The contents of those books were in line with Goldhaber and Rogers (1979), in that they paid attention to both the audit process and specific research instruments. Goldhaber (1993) included a chapter on communication audits in his book on organizational communication. After a period of silence, the second wave of publications on communication audits started with a handbook by . This was followed by contributions by Downs and Adrian (2004) and a revised and updated edition of Hargie & Tourish's book (2009).Hargie and Tourish (2000) define communication audits as "the assessment of current [communication] practice (diagnosis) in order to determine what steps are required to secure improvement (prescription)" (p. xv). The combination of the three elements (1) assessment/ evaluation, (2) diagnosis, and (3) prescription/ improvement can be found in all views on communication audits. As such, communication audits are a form of applied communication research at the crossroads of research methodology and organizational communication theories.In the early days of the communication audits, it was suggested that a full communication audit would require the combination of many different data 13 collection methods. This manifested itself in metaphors used to describe the auditing process. Goldhaber and Rogers (1979), for instance, compare a communication audit to a financial assessment and an annual health check-up. Throughout the years, this characteristic diminished in importance. Instead of a comprehensive, costly, and time-consuming approach to evaluate all aspects of an organization's communication system, the communication audit is increasingly seen as a toolbox with techniques that can be purposefully used to optimize an organization's communication.Despite the attention for the phenomenon of communication audits in the two waves, the methodological research into the merits and restrictions of the various audit techniques has been very limited. Most articles reporting on research into communication audits present case studies with overall results of combinations of methods in specific organizations (e.g.,

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Theory and Practice

Cited by 29 publications

References 15 publications

Development and validation of the Zurich Meeting Questionnaire (ZMQ)

Development and validation of the Zurich Meeting Questionnaire (ZMQ)

Employees’ connectedness to executives predicts job attitudes and quitting

Auditing organizational communication: evaluating the methodological strengths and weaknesses of the critical incident technique, network analysis, and the communication satisfaction questionnaire

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