Review of Literature

10.1.18
The process of communication is central in all the aspects of human life. Through the use of communication,
mankind has been able to record past history and transmit its culture from one generation to the next. Thus,
communication is a vital aspect of the managerial process. In fact, superior subordinate relations cannot thrive
without meaningful communication. Effective communication is often defined as the exchange of thoughts, facts,
opinions or information by two or more persons so as to bring about mutual understanding or confidence.
Communication is an asset to employees in individual jobs. It regulates their flow of work, co-ordinates their efforts
and success and helps in improved accomplishment.

When employee communication satisfaction is low (i.e., poor organizational communication), outcomes include:
lower employee commitment, increased absenteeism, higher employee turnover, and reduced productivity (Hargie et
al., 2002). For individual employees, poor organization communication can result in burnout, increased stress, and
increased uncertainty about the self, others, relationships, or situations (Ray, 1993).
Recent survey by a UK based representative sample of 1,018 non-managerial employees, and 1,091 managers found
that in terms of motivating factors while material rewards were important, job satisfaction was most important and
relationships with colleagues and immediate manager were rated in the top. 31% of employees identified better
treatment from their employer, more praise and a greater sense of being valued. However, while 69% of managers
stated that they were “always giving feedback” to their staff, just 23% of employees felt that this was the case (one-
third of the number of managers who thought this). There is therefore a disconnect here between the views of
managers and employees.
The second study was a survey of 46 CEOs/ Senior Leaders in the UK by the Marketing Society (2013), which
found that what they regarded as the main essential leadership skills at this senior level were:
1. Giving a clear sense of direction
2. Bringing the customer into the boardroom
3. Communicating clearly both inside and out
4. Being flexible but not floppy
5. Taking risks but not ‘betting’ the company
6. Building the team around you
7. Listening with humility, acting with courage
8. Earning your reward through building trust

All of these leadership skills relate in some way to communication and some, such the one rated number 3, are
totally communication-focused.
Systems of communication have been studied in depth in the industrially advanced countries of the world.
The interest in the nature of problems of communication in India is of a very recent origin. The semanticists, the
social psychologists, the sociologists and the other scholars are prospecting the “communication area” with the
future perspective but the professional scientists, those engaged in the fields of industrial and public relations have
already made communication one of their primary concerns.
Although the subject of organizational communication is gaining interest, particularly because it is very essential in
all dimensions of the organization’s performance (Putnam and Fairhurst, 2001; De Rider, 2004; Abugre, 2010b)
yet, existing literature on organizational communication in the context of management in India is hardly observed in
the global theoretical framework. While the studies above indicate the growing link between organizational commu-
nication and worker satisfaction, these studies have largely focused on Western economies (De Rider, 2004; Meyer
and Herscovitch, 2001).

Quite a large number of empirical researches on communication appear to have been conducted in the Western
countries particularly in the U.S.A. In the context of growing significance of the organisational communication these
studies of the communication process generate interest in the scholars.
Campbell, Dunnette, Lawler, and Weick (1970) report that many previous studies have identified the existence of a
climate dimension dealing with organizational structure. It seems plausible that such a climate dimension should be
related to an organizational communication dimension such as accuracy of communication, as both dimensions
assess characteristics of work procedures.
Muchinsky (1977) study of “Organizational Communication: Relationships to Organizational Climate and Job
Satisfaction” shows the correlations between the organizational communication and perceived climate dimensions.
Slightly less than half (47 percent) of the correlations are statistically significant (p < .01 or p < .001). Two of the
more consistent correlates of perceived climate were the trust and influence scales of the organizational
communication questionnaire. It indicated that the respondent who has a positive feeling about communication
within the organization also has positive feelings regarding the organization's psychological environment (inter
personal milieu), management in general (affective tone toward management), and the way employees identify with
the organization (organizational identification). All of these variables seem to tap some affective feelings and
suggest that personal satisfaction with communication is related to perceptions of other organizational properties or
practices.

Laughrin. D.P. explains in his article that there are some cannon needs faced by managers, such as:
1. Clear information and instructions to staff
2. Explanation to how the work of a partical unit fits in with other work in an organisation.
3. Inspiration by showing how work and its results can meet.
4. Persuasion to encourage staff to corporate with changes in procedures or technology.
5. Education about the existence of a problem and the identification of ways to solve it.

A combined study on communication apprehension as a determinant of channel preferences by Reinseh. Jr. N.L. and
Phillip V Lewis (1984) revealed that the effects of communication apprehension on channel choices such as face-to-
face, telephone, written were investigated in a population of 68 educators. Results indicated that various measures of
communication apprehension, telephone apprehension, and writing apprehension, can account for a small,
significant percentage of the variance in channel performance. Results were interpreted as suggesting that personal
fears (apprehension have the potential) reduce organizational efficiency and interfere with the achievement of
personal goals.

Pincus (1984) found that key factors such as communication climate, communication with immediate supervisor,
and personal feedback were closely related to job performance. Employees' views of their communication with top
management clearly affect their job outlook and also revealed that supervisors were more dependent on positive
organizational communication for effective job performance than were non-supervisors. He (1986) further provided
statistical significance between job performance and accuracy of information in the low congruent group.

Another research on "Practices of Internal Written Communication Training Programs" has been conducted by
Susan K. Leslie (1986) of California State University. The objectives of this study were to determine the
administrative and the instructional practices that are used to provide internal written communication training
programs for middle managers in large industrial firms. For this study a random sample of 185 training practitioners
was selected from 359 population members. After mailing copies of the questionnaire to the 185 sample members
and after three follow up mailing, 95 questionnaires (52%) were returned. Of these questionnaires 83 (45 percent)
were usable.

The research study of Baron, R.M. and Kenny, D.A. (1986) explained that the first, organizational tenure had a
moderate negative correlation with paramedics’ perception of communication practices (r= -0.31, p<0.05),
communication satisfaction (r= -0.34, p <0.01), job satisfaction (r= -0.32, p<0.01 Second, shift pattern had a
moderate positive correlation with communication satisfaction (r= 0.26, p< 0.05), job satisfaction (r= 0.30, p<0.01),
and affective organizational commitment (r= 0.23, p<0.05). This suggests that employees working 12-hour shifts
had higher levels of communication satisfaction, job satisfaction and affective organizational commitment compared
to their colleagues working 8-hour shifts. Third, age had a minor negative correlation with job satisfaction (r= -0.22,
p <0.05) suggesting that younger employees were slightly more satisfied with their job than older employees. Of
greater importance is the correlation between the predictor variable (communication practices) and the outcome
variables (job satisfaction and affective organizational commitment) and that between the mediator variable
(communication satisfaction) and the outcome variables. As noted in Table I, internal communication practices are
significantly and positively correlated with job satisfaction (r= 0.48, p< 0.01) and affective organizational
commitment (r= 0.42, p <0.01). Furthermore, there is a strong correlation between the mediator and outcomes in our
proposed model. As can be seen, communication satisfaction has a strong positive correlation with both job
satisfaction (r= 0.72, p< 0.01) and affective organizational commitment (r= 0.60, p < 0.01). Hence, the initial
requirements for mediation are met. C5
When the mediation effect of communication satisfaction on job satisfaction was studied two series of linear
regressions were performed to test the hypothesis that communication satisfaction will mediate the relationship
between paramedics’ perception of their internal communication systems and their level of job satisfaction.
In the first model, job satisfaction was regressed on communication satisfaction in order to demonstrate that the
mediating variable is related to the dependent variable. The control variables (age, gender, education, marital status,
number of children, organizational tenure, shift duration and shift pattern) entered in the first step of this model
accounted for 20.8 per cent of the variance in the job satisfaction variable. The regression coefficients for
organizational tenure (B = -0.29, t = -2:69, p <0 .01) and shift pattern (B=0.35, t = 3.08, p < 0.01) were significant.
The communication satisfaction variable was then entered into the regression equation. The communication
satisfaction variable was significant (B=0.66, t = 7.60, p <0.001) and accounted for an additional 37 per cent of the
variance in job satisfaction. The regression coefficients for organizational tenure (B= -0.27, t = 2.08, p<0.05) and
shift pattern (B= 0.46, t = 3.43, p= 0.01) were significant. The communication satisfaction variable was entered into
the regression equation and was significant (B= 0.62, t = 6.05, p <0.001), accounting for an additional 33.2 per cent
of the variance in job satisfaction.

According to Andrew S..Targowski and Joel P.Bowman (1988) Layer Based Pragmatic Model of the
Communication Process modem culture with its rapidly increasing reliance on information exchange requires a
better understanding of the communication process. Because communication is such a complex process, previous
communication models have; generally oversimplified the process and failed to provide a usable, systematic
overview of it. This model introduces a new paradigm that isolates the various components for individual
measurement and analysis, places the components into a unified whole, and places communication and its business
components into a larger cultural context.

Putti, Aryee, & Phua (1990) explored the impact of communication relationship satisfaction on organizational
commitment in an engineering company in Singapore. They demonstrated a relationship between communication
satisfaction and organizational commitment. The two factors that showed the strongest relationship to organizational
commitment were relationship with top management and supervisor, of them also the relationship with top
management had the highest correlation.

Potvin's (1991) study addressed the relationship between communication satisfaction and organizational
commitment in three US organizations: a retail organization, a large hospital, and a multi-national high technology
organization located in the Dallas/Ft. Worth Metroplex and in Houston, Texas. He concluded that there was a
definite positive relationship between communication satisfaction and employees' organizational commitment. The
strongest correlations appeared between commitment composites, and Communication Climate and Supervisory
Communication. She also concluded that the demographic variables seemed to have no explanatory power with
regard to commitment levels.

Downs (1991) studied the relationship between communication satisfaction and organizational commitment
in two Australian organizations. She found that a positive relationship existed between communication satisfaction
and organizational commitment. She also found that the exact relationship between communication dimensions and
levels of commitment varied somewhat across organizations. Finally, she discovered that Supervisory
Communication, Personal Feedback, and Communication Climate were the strongest communication predictors of
organizational commitment.

In a study on cross-cultural comparisons of relationships between organizational commitment and

organizational communication, C.W.Downs et al. (1995) compared results obtained in USA, Australian and
Guatemalan organizations. The research measures used for this cross-cultural study were: the C. W. Downs'
Communication Satisfaction Questionnaire, and the Cook & Wall's Organizational Commitment Instrument. The
findings of this study revealed (a) that satisfaction with communication factors is significantly related to
organizational commitment; (b) satisfaction with communication climate had the highest correlations across all
countries; (c) the correlations ran generally higher for the Americans than for the Guatemalans and the Australians;
(d) regression analyses revealed that the links between communication and commitment vary considerably and that
comparability among sample companies is limited; and (e) the most frequent communication predictors of
commitment were Satisfaction with Supervisor Communication, Horizontal Communication, Communication
Climate, and Top Management Communication. Satisfaction with Supervisory Communication was a much greater
predictor than that of any other factor. On the other hand, some differences were found among the countries. First,
satisfaction with Supervisory Communication was a good predictor of commitment for the USA and Australian
organizations but not for the Guatemalan organizations. Second, a closer tie existed between communication
satisfaction in general, and commitment for the Americans than for the Australians and Guatemalans, being the
lowest correlations for the Guatemalans. And third, that the correlation between commitment and satisfaction with
Supervisory Communication, one of the most important links in the USA and Australia, did not exist in Guatemala.

In 1998 Rodwell, Kienzle & Shadur observed that teamwork, communication, job satisfaction, commitment, and
stress significantly predicted individual performance while tenure showed a non-significant trend. Thus, according
to them, communication was the strongest predictor of individual performance.

Yu (2002) investigated the effectiveness of electronic telecommunications (e.g., E-mail) in fostering interpersonal
relationships among students and between students and instructors. Bonebrake (2002) explored the relationships that
people develop with others online through different communication methods provided via the Internet (e.g., E-mail,
group mailing forums, interactive games, etc.). Online communication provides users with less visual and audio cues
than face-to-face communication.
However, Cornelius & Boos (2003) suggested that, given appropriate training, participants in a computer-mediated
communication environment (CMC) can perform as well as they would in face-to-face communication. Participants
checked their e-mails at least once a day. According to the responses of interviewees most of them routinely read
and replied to messages at work or at home. The school website was highly acknowledged (96.25%) while the
school E-mail list ranked as the first main information source (62.5%) among students. The percentage of students
who acknowledged the school e-mail list (86.35%) was similar to that of the subscription rate (83.75%), which
indicated that students who knew this communication channel used it. Traditional communication methods like
physical bulletin boards were still appealing and acknowledged by students (63.75%). Surprisingly, 12.5% of the
participants selected oral announcement as the ideal communication channel for school announcements. That users’
preferences would affect the selection of the ideal communication channel for official announcements..

Karen Lee Ashcraft, Brenda J. Allen (2003) tried to stimulate systematic attention to the racial dynamics of
organizational communication. The field's most common ways of framing race ironically preserve its racial
foundation. Specifically, their analysis of core organizational communication texts exposes five disciplined
messages that disguise the field's participation in preserving the normative power of organized Whiteness. We
conclude with specific suggestions for revising the racial subtext of our scholarship. The essay followed the spirit of
“a radical rethinking of the role we play in articulating accounts of organizational life” (Mumby, 1993, p. 21).

The Watson Wyatt Worldwide (2004) survey found that, “organizations that communicate effectively overall are
significantly more likely to be effective in a number of aspects of communications” (p. 5).

Sias (2005, p. 375) found that “The better informed employees are, the less uncertain they are, the more satisfied
they are with their jobs, and the better their perceived performance. Informed employees also tend to make better
decisions and enhance organizational knowledge development and distribution”.
In a study at Ulster we investigated the oft-cited maxim that no matter how much information employees receive
they will invariably continue to report that they want more. However what we found was the opposite namely that
“the provision of more information did not lead employees to want greater amounts. In fact, the difference between
the amount of information staff received and the amount they desired decreased…The net effect of increased
information provision was to improve satisfaction with the overall communication climate.” (Hargie et al., 2002, p.
429).

In Turkey Olukayode Ayooluwa Afolab (2005) examined the influence of perceived organisational climate and
locus of control on job satisfaction and turnover intentions of commercial bank workers in Benin, Edo State,
Nigeria. A 2×2 ANOVA design was used to analyse the data. Results from the field study of 200 employees of 25
commercial banks randomly selected support the role of perceived organisational climate and locus of control on job
satisfaction. The two variables also interacted to influence job satisfaction. However, only perceived organisational
climate influenced turnover intentions. The results of this study suggest that when employees perceive their
organisational climate favourable, their job satisfaction is increased.
Conduit and Mavondo( ) found that the organizational communication and personnel management were positively
related to the internal customer orientation. They also found that the practices of management support and personnel
management were positively related to internal customer orientation. Some studies have found a negative
relationship between front-line responses to customer-orientation efforts (Pecci and Rosenthal, 2000). This could
occur if customer-orientation efforts are perceived to be contrary by workers to their needs and expectations
(Kantsperger and Kunz, 2005), resulting in lower employee satisfaction.

Gregory A. Aarons and Angelina C. Sawitzky (2006) in their study observed that staff turnover in mental health
service organisations was an ongoing problem with implications on staff morale, productivity, organisational
effectiveness and implementation of innovation. Recent studies in public sector services have examined the impact
of organisational culture and climate on work attitudes and ultimately staff turnover. The present study examined
full and partial mediation models and the effects of culture and climate on work attitudes and the subsequent impact
of work attitudes on staff turnover. Multilevel structural equation models supported a partial mediation model in
which organisational culture had both direct influence on work attitudes and indirect influence through
organisational climate. Work attitudes significantly predicted one year staff turnover rates. These findings support
the contention that both culture and climate impact work attitudes and subsequent staff turnover.

The study of “Relationship between employee satisfaction with organizational communication and customer
orientation” taken up by Matt Wagenheim and A. Scott Rood of front-line employees of a large regional family
entertainment center in the Midwest USA( ) found that contrary to the anecdotal evidence, a significant relationship
was not found between the level of organizational communication satisfaction reported by front-line employees and
their external customer orientation. Results of the current study are consistent with research by Wagenheim (2006)
and Homburg et al. (2009) within a commercial recreation setting, but run contrary to previous studies conducted in
non-commercial recreation environments. Results suggest that front-line employees within a commercial recreation
setting may be fundamentally different in regard to the organizational communication satisfaction and the customer
orientation as compared with frontline employees in other service settings.
The Wagenheim (2006) and Homburg et al.(2009) studies looked at the relationship between overall job satisfaction
among front-line employees and their customer orientation. The current study was undertaken as an extension of this
previous research and studied the relationship between front-line employee satisfaction with organizational
communication (one dimension of overall job satisfaction) and their external customer orientation.

Jules Carrière’s study (2007) of “The Role of Communication Satisfaction as a Mediator Between an
Organization’s Internal Communication Systems and Two Job Outcomes: Job Satisfaction and Organizational
Commitment” showed that Organizational tenure had a moderate negative correlation with paramedics’ perception
of communication practices (r =-.31, p < .05), communication satisfaction (r = -.34, p < .01), job satisfaction (r = -
.32, p < .01), and affective organizational commitment (r = -.33, p < .01).

Internal communication practices are significantly and positively correlated with job satisfaction (r = .48,p < .01)
and affective organizational commitment (r = .42, p < .01).

Communication satisfaction has a strong positive correlation with both job satisfaction (r = .72, p < .01) and
affective organizational commitment (r = .60, p < .01).

The data shows that 56.3% of the total variance in communication satisfaction is explained by the model, 49.8% of
which is attributable to the organizations’ internal communication practices. The remaining 6.5% of explained
variation is attributable to the shift pattern control variable.

46.0% of the total variance in job satisfaction is explained by the model, 23.4% of which is directly attributable to
the organizations’ internal communication practices.

60.2% of the total variation in job satisfaction is explained by the model, 50.9% of which is directly attributable to
the organization’s internal communication practices. The remaining 9.3% of explained variation is fully attributable
to the shift pattern control variable.

34.2% of the total variation in job satisfaction is explained by the model, all of which is directly attributable to
communication satisfaction.
This finding suggests that communication satisfaction fully mediates the effects of communication practices on job
satisfaction (Baron & Kenny, 1986)

Aydemir Okay and Ayla Okay (2009) conducted an analytical study of communication satisfaction in the Turkish
postal service considered that employee communication differs among public institutions and private organization.
The field study of 520 postmen tried to understand the relationship amongst perceived satisfaction with
organizational communication, job satisfaction and, job performance. His research has revealed that top
management does not use effective communication methods towards employees, and the employees are not satisfied
with those communication activities.

A.Z. Nammi and Maryam Zarra Nezhad (2009) investigated the existence of relationship between components of
psychological climate and organisational commitment. The study was conducted in one of the biggest cities in Iran,
using a sample consisting of 170 teachers. Support was found for the existence of statistically significant
relationships between psychological climate and components of organisational commitment.

Lynn Kalani Terumi Hayase(2009) study on “Internal communication in organizations and employee engagement,
superior-subordinate” communication by Positive Superior Communication, Open Communication with Supervisor,
and Superior-Subordinate Understanding. The above factors accounted for 65.8% of the total variance summarizes
the factor analysis for Superior-Subordinate Communication. With regard to quality of information Effective
Communication and Open Communication in the Organization account for 59.32% of the total variance.

Opportunities for Upward Communication (eigenvalue = 2.42), accounted for 80.76% of the total variance. Three
factors were identified with a minimum eigen value of 1.0 and at least three loadings. These three factors account for
52.55% of the total variance. summarizes the factor analysis. Newsletters and Videos (eigen value = 4.7), accounted
for 33.59% of the total variance. Face-to-Face (eigen value = 1.52), accounted for 10.88% of the total variance.
Email and Internet (eigen value = 1.13), accounted for 8.08% of the total variance.

In Ghana, James Baba Abugre (2011) study also showed that among the organizational media/channels of
communication used in the Ghanaian public organizations, face-to-face communication is the most used and
preferred choice of workers followed by letters and memos, and then formal organizational meetings. However, the
use of email and telephone conversation recorded very low ratings in terms of usage, as low as 4.9% and 3.7%
respectively. These findings emphasis the problem of technology deficiency in developing countries. “Appraising
The Impact of Organizational Communication on Worker Satisfaction In Organizational Workplace” Abugre found
that effective organizational communication displays a direct and positive relationship with job satisfaction and
positive commitment of employees at the organizational level as a result of general employee satisfaction. It further
demonstrated by the fact that two of the organizations, BOG and UGMS have 100% and 95% response rate
respectively from their employees authenticating the fact that organizational communication has a strong impact on
employee satisfaction. The study also showed that good and effective communication from leadership in the formal
sector can affect employees’ work behaviors in a positive manner and consequently affect organizational work
output also. Effective organizational communication has a significant impact on worker satisfaction, and this is
illustrated. As many as 86.4% of the total respondents agreed that organizational communication is very important
and comes first to all other organizational processes. Organizational media/channels of communication used in the
Ghanaian public organizations, face-to-face communication is the most used and preferred choice of workers,
second by letters and memos, and then formal organizational meetings. However, the use of email and telephone
conversation recorded very low ratings in terms of usage, as low as 49% and 3.7% respectively.

This Ghana study found that effective organizational communication displays a direct and positive relationship with
job satisfaction and positive commitment of employees at the organizational level as a result of general employee
satisfaction. it is further demonstrated by the fact that two of the organizations, BOG and UGMS have 100% and
95% response rate respectively from their employees authenticating without any uncertainty that organizational
communication has a strong impact on employee satisfaction. Findings of the study also showed that good and
effective communication from leadership in the formal sector can affect employees’ work behaviors in a positive
manner and consequently affect organizational work output. It also established that effective organizational
communication has a significant impact on worker satisfaction. As many as 86.4% of the total respondents agreed
that organizational communication is very important and comes first to all other organizational processes.
Pedro Neves & Robert Eisenberger (2012) study in USA used a cross-lagged panel design to examine the temporal
relationship between management communication and perceived organizational support (POS), and its
consequences for performance. They assessed management communication and POS 2 times, separated by a 3-year
interval, in a social services organization (N = 236). The findings suggest that management communication was
positively associated with a temporal change in POS. In addition, we found that POS fully mediates the relationship
between management communication and both in-role and extra-role performance. The present study advances our
theoretical knowledge concerning how management communication affects performance, with implications for
practice. Specifically, it reveals that management communication affects performance mainly because it signals that
the organization cares about the well-being and values the contributions of its employees.

Akbar Ali and Jahanzaib Haider (2012) studied the impact of Impact of internal organizational communications on
employee job satisfaction- Case of some Pakistani Banks and correlated the satisfaction with communication
climate. The regression analysis and coefficients show the significant impact of communication climate on
employee job satisfaction (Bi2 = 0.624). To measure the impact of formal communication on employee job
satisfaction which five questions were included in the questionnaire. The results show highly significant impact of
formal communication on employee job satisfaction. (Bi2 = 0.747). To measure satisfaction with informal
communication five questions were included in questionnaire. The results of analysis show significant impact of
informal communication on employee job satisfaction. (Bi3 = 0.530).

Elif Engin and Burcu Eker Akgöz (2013) studied “The Effect of Communication Satisfaction on Organizational
Commitment” in Turkey and found that organizational commitment is to make an effort with everyone from the
personnel at the bottom level to the top management in order for the organization to believe in its goals and
objectives and to achieve these. In order to make this effort, there must be a strong communicational connection
within the organization. Communication satisfaction among the employees within the organization may also affect
the organizational commitment. From this point of view, the organizational commitment and internal
communication satisfaction of the employees, one of the most important values of the organizations, were studied
and the effect of communication satisfaction on organizational commitment was revealed having the link between
these two concepts examined. For this study, the employees of Garanti Bank, one of the most influential banks in
Turkey’s banking sector were surveyed and this mentioned effect was examined using communication satisfaction
and commitment surveys. The results obtained from the regression analysis support the hypothesis. It was found that
communication satisfaction influence normative commitment. As a result, a significant relation between
communication satisfaction and organizational commitment, except for continuance commitment was found.

Muchinsky took up an elaborated exploratory study “Organizational Communication: Relationships to

Organizational Climate and Job Satisfaction” to examine relationships among measures of organizational
communication, organizational climate, and job satisfaction. Six hundred ninety-five employees of a large public
utility constituted the sample. The results indicated that certain dimensions of organizational communication were
highly related to both organizational climate and job satisfaction.

The Nicolae Mitrofan, Alina Bulborea study (2013) aimed to identify the way in which communication can
influence the employees’ perceptions on the importance of interpersonal relationships. The negative correlation of
the relation between the two variables, namely communication and the importance of interpersonal relationships, is
statistically significant (r= -0.421; df= 64; p=< 0.001); The employees, who fail to communicate efficiently, do not
give a great importance to the interpersonal relationships either. There is a statistically significant difference
between the front office and back office employees’ level of communication. A certain difference was noticed as
the mean of the front-office employees’ scores for the values of the Art of Conversation test is 5.24 and the mean of
the back-office employees’ scores for the values of the Art of Conversation test is 5.82). New research directions
could aim the communication differences at the level of the employees in executive positions vs. management
employees and the role of managers in mediating the conflicts between subordinates or the implication of the
organizations in developing interpersonal relationships etc.

In Malaysia Shahrina Md Nordin, Subarna Sivapalan, Ena Bhattacharyya, Hezlina Hashim Wan Fatimah Wan
Ahmad, Azrai Abdullah(2014) studied “Organizational Communication Climate and Conflict Management:
Communications Management in an Oil and Gas Company” and found that moderately high level of descriptive vs.
evaluative communication climate (3.41) shows that personnel generally are perceived as always checking and
understanding what is being articulated by their fellow colleagues. Such climate exists in the organization as most
the respondents often verbally describe the feelings other members try to express and restate for clarification what
another person has said before making their own points. The findings suggest that there is less number of strategies
that have significant impact on the overall communication climate as perceived by the management level. There is
no significant relationship between non-confrontation or control strategies and the communication climate. There is
however a significantly strong positive relationship between confrontation and the organizational communication
climate as perceived by the top management of the oil and gas company under study.

Effectiveness
Many studies showed that organizations rely on effective communication and efficient communication skills from
their members. A number of surveys (Davis & Miller, 1996; Holter & Kopka, 2001; Maes, Weldy, & Icengole,
1997; Verespej, 1998; Gaut & Perrigo, 1994) identify effective oral and written communication as the most sought
after skills by those who run organizations. The U.S. Department of Labor reported communication competency as
the most vital skill necessary for the 21st century workforce to achieve organizational success (Secretary’s
Commission on Achieving Necessary Skills, 1992). The Public Forum Institute (2001) maintained that employees
need to be skilled in public presentation, listening, and interpersonal communication to flourish in an organization
(www.publicforuminstitute.org).

Satisfaction with Organizational Communication

An attempt has been made by the researcher to understand exclusively the relation of communication satisfaction
with the other factors. An attempt has been made to study them across the world in various countries. Organizations
use their environment to communicate to visitors (and employees). Service failure may, “. . .occur due to a lack of,
or inaccurate, communications and result in both unhappy customers and frustrated employees” (Lewis and Clacher
2001, p. 173). Communication is both formal and informal exchanges of information between parties within the
relationship (Sin et al., 2005). When employee communication satisfaction is low (i.e., poor organizational
communication), outcomes include lower employee commitment, increased absenteeism, higher employee turnover,
and reduced productivity (Hargie et al., 2002). For individual employees, poor organization communication can
result in burnout, increased stress, and increased uncertainty about the self, others, relationships, or situations (Ray,
1993).

Federico Varona, study of “relationship between communication satisfaction and organizational commitment in
three Guatemalan organizations” said that there was a moderate relationship between communication satisfaction
and organizational commitment. The nature of this relationship, however, varied for the communication satisfaction
factors and composite, and for the commitment composites and factors. This study found that there was a positive
but moderate relationship between communication satisfaction and organizational commitment which is congruent
with previous research (Putti, Aryee & Phua, 1990; Potvin, 1991; Down, 1991; and C. W. Downs et al., 1995).
Overall communication satisfaction showed some prediction power over organizational commitment, although, few
communication satisfaction factors emerged as good predictors of organizational commitment. School teachers were
significantly more satisfied with communication and more committed to their organization than were the employees
of a hospital and a food factory. There were some significant differences on communication satisfaction and
organizational commitment by tenure for the Guatemalan employees. Supervisors of the three Guatemalan
organizations were more satisfied with communication than subordinates, but similar in their levels of overall
commitment to their organizations.

Thus communication to front-line employees from their superiors is critical. Communication satisfaction is impacted
by communication that provides information and work tasks, and by communication interactions with co-workers
and superiors (Anderson and Martin, 1995). “Companies need to articulate the values inherent at the heart of the
organization and to ensure the mechanisms are in place to translate these values into action” (Wilson, 1994, p. 51).
In a survey of a UK consultant business, Barnes et al. (2004)

Communication satisfaction has been shown to positively correlate with job satisfaction (Pettit et al., 1997). Pincus
(1986) found that although organizational communication satisfaction was positively correlated with both job
satisfaction and job performance, the organizational communication-job performance link was much stronger. In
addition, communication satisfaction with an immediate supervisor was both “. . .separately and substantially . . .”
related to job satisfaction and job performance (Pincus, 1986, p. 413). Anderson and Martin (1995) found that
employees who communicate with superiors for pleasure report higher levels of satisfaction. They caution that this
finding does not mean that subordinates and superiors need to be good friends, but that it is important that
communication other than that which is informative/task focused (duty) or totally irrelevant (chit-chat) be engaged
in. Researchers have shown low communication satisfaction among employees related to lower employee
commitment, increased absenteeism, higher turnover, and lower productivity (Hargie et al., 2002). Whereever
employees are exposed to appropriate communication, favourable organizational outcomes can be expected (Gray
and Laidlaw, 2004).

Jules Carrie`re and Christopher Bourque study of “The effects of organizational communication on job satisfaction
and organizational commitment in a land ambulance service and the mediating role of communication satisfaction”
found that one of the most elusive organizational variables is that of communication. Because organizational
communication is such a dynamic phenomenon, it continues to be a difficult concept to measure (Porter & Roberts,
1976). Recently Roberts and O'Reilly (1974a) developed an instrument purportedly designed to measure
organizational communication. They reported that the instrument had desirable psychometric properties and in
general proved to be a useful measure of organizational communication. A subsequent analysis of the Roberts and
O'Reilly communication questionnaire (Muchinsky, 1977) also yielded guarded support for the instrument.

A factor analytic study of Communication satisfaction by Cal W. Downs and Michael D. Hazen in (1995) found
that the items tend to cluster along the same eight factors, and there is a great stability in the way they cluster. In
fact, in only two cases is there an interweaving across factor lines. First, Personal Feedback and Organizational
Integration tend to merge in the results from the divisional headquarters and in the equipment plant. It can be seen
that the Communication Satisfaction Questionnaire is able to pick up wide-spread differences among organizations.
This would seem to support the contingency theory that the situation among organizations and people differ, and
that the dimensions affecting job satisfaction may also differ. Second, it can be seen that the communication
satisfaction dimensions which correlate most highly with job satisfaction are personal feedback, relation with
supervisor, and communication climate.

Communication satisfaction and job satisfaction

Job satisfaction is defined as “a person’s evaluation of his or her job and work context” (McShane, 2004, p. 115) and
as a “global feeling about the job or as a related constellation of attitudes about various aspects or facets of the job”
(Spector, 1997, p. 2).

Research shows that job satisfaction is positively related to organizational citizenship behaviours (Gonzalez and
Garazo, 2006; Ilies et al., 2006; Ackfeldt and Coote, 2005; Becker and Billings, 1993). Research also shows job
satisfaction to be negatively related with burnout (Burke et al., 2006; Tsigilis et al., 2004; Lee and Ashforth, 1993)

The communication dimensions of downward and lateral directionalities also were significantly related to climate
dimensions. Downward directionality was positively and significantly correlated with the climate dimensions of
interpersonal milieu (.14), affective tone toward management (.26), and organizational identification (.24).
Conversely, the lateral directionality was negatively and significantly correlated (-.20, -.29, and -.21) with these
same three climate dimensions, respectively. The correlations for the upward directionality were also positive as for
the downward directionality, but were not statistically significant (p < .01).

The study of correlations between the communication and job satisfaction dimensions showed that slightly less than
half (47 percent) of the correlations are statistically significant (p < .01 or p < .001). The trust and influence scales
from the communication questionnaire both correlated significantly (p < .001) with each of the five dimensions of
job satisfaction.

Satisfaction with communication was significantly (p < .001) correlated with each of the five dimensions of job
satisfaction, being most highly correlated with satisfaction with supervision (0.45).
Employees who are more satisfied with their job may be more desirous of engaging in vertical communication, as
the downward directionality variable was significantly and positively correlated with satisfaction with work (.27, p <
.001) and satisfaction with supervision (.20, p < .001). Similarly, upward directionality was significantly and
positively correlated with satisfaction with supervision (.12, p < .001).

Communication and Channel Utilization

It is evident from the study that most of the channels are being used by the upper level of management personnel in
their dealings followed by middle, lower and staff level of management personnel. The order with which the
communication channels are being used is telephone, office letters, formal meetings, circulars, reports, office orders,
work orders, lectures. Institutional literatures, leaflets, pamphlets & folders, employee handbook, memos, formal
interviews, posters & charts, photographs, films, slides and transparencies respectively. It is evident from the data
that the maintenance purpose messages obtained more weight age (3.08) over task purpose (3.08) and human
purpose (2.93) respectively. The human purpose message score was the least which might due to the fact that these
were directed at the personnel, their attitude.

Cheng et al (2004) case study of Communication Channels in a Graduate Program indicated that every participant
had an e-mail account and 96.25% of the participants checked their E-mails at least once a day. According to the
responses of interviewees, most of them routinely read and replied to messages at work or at home. A large
percentage of the student participants (83.75%) visited the school website at least once a week. Some student
interviewees who had broad-band Internet connections at home or take advantage of online facilities provided by the
school were familiar with electronic resources of information. The university in this investigation has various
electronic information distributing systems providing internal broadcasting services, including E-mail lists (listservs)
within each department and school. The school website was highly acknowledged (96.25%) while the school E-mail
list ranked as the first main information source (62.5%) among students. The percentage of students who
acknowledged the school E-mail list (86.35%) was similar to that of the subscription rate (83.75%), which indicated
that students who knew this communication channel used it. Traditional communication methods like physical
bulletin boards were still appealing and acknowledged by students (63.75%). The student association’s E-mail list
was students’ favorite communication channel (68.75%) and the ideal communication channel for official school
announcements (58.75%), along with the school website as the second place of choice. Surprisingly, 12.5% of the
participants selected oral announcement as the ideal communication channel for school announcements. that users’
preferences would affect the selection of the ideal communication channel for official announcements.

When the flow of communication messages among various levels of management of the organization has been
studied it is evident that the amount of upward communication (2.16) was higher than of downward (1.88) as well as
horizontal(2.13)at all the levels of management in the organization. It is interesting that the horizontal
communication was observed more than downward communication at all the levels of management. The upward
communication was observed to be almost equal to the horizontal at all the levels of management.

According to Masuku and Zulu (2014) study of “Effectiveness of Organizational Communication channels used by
Hwange Colliery Company to communicate with its Publics to enhance corporate reputation. (2010-2012)” notice
boards are the largely used medium of communication at Hwange Colliery Company. Notice-boards constitute forty
percent (40%) in terms of usage as a medium of communication. Through observation the study also established that
in order to communicate with its external publics, HCCL uses press statements, contributes to newspaper
supplements, which are relevant to its area of operations or publishes exclusive supplements on anniversaries
(Kamandama Mine Disaster),supplements on national events, developments and challenges in the company.
Hwange Colliery Company uses the newspaper to publicize the company’s policies, services and explains its
position on pertinent issues that affect its relationship with its different publics. Inter office memos occur ten percent
(10%) and are also another means of communication that has been adopted by HCCL and most employees are afraid
to communicate with top management and thus they look to such groups to speak for them. The study also shows
that Hwange Colliery Company also makes use of the company website to communicate with its different publics
especially those outside Zimbabwe and the African continent.www.hwangecolliery.net is the name of the website.

Apart from telephone Workers Representative Council and Workers Union also play a crucial role in
communicating with the internal publics of the organization.

The research found that number of social community platforms can be used to increase the number of their
communication channels with their various publics. These include twitter, Facebook, Google to mention a few.
With regard to maintenance of a good corporate image. In-house publications such as magazines, newsletters are not
exclusively for corporate image building but also informative and instructional. Eighty percent of respondents in the
top management expressed satisfaction in the way communication is carried out in the organization through the
Corporate Affairs department.
Nicolae Mitrofan, Alina Bulborea (2013) reported that the subjects’ results distribution for the “communication
among employees” variable is a unimodal distribution (Absolute value= 2, Skewness= 0.512, Skewness Standard
Error=0.295; Kurtosis= -1.077; Kurtosis Standard Error=0.582), with the average=5.53, median=5.00 and the
standard deviation=3.812. There is a significant link between employees’ communication and the importance they
give to interpersonal relationships (r= -0.421; df= 64; p=< 0.001). Importance of human relationships at the
workplace” test to both the front-office and the back-office employees groups, it resulted that the mean of the first
category (37.97) was almost equal to the mean of the second category (37.00). Practically, the difference is only
equal to .970. The Levene test regarding the equality of variances shows the fact that the variances are equal
because the value of p is 0.647. Therefore, it is statistically insignificant because it has a higher value than 0.05. The
value of t for equal variances is -0.661, which has a (two-tailed level of significance of exactly 0.544 with 64
degrees of freedom.

According to Chaur-luh TSAI (2014) The Organizational Climate and Employees’ Job Satisfaction in the Terminal
Operation Context of Kaohsiung Port four primary dimensions were yielded namely, aggressive transformation
leadership, management system, awards and motivation, and laissez-faire leadership, which represent the
organizational climate of the container terminal operation context in this study. The percentage of variables
explanation were respectively 24.43%, 20.89%, 14.62%, and 9.32%. All four measurements of employees’ job
satisfaction, work match, salary income, job security, and turnover intention, significantly differed among these
three types of companies. They were all at significance level of 0.05 or 0.01. There were two control variables, type
of company and salary & pay, and two dimensions extracted from organizational climate, management system and
awards & motivation, significantly affect on the job security. Of these four significance influence factors, the salary
& pay, management system and awards & motivation had positive effect, whereas the type of company had negative
effect on the employees’ job security. The management system was the strongest influence factor with coefficient of
0.41 and significant at 0.01 level, followed by awards & motivation (B =0.21, p< 0.01) and salary & pay (B =0.12,
p< 0.05). Of the control variables, only the salary & pay with coefficient of (B=0.13, p<0.05) significance at the 0.05
level significantly affect on the job security, whereas there were three independent variables, management system (B
=0.29, p<0.01), awards & motivation (B=0.15, p<0.05), and transformation leadership (B =0.22, p<0.01),
significantly effect on the measure of job security (see the Model 2 of Table 4). The management system with
coefficient of 0.29 was the most important variable affecting on the job security, followed by transformation
leadership (B =0.22) and awards & motivation (B =0.15).

Carrie`re and Bourque (2009) study showed that , in stage 3, the effect of the independent variable and the mediator
on the dependent variable is reviewed. If mediation is present, the effect of the independent variable on the
dependent variable will be less in the third regression analysis than in the second (Baron and Kenny, 1986). Full
mediation is present if “the independent variable has no effect when the mediator is controlled for”.

C1 Significant and positive relationships were identified between internal communication practices and
communication satisfaction (Hargie et al., 2002), communication satisfaction and job satisfaction (Pincus, 1986;
Muchinsky, 1977), and communication satisfaction and affective organizational commitment (Ng et al., 2006;
Varona, 1996). The most important finding is that internal communication practices affect job satisfaction and
affective organizational commitment only if they foster communication satisfaction amongst employees. This
suggests that communication satisfaction fully mediates the relationship between: communication practices and job
satisfaction; and communication practices and affective organizational commitment.

A Field Study of Phillip G. Clampitt (1993) “Employee Perception of the Relationship Between Communication and
Productivity” found that in company S, the Co-worker Communication (M=348.7; SD=67.4) and Subordinate
Communication (M=436.7; SD=93.3) factors were ranked the highest. According to t-tests these two factors did not
differ significantly from one another but did differ significantly from all the other factors (P<.05). The Personal
feedback (M=263.8; SD=106.6) factor, while above the theoretical mid-point, was ranked last and differed
significantly from all the other dimensions (p<.05). For company S, the Personal Feedback dimension, which was
the area of least satisfaction, was perceived as having the greatest impact on personal productivity (M=86.5;
SD=12.6). The Communication Climate factor was rated almost as high (M=84.5; SD=15.9). These two factors
clustered together and differed significantly from the other dimensions (p<.05). For company M the Subordinate
Communication (M=75.95; SD=22.04) and Personal Feedback (M=74.83; SD= 22.74) factors clustered together and
were perceived as having the greatest impact on personal productivity. These two dimensions were significantly
different from all the other dimensions(p<.05).The Corporate Information (M=53.6; SD=30.7), Media
Quality(M=62.69; SD=23.59) and Co-worker Communication (M=64.21; SD=27.25) factors clustered together at
the lower end of the scale and differed significantly from the other fators(p<.05). For the greatest number of
employees (31 percent), feedback made them feel good about themselves and their work. A number (26 percent)
felt it was merely important to know. It also showed why employees felt the feedback dimension had a significant
impact on company M productivity. In the sample 30 percent of the respondents said that “it makes me work
harder” and 27 percent said that feedback was “nice to know”.

Company S employees who were deemed by supervisors to be the lowest and medium producers opined that the
personal feedback dimensions had the greatest impact on their productivity( M=91.1; M=88.3). Those employees
judged most productive rated feedback as less important (M=82.0). The data fit a linear curve (F=5.9; df=1; p=.02).
Company M employees who rated their supervisor’s productivity higher felt that the Supervisory Communication
factor had a greater impact on their productivity than those who felt the supervisor’s productivity was lower.The
data fit a linear curve(F=17.5; df=1; p=.00). Third, the same trend was found with company M employees for the
impact of the Communication Climate and Media Quality factors. A linear relationship with an increase in rating of
supervisory productivity showed a similar increase in the perceived impact of the Communication Climate
(F=11.35; df=1; p=.00) and Media Quality (F=8.75; df=1; p=.00) on personal productivity.

Arturs Arins (2013) study of “Internal communication channels within a Multinational Organisation, Golden
Moments Ltd.” showed that most of their daily information needed for the tasks successful completion is received
from co-workers meaning that horizontal communication flow is used. Majority of respondents answered that their
ideas are frequently passed on to the upper management. In most situations the received information was necessary
to effectively perform their job, 7 respondents agree that they are receiving the information needed, rest (3) are
disagreeing with the statement. Furthermore, staffs meetings are perceived to be in sufficient amount. These staff’s
meetings are also informative and the information received in the meetings are perceived as informative and
structured. In the sample 70% of the respondents think that executives are reluctant to communicate news about the
company to employees and only 30% believe that information concerning company is communicated freely. Among
the sample 70% respondents expressed said that the most efficient way to communicate is face to face meeting. E-
mail communication was chosen as the most effective way by 30%. Overall majority of respondents feel that in face
to face meetings information can be received faster and more efficiently. Analysis shows inconsistency with the
internal communication within Golden Moments, exception is the expressed need for personal meetings as they are
the most effective and preferred internal communications tool within the company.

Lynn Kalani Terumi Hayase (2009) study of “Internal communication in organizations and employee engagement”
found that Positive Superior Communication (eigenvalue = 11.38), explained 54.2% of the total variance after
rotation. It contained 14 items relating to Open Communication with Superior (eigenvalue =1.38),explained 6.57%
of the total variance after rotation. Subordinate-Superior Understanding (eigenvalue =1.06),explained 5.03% of the
total variance. Effective Communication (eigenvalue = 6.01), explained 50.08% of the variance. It was comprised of
eight items: "pleased with management's efforts to keep employees up to date. Open Communication in the
Organization (eigenvalue =1.11),explained 9.24% of the variance. Opportunities for Upward Communication
(eigenvalue = 2.42), accounted for 80.76% of the total variance. Principal component factor analysis with varimax
rotation was also used to analyze these responses. The three factors were identified with a minimum eigen value of
1.0 and at least three loadings. These three factors account for 52.55% of the total variance. The correlation analysis
of the elements among the dimensions of study displays a meaningful relationship between each dimension. There is
a correlation of (,809) between organizational integrity and corporate information (organizational perspective). This
implies that the more information employees have about their jobs, objectives and policies of their department, the
more their knowledge about the overall institution increases. There is also a correlation of (,728) between supervisor
communication and communication climate. There is a high correlation of (,824) between personal feedback and
subordinate communication. This implies that s/he learns about how s/he is being judged and acquires the
knowledge required for improvement and advance through the communication s/he has with his/her superiors and
subordinates.

Matt Wagenheim & A. Scott Rood (2010) study of “The relationship between employee satisfaction with
organizational communication and customer orientation” showed that respondents were most satisfied with personal
feedback (M =26.55, SD=5.54) and were least satisfied with organizational integration (M=19.16, SD=5.98) and
communication climate (M=21.89, SD=5.44). Overall, respondents appear to be fairly dissatisfied with
organizational communication overall (M=133.60, SD=31.75)

The researchers did not find a positive correlation between communication satisfaction of front-line employees and
their customer orientation. These results are consistent with the research of Wagenheim (2006), Homburg et al.
(2009), and Killic and Dursun (2008) who found no relationship between overall job satisfaction among front-line
employees and their customer orientation. This study did not find a significant relation-ship between front-line
employee satisfaction with organizational communication and their external customer orientation.

Previous research has also shown the importance of high communication satisfaction among employees for the
successful implementation of internal marketing efforts (Crompton et al., 1987). In addition, a positive relationship
has been found between the job satisfaction of employees and their customer orientation in non-commercial
recreation settings (Hoffman and Ingram, 1991; Pettijohn et al., 2002).In the current study, employees reported
relatively low communication satisfaction as it relates to organizational dimensions. Before any internal marketing
programme can be implemented, the organization must improve the communication with employees. Gilbert (2000)
found that managers overestimated the level of internal service quality being received by subordinates.

Garanti Bank employees were asked by Elif Engin - Burcu Eker Akgöz (2013) to express what would make them
more satisfied about the quantity and quality of the information shared by their corporation. Employees mostly
responded to items such as ‘Extent to which my work group is compatible, ‘Information about the requirements of
my job, ‘Extent to which written directives and reports are clear and concise, ‘Information about organization
policies and goals, ‘Information about departmental policies and goals’ and ‘Extent to which our meetings are well
organized’. A significant relation between communication satisfaction and organizational commitment, except for
continuance commitment was found.

Dawna I. Ballard & David R. Seibold (2006) study on “The Experience of Time at Work: Relationship to
Communication Load, Job Satisfaction, and Interdepartmental Communication”,
suggest that organizational members who experience their time as delayed are also more likely to also experience
higher communication load. Additionally, a high future time focus and greater flexibility in members’ schedules are
associated with increased feelings of communication load.

organizational members who are more linear in their task completion, and those with a high future time focus, tend
to be more satisfied with interdepartmental communication. In contrast, persons who experience time as delayed, or
behind schedule, report being less satisfied with communication between departments. Organizational members who
experience their time as more delayed, more flexible, and hold a higher future time focus also reported higher levels
of communication load.

From the study “Organizational Culture & Transformational Leadership as Predictors of Employee Performance”
Soumendu Biswas found that the correlation between organizational communication and intention to quit (r=.16,
p<.01) and organizational communication and employee performance(r=.44, p<.01) were also
significant.Organizational communication had a significant and positive effect on employee performance
(standardized B = .80, CR. = 8.81). The results of the present study imply that organizational culture is a significant
and positive predictor of organizational communication. Organizational culture will have a positive and significant
impact on organizational communication. The cause and effect relationship signifies that explicit and implicit
messages as spread throughout the organization based in organizational philosophy, organizational glue, and
management systems and procedures that define an organization's culture.

“Measuring Organizational Communication” Karlene H. Roberts And Charles A. O'reilly Iii (1974) said that the
amount of information an individual passes is significantly related to his overall job satisfaction and to his
perception of his superior as being considerate, but not to other variables. Desire for interaction also shows
appropriate relationships with responses to other perceptions about the organization. The negative relationship
between information overload and overall job satisfaction and the positive correlation between communication
satisfaction and considerate leadership are also understandable. Finally, the large number of significant relationships
among overall job satisfaction and communication and non communication indexes seem logical. In sum, the results
presented in this study are in no way definitive, but provide a crude approximation of convergent discriminate
validity and increase confidence in the indexes.
 In Turkey Ali Talip Akpinar, Ehlinaz Torun, Mehmet Emin Okur, and Onur Akpinar (2013) studied “The Effect of
Organizational Communication and Job Satisfaction on Organizational Commitment in Small Businesses” and said
that the success of organizations is closely related to perceptions of employees' job satisfaction and organizational
communication, and their organizational commitment to the organization

Perceptions of job satisfaction and organizational communication play an imperative and antecedent role in the
formation of organizational commitment. Perceptions of the employees’ organizational commitment are a correlate
of job satisfaction. Perceptions of the employees' organizational communication has positive correlation with their
perceptions of employees' organizational commitment. In addition, there is a positive effect of job satisfaction and
organizational communication on organizational commitment. It has been shown that high levels of organizational
commitment were experienced only when employees had higher levels of perceived organizational communication
and job satisfaction.

The Effect of Supervisor-Subordinate Communication studeud by Kawai Anita Chan (2012) examined the
relationship of supervisor-subordinate communication to supervisor-subordinate relationship in terms of trust,
fairness, friendliness and competence and found that despite different nationalities between supervisors and
subordinates, most subordinates did not find any problem with the language when communicating with supervisors.
While subordinates generally perceived themselves very open in expressing their opinions to supervisors, the
supervisors did not seem to be very willing in accepting different ideas from subordinates. All the variables in
communication satisfaction correlate significantly to the variables of supervisor satisfaction. Concern for
subordinates, communication style and openness of supervisor in receiving different opinions are the most
unsatisfied communication variables and interestingly, they are also the ones having the strongest correlations with
the total supervisor relationship. Furthermore, “communicate actively with subordinate” was found to be the most
important communication style variable in related to supervisor satisfaction. Finally, significant differences were
found on various factors of supervisor satisfaction and overall communication satisfaction with different age groups.

Lindsay Nicole Ehlers (2003) examined the relationship between communication satisfaction of employees with co-
workers, supervisors, and upper management, job satisfaction and self-reported absenteeism. It is hypothesized that
communication satisfaction has a positive influence on job satisfaction. Job satisfaction and self-reported
absenteeism were explored as well as the relationship of job satisfaction playing a mediating role between
communication satisfaction and absenteeism. It was that found communication satisfaction with co-workers,
supervisors and upper management have significant positive relationships with job satisfaction. The study found job
satisfaction had no significant relationship to performing the mediating role between communication satisfaction and
absenteeism.

In Malaysia Md Nordin and et al., (2011) presents a case study on Strengthening Internal Communication: A Case
of Communication Satisfaction in an Organization. They portrays that Communication is crucial in organizations for
connecting the workers and allowing the organizations to function effectively.

Communication is an integral part of the organizational process as the flow of communication up and down the
organizational hierarchy has its effects on efficiency, decision-making and morale of organizations. A study on
internal communication therefore is essential for improving employee performance and for positive organizational
outcomes. The current study seeks to get an insight on the extent of communication satisfaction in a highway
concessionaire company operating in the Klang Valley, Malaysia. A survey was conducted to gauge employees'
satisfaction on the communication climate, supervisory communication, subordinate communication, horizontal
communication, organizational perspective, organizational integration and media quality. The findings generally the
paper also highlights on the areas for further improvements in the organizational communication at the highway
concessionaire.

Communication Channel Utilization

It is evident that most of the channels are being used by the upper level of management personnel in their dealings
followed by middle, lower and staff level of management personnel. The order with which the communication
channels are being used is telephone, office letters, formal meetings, circulars, reports, office orders, work orders,
lectures. Institutional literatures, leaflets, pamphlets & folders, employee handbook, memos, formal interviews,
posters & charts, photographs, films, slides and transparencies respectively. It is evident from the data that the
maintenance purpose messages obtained more weight age (3.08) over task purpose (3.08) and human purpose (2.93)
respectively. The human purpose message score was the least which might due to the fact that these were directed at
the personnel, their attitude.

Research also shows job satisfaction to be negatively related with burnout (Burke et al., 2006; Tsigilis et al., 2004;
Lee and Ashforth, 1993)

The data shows that the amount of upward communication (2.16) was higher than of downward (1.88) as well as
horizontal(2.13)at all the levels of management in the organization. It is interesting that the horizontal
communication was observed more than downward communication at all the levels of management. The upward
communication was observed to be almost equal to the horizontal at all the levels of management.

In Kenaya Anne M Syallow, Dr. Hellen Mberia, and Dr. Julius Bosire, Conducted a study on “The Role of
Organizational Communication on Employee Job Satisfaction in Telecommunication Industry in Kenya” in 2017
and found that communication goes beyond training managers to be effective speakers. It requires them to have
relational communication habits with the employees.

Joanne Yates: Wanda J. Orlikowski (1992) “Genres of Organisational Communication: A Structurational Approach
to Studying Communication and Media” Studied rhetorical theory and structuration. It proposed genres of
organizational communication as a concept useful for studying communication as embedded in social process rather
than as the result of isolated rational actions. Genres (e.g. the memo, the proposal, and the meeting) are typified
communicative actions characterized by similar substance and form and taken in response to recurrent situations.
These genres evolve over time in reciprocal interaction between institutionalized practices and individual human
actions. They are distinct from communication media, though media may play a role in genre form, and the
introduction of new media may occasion genre evolution. After the genre concept is developed, the article shows
how it addresses existing limitations in research on media, demonstrates its usefulness in an extended historical
example, and draws implications for future research.

Indian studies
In our country, however, very few empirical researches appear to have been conducted on this subject. Most of the
literature available here is either conceptual or theoretical in nature. The available material on communication can be
classified into two categories i.e empirical and non empirical. Most of the Indian literature is cither conceptual or
based on personal experience rather than on systematic designed study. The Indian Council of Social Science
Research has also recognised this fact.

Myers, Charles A. (1955) Written media of communication should play a secondary role the role of
supplementing oral channels of discussion. Output and morale in the long run arc higher in industrial settings where
communication follows a “democratic” rather than an “autocratic” pattern. In the latter there is no provision for a
“feedback” of the employees’ feelings to the management

Nageswarm. S (1955) Another non-empirical study which was in favour of Employees' Communication Upwards
indicates “Workers wish to be recognised as individuals. And for the management to share the ideas and opinions
with the employees is an excellent way to grant such recognition. Communication is a two-way proposition.
Communication upwards is as important as communication downwards”.

Bakhru H.J. (1963) An article- in Indian Management in 1963 titled “Success of Any Joint Endeavour” is directly
related to the effectiveness of communication. In this article the author discusses the various systems of
communication, the factors which are obstacles in the way of effective communication and how these obstacles can
be removed.

Desai, J (1964) found out “Mutual cooperation and respect among the management and the workers are conductive
to better results in an industrial organisation, and communication system that facilitates information and quick
decisions can only make this possible,”
Nath, Y.V.S. explains organisational communication in his article; “Communication is one of the most vital
processes of an organization and a good part of the time of managerial personnel is spent in maintainting a good
system of communication for the smooth running of the organisation. However, it has often been noticed that the
efforts of managements to plan and establish reliable and formalised system of communication are defeated because
of the widespread tendencies in people at different levels in the organisation either to set up informal channels of
communications and dependency or to introduce a variety of distortions in the contents and perspectives of their
communications. In fact, it is a problem of major concern to most managements to find out how, by what means,
and undo' what conditions can communication processor be maintained as efficient and reliable system to influence.

Rao, P.V.L.N. (1965) holds the view that in modem business good communication and the manager's ability to
communicate properly are more essential than any other single factor. Its. main functions are to impart in format ion,
help arrive at decisions, intimate and accelerate action, in this article the author discusses the host of barriers in the
way of establishing good communication. Me also examines the various processes of communication that are
usually pressed into service, e.g. attitude, surveys, joint consultation, suggestion, schemes, interviews and training
schemes, conferences, press-releases, pamphelets and posters etc. and discusses the role of the public relations
officer in maintaining good communication.

Bose, A.B., (1965) points out that people participate in the indigenous systems of communication. He first described
the extent to which people participate in the indigenous systems of communication, but later, analysed the causes of
disintegration of these systems and assesses their importance in the modern social context. And finally it suggests
the measures that should be taken to rehabilitate them.

One systematic study on “Employee Communication and Consulation in Private Sector industry with Special
Reference to Industrial Units in Poona Area” has been done by Athavale (1967). The study assumes that for the
efficient administration of a business and for keeping industrial relations smooth and cordial, better communication
is always helpful. The basic objective of the study is to show what the companies in a certain area have done for
improving communication with their employees, to describe the management philosophy, the methods and the
results, to show the evaluates the role of trade unions in communication and tries to find out the relative merits and
attitude of employees towards such communication and consultation programmes and to find ways and means for
better employer and employee communication. It also studies the attitudes of employees for measuring the sense of
belonging. The study also seeks to describe and evaluate the methods of employee consul at ion as a means of
communication. It also describes and demerits and drawbacks of oral, written and audio-visual media of
communication. For this study, 381 workers, 84 supervisors and 21 managers of 10 Industrial units situated in Poona
were interviewed.

The other systematic study of “Communication between Management and Employees" has been made by V.P.
Shintre (1973) collected information about the existing system of communication and to make certain suggestions
for its improvement. For this purpose, 40 employees from different departments of a pharmaceutical company in
Bombay were

Another systematic study was taken up by Lalmani Prasad on “Upward Communication within the Managerial
Hierarchy - A Case Study of Public Sector Enterprise" in 1975. He studied upward communication with the subject
matters communicated, basic variables determining them, media, channels used and certain bottlenecks in the
upward flow of information within the managerial hierarchy of a public sector undertaking. The study interviewed 5
top level, 45 middle level and 149 supervisory level personnel. The study has thrown some light on the obstacles
specific in the field of upward communication.

The other systematic study has been done by Niraj Kumar (1977) on “Communication Pattern in Private and Public
Sectors, with special reference to J.K. organisation, Kanpur and Fertilizer Corporation of India Ltd., Gorakhpur).
The researcher of this study collected data by interviewing top management, middle management, supervisors and
operatives working at the shop floor in the two organisations. The objective was how an effective communication
system assists in building up and boosting morale, efficiency, motivation and leadership.
Air article- in Indian Management in 1963 titled “Success of Any Joint Endeavour” is directly related to the
effectiveness of communication. In this article the author discusses the various systems of communication, the
factors which are obstacles in the way of effective communication and how these obstacles can be removed.

Harish C. Jain (1976) case study of “Organizational communication in a large urban hospital” concluded that
1. 70% of the critical incidents reported ineffective situations. Since respondents were encouraged to describe an
equal number of both effective and ineffective incidents more negative communication behaviours have been
observed.
2. 81% of the effective critical incidents are related to proper use of channel, adéquate follow-up of messages,
complete information and input into decision-making.
3. 80% of the ineffective critical incidents related to insufficient or inadéquate information, lack of follow-through,
message distortion, lack of clarity and conflicts.

The findings on effective channel usage, follow-up and completeness of information are consistent with earlier
findings from the interviews and survey; completeness of information is consistent if they are referring to the
information they need to do their jobs. The findings on insufficient information and lack of follow-through as
ineffective critical incidents are consistent with earlier survey and interview findings. They are referring to the lack
of a particular kind of information such as dealing with hospital mistakes, problems and how décisions are made.

Another research article in 1983 was conducted by Mehra R.K. on “communications and flow to make them more
effective”. He studied the process of communication in the context of organisations. It also emphasised that the
computer revolution would lead to improved communications. This is not automatically true. The computers can
undoubtedly handle a massive amount of information accurately and at tremendous speed. But the plans have to be
made and executed by human beings and the computers can only serve as a useful tool.

Zia Uddin Khairoodiwala and Shaik. K. Aimed (1984) examined the “Problems of Communication Management.”
According to them communication within an organisation between different levels is a complex process. Different
types of communications are required at different levels. Effective decision making is based on effective
communication network. Because of the many barriers which are inherent in organizational structure more often
than not communication gets distorted. The article deals with the reasons for the failure of communication and
suggests some possible solutions to overcome them.

An investigation by Surya K. Srivastava(1986) has also been made on the types of barriers coming in the way of
effective communication process. They are (a) technical barriers like bypassing or omitting someone from the
communication chain, incomplete communication, poor personal relationship and (b) human barriers i.e.
insignificance of the information, semantics, barrier. This study advised that effective communication requires
advance planning and perfect execution of it which shall yield results in long run. Similarly, most of the
communication failures can be traced to one or mere failure in the planning stages.

The reaerach work of Srinivasan G. (1986) emphasised the importance of participation in communication and its
impact of productivity. The object of this study is to bring out the constructive role of participation in improving the
communication net work of an organisation. In the modem complex organisational structure communication covers
man-man, man—machine, and man-management interfaces. The object of any communication system is to bring the
entire organisational into a net work that will enable its movement towards the established objective in totality. It is
highly essential that a communication system within an organization should be more purposeful and less time
consuming and costly.

Desai, J found out “mutual cooperation and respect among the management and the workers are conductive to better
results in an industrial organisation, and communication system that facilitates information and quick decisions can
only make this possible,”

Rao, P.V.L.N. holds the view that in modem business good communication and the manager's ability to
communicate properly are more essential than any other single factor. Its main functions are to impart in formation,
help arrive at decisions, intimate and accelerate action, in this article the author discusses the host of barriers in the
way of establishing good communication. He also examines the various processes of communication that are usually
pressed into service, e.g. attitude, surveys, joint consultation, suggestion, schemes, interviews and training schemes,
conferences, press-releases, pamphelets and posters etc. and discusses the role of the public relations officer in
maintaining good communication.

Bose, A.B points out that people participate in the indigenous systems of communication. The paper first describes
the extent to which people participate in the indigenous systems of communication, but later, it analyses the causes
of disintegration of these systems and assesses their importance in the modern social context. And finally it suggests
the measures that should be taken to rehabilitate them.

Uthayasuriyan (1989) study on “Organisational climate and employee performance” in tile organization has shown
that there is difference in perception about the dimensions of organizational communication among artisans,
supervisors and executives. However, uniform perception is also present in some dimensions, viz., working
conditions, personnel policies and participative management. Positive trends have been observed about working
conditions, but negative results were noted about personnel policies and participative management. Younger
employees rate the OC as 'not-so-good' compared to older employees. Likewise, personal variables, income and the
place from which they hail also influence perception negatively. High-earning employees and urban-based
employees rate the organizational communication as 'not-so-good' compared to low-earning and rural-based
employees. A significant relationship is observed between organizational communication and employee
performance, although there is no such relationship among the artisans.

Srivastava (1991) found job satisfaction to be affected by upward and downward communication (aspect of
organizational communication). Thus, through review of literature, it becomes evident that there is a relationship
between communication and job satisfaction in organizations.

K.K. Jayan(2001) a study on A study of communication in cochin refineries -

Dmaram Sukh (1988) a study on Working of communication process in industrial organizations

Communication is an all pervasive element and influences very function of management. In fact, success in all
managerial functions largely depends upon effective communication. Effectiveness in management largely depends
upon effective communication and varies with the ability to communicate. Both manager and the subordinate must
understand the information if there is to be proper coordination, implementation and compliance. No organisation
can achieve its objective without having an effective network of communication. The manager likes to make a good
number of decisions. He has to direct, to lead and to motivate the employees and all these functions can be
performed with the help of communication. He has to use communication to maintain excellent relations with his
employees and he has to boost the morale of the employees. Effective in formations and control are possible only
through communication. It also improves issuing instruction, order and assignments, elaborating decisions,
counseling subordinates on plans and performance, and rewarding and disciplining at times and in way* seen as
appropriate by the manager. Communication is a tool of management. It is the means by which the organization
comes into being and functions. The very objectives of an organization are communicated to various executives.
They communicate them to the supervisory personnel who try to implement them with the assistance of the
employees. During the course of their duties the employees feel some doubts and need clarification of the confusion
which can easily be removed through consultation with higher officers. The performance of the employees can be
appraised and reports can be column lea ted to the persons concerned so that corrective measures may be taken if
necessary. The importance of communication can be seen from the findings of our study which show that 90% of
the managers’ time is consumed by communication.

Jayan and Sukh study area pertains to textile sector and is confined to Haryana and union territory of Delhi. The
rationale for selecting textile units only is that their nature of production, organisational structure, technology and
products are almost identical. The size of the sample is 5% in the case of workers50% in case of supervisory staff
and 100% in case of the top executives. Effective communication involves both receiving and understanding
information. Understanding of the message is of primary importance to make communication meaningful and
effective. Our study reveals very interesting results. Only 31.81 managers and supervisors on an average admitted
that their subordinates could interpret the message exactly whereas 43.9% of them indicated that their subordinates
failed to interpret the message in a right way.

As far as the understanding of communication by the workers is concerned, an average of nearly three fourths of the
workers opined that formats, languages and sequences of communication received by them were comprehensible.
As such, a significant number of respondents understand the form of the message but fail to explain the contents
therein. This can safely be ascribed to the tough language used by the supervisors. The poor response, most probably
is the result of the poor educational background and lack of proper training to the workers. Numerous channels
through which information flows from person to person in an organisation constitute the communication net work
within the enterprises.
In the upward communication system the subordinates have the freedom to express their opinion and report on their
work to their superiors. All organisations should encourage this flow of information if they really desire to achieve
better results. In order to make right decision, to frame appropriate policies and to have a true picture of reality of
the enterprise, the effective upward communication should be given due regards. In the present day industrial world
it becomes more inevitable, when we talk of industrial democracy. The denial of such an opportunity can cause a
feeling of difference and frustration. The sideward communication helps in procuring cooperation and coordination
for the successful execution of an enterprise. The communication is said to be downward if it flows from the top and
to the next person in the hierarchy passes the information further down the line i.e. Up to workers.

Communication in cm industry definitely has some purpose to achieve. It is communication that brings the
concerned parties together to achieve the objectives for which the organization stands. The results of the study
perhaps present a contrasting picture because it appears that the co-operative sector has a different perception of the
communication function. Approximately, one half of workers both in public sector and private sector thought that
the purpose of communication was to improve understanding whereas only 16% of workers of co-operative sector
subscribed to this view. The reciprocal responses came from managers’ side. The data confirms that workers were
more specific about the purpose of communication system whereas managers and supervisors have only general
responses.

Communication is the backbone of every organisation. It is the means through which the vehicle of an organisation
keeps moving, and is the tool through which two parties correspond with each other by joining hands and achieve
the objectives for which an organisation exists. The communication in all the organizations under study is two way
traffic as mentioned earlier in the present study. No uniform opinion could emerge as regards the pin pose of the
communication in the organisation which further strengthens the fact that individual differences exist, and people
perceive the things differently. Some of the respondents maintained that speaking and listening were integral
components of communication while others gave conflicting opinion as they pointed out that speaking/listening was
an important part of communication. On this aspect a significant percentage of respondents opined the effective
communication needs both speaking and listening.

The results of the study show that the personal visits in co-operative sector are greater in number than the visits in
the private and public sector. Employees in the public sector, as a matter of fact, do not feel so much involved in
these methods as the employees of private and co operative sector do. Employees can be motivated in a better way if
they get opportunity to discuss their problems freely with their superiors. Weak and ineffective supervision is also
one of the main hindrances in achieving better production.

Workers in all the units under study have definitely given identical responses to the suppression of information. The
workers suggested that they received the information only about the operation of the machines. 81.9%, 75.5% and
69.3% workers from private, public and co-operative sector respectively expressed the view that they received only
the relevant information from their supervisors. More than half of the supervisors from all the units were also of the
same opinion. More than lour fifths of the respondents opined that messages were suppressed. The result spin point
that workers do not either get the message in time or geta slightly distorted version of it, which in turn, produces a
number of obstacles in proper understanding of the message. If the information flow is stopped deliberately, it will
create dissatisfaction about the systems as well as about the job among the respondents. The fate of an organisation
can be well imagined if the messages are suppressed intentionally or even unintentionally. About 51%, 58% and
75% of the workers of BTM, ATM and ISM respectively opined that the present system was only partially
successful in serving their purpose. The result reflects that size able percentage of respondents must have
experienced some difficulty in getting free and frank flow of information. This again points out the presence of some
physical or psychological barriers in the process of communication. The supervisors had indirectly hinted at the fact
that there is definitely something lacking on their side.

Communication can be ' oral, written or by gesture. Oral communication is made in oral way. It can be in the form
of the talks, interviews, meetings and touts. Interview is a conversation with a purpose. Meetings are held to have
discussion aid to reach an agreement. Tours’ are taken by salesman, advertising agents, sales supervisors, market
surveyors and research personnel. These are made to get quick information and to supervise. Written communication
is that which is made in writing. It consists of reports, letters, newsletter:., news weeklies, posters, booklets,
advertisements, manuals, signs, memos, newspapers, annual reports and bulletins. A business letter must be clear,
lucid, precise, polite and courteous communication can be in the form of chart, graphs and diagrams also. About the
use of audio-visual aids in the field of communication, workers were contacted to show their preferences. They have
shown encouraging response to signs.

Srivastava (1991) found job satisfaction to be affected by upward and downward communication (aspect of
organizational communication). Thus, through review of literature, it becomes evident that there is a relationship
between communication and job satisfaction in organizations.

Srivastav Avinash Kumar (2006) observed that organisational climate comprising three functional motives
(achievement, expert influence and extension) and three dysfunctional motives (dependency, control and affiliation)
was measured for 453 randomly selected respondents from a large public sector industry. Factor analysis of the six
organisational climate motives or variables brought out that organisational climate is operating in the organisation in
two ways. “Larger goal orientation” and “friendly relationship orientation” represent the two meta motives of
climate prominently operating in the organisation. Generally the organisational members either focus on attaining
the larger goals (making oneself relevant to others; identifying with larger goals; working for attainment of goals;
striving for excellence; de-emphasizing consolidation of personal power; undertaking responsibility instead of
avoiding it) or they focus on maintaining friendly relationships (disregarding the need for expertise).

Dangwal, et al., (2007) analysed organisational climate, job satisfaction and managerial effectiveness in the context
of pharmaceutical industry in India with special reference to Glaxo and Ranbaxy. The main objectives of this study
are: (i) to make a comparative analysis of organisational climate, job satisfaction and managerial effectiveness in the
organisations under study for the purpose of ranking, (ii) to interrelate age, experience and salary with organisational
climate, job satisfaction and managerial effectiveness in the units and (iii) to make suggestions for improvements.
Results and data analysis indicate that organisational climate and job satisfaction of Glaxo is more favourable with
all positive subfactors and higher scores as compared to Ranbaxy. Further analysis reveals that there are such factors
such as strong focus structure, responsibility, rewards, leadership and standards in Glaxo (because of highest scores
obtained on these factors) as compared to Ranbaxy. This makes Glaxo more system and process oriented
organisation.

Findings by Triveni, Rao and Prasad (2007) revealed that majority of the veterinary assistant surgeons were rated as
medium level of job performers. Of the total twelve independent variables i.e., age, educational qualification, family
size, family income, job experience, span of control, technical knowledge, work load perception, work facilities,
organizational communication, work motivation and co-ordination, six variables namely age, job experience,
technical knowledge, organizational communication, work motivation and coordination have shown a significant
positive correlation with job performance of veterinary assistant surgeons.

It was also seen that some of the dimensions of organizational communication had a significant positive correlation
job satisfaction and job performance (Kumar 2008).

Jains’s “Organizational Communication: A Case Study of a Large Urban Hospital” found that 70% of the critical
incidents reported ineffective situations. Since respondents were encouraged to describe an equal number of both
effective and ineffective incidents, there may be more negative communication behaviours apparent in the hospital
than positive and 81% of the effective critical incidents related to proper use of channel, adequate follow-up of
messages, completeness of information and input into decision-making whereas 80% of the ineffective critical
incidents related to insufficient or inadequate information, lack of follow-through, message distortion, lack of clarity
and conflicts. The findings of effective channel usage, follow-up and completeness of information are consistent
with earlier findings from the interviews and survey which showed that completeness of information is consistent
If they are referring to the information they need to do their jobs which, in the survey, were a highly satisfactory
item throughout the hospital. The findings on insufficient information and lack of follow-through as ineffective
critical incidents are consistent with earlier survey and interview findings if they are referring to the lack of a
particular kind of information namely, dealing with hospital mistakes, problems, how decisions are made.
 A study on organizational climate in Tamilnadu state transport corporation, Tirunelveli district taken up by
Arockia dass (2010) found that out of the sample of 300 respondents, 35 percent of the respondents are in 31 to 40
years age group and the next age group 41 to 50 years also comprises 35 percent of the respondents. It has been
learnt from the study that 70 percent of the respondents are married and only 30 percent of them are unmarried. The
study further shows that 50 percent of the respondents have a dependents strength of one or two in their families and
the three or four dependents category has 35 percent of the respondents. 35 percent of the respondents have a work
experience which ranges between 21 and 30 years and another 30 percent of the respondents have below 10 years of
work experience. A higher perception score of 778 obtained by the statement that subordinates are willing to
approach the superiors and the superiors are ready to help the subordinates shows that it is a highly preferred
statement among the statements given under the dimension „work group co-operation, friendliness and warmth”. It
has been identified that the statement belated communication given by the management does not affect the personal
work of employees is the dominant statement among the ones included under the dimension “participation and
communication‟ supported by a higher perception score of 756.

While “Assessing the Impact of Organizational Communication on Job Satisfaction and Job Performance” Giri and
Kumar (2010) found that “organizational communication would predict significantly job satisfaction and job
performance”, a simple regression was done. The results were found to be significant (F = 261.29, p < 0.01). The R
squared value for job satisfaction was 0.41, which indicates that 41% of variance in job satisfaction was explained
by organizational communication in the organization. Job performance was also found to be significant (F = 72.56, p
< 0.01). 16% of variance in job performance was explained by organizational communication. Thus, the hypothesis
that organizational communication would predict significantly job satisfaction and job performance was accepted.
Dimensions of organizational communication (except upward communication) were found to be significant with job
satisfaction and job performance. Openness (r = 0.59, p < 0.01) and Trust (r = 0.52, p < 0.01) were found to be
highly correlated with job satisfaction, whereas gate keeping (r = 0.12, p < 0.05) and accuracy of information (r =
0.22, p < 0.01) were least correlated with job satisfaction. Similarly, there were high correlation of openness (r =
0.36, p < 0.01) and desire for interaction (r = 0.33, p < 0.01) with job performance. Further, accuracy of information
(r = 0.10, p < 0.05) and gate keeping (r = 0.12, p < 0.05) were least correlated with job performance. Upward
communication was not found to have significant correlation with either job satisfaction or job performance.

Kirti Rajhans (2012) conducted a study on “Effective Organizational Communication: A Key to Employee
Motivation and Performance” and explored the interrelationship between communication, motivation and its overall
impact on employee performance. If employees feel that communication from management is effective, it can lead
to feelings of job satisfaction, commitment to the organisation and increased trust in the workplace.

A study on communication system on ASK apparels textile at Karur district by Fareeth and Raj said that Verbeke, et
al., (1998)

Osman YILDIRIM study “The Impact of Organizational Communication on Organizational Citizenship Behavior”
found that Organizational communication policy dimension is significantly correlated with civic virtue. On the other
hand, there is a significant correlation between communication with co-workers and altruism. In short, there is a
positive correlation among all dimensions, but slightly low (r<0,40).

Kumar and Jamal (2016) study concludes that although, in majority of the management situations transactions by
and large are complementary (41.26% ), the crossed ( 29.14% ) and ulterior (29.245% ) transactions also occurred
almost equally which is not a good sign for the top management authority and hence, they must initiate the
necessary steps to checks this unpleasant situation in future in the organization. It is evident from the data that
majority of the management personnel (3.52) were found to be in favour of establishing communication linkages
with others. The maximum score (3.59) was obtained by the management personnel at the LLM followed by the
SLM management personnel (3.50) and ULM (3.49) respectively. The lowest score (3.47) was found at the MLM in
the organization.
Ref
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Rao, P.V.L.N. “Some Aspects of Industrial Communication.” Indian Management 4(6), November-December, 1965,
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Desai, J. “Role of Communication in Industry” Vidya 7(2) August, 1964, p. 68-72.

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