Communicating performance expectations within organizations and its effect on intention to stay

by Alexander-Phifer, Shannon R., D.B.A., CAPELLA UNIVERSITY, 2016, 134 pages; 10164306


The problem within organizations is for a manager to transfer knowledge to subordinates that detail what the performance expectations entail and the ability to lead employees through effective communication that enhance the organization. A manager who does not effectively communicate performance expectations to employees contributes to the problem in organizations. Acquiring and retaining managers who have the ability to articulate and communicate performance expectations is a recurring challenge for organizations.

Knowledge management is a vital concept for strengthening, growth, and capabilities. Within an organization, managers must establish a thorough understanding of the organization’s expectations in terms of sharing knowledge for each responsibility within the organization. The communication of performance expectations serves as a foundation for the creation of knowledgeable and competitive employees within an organization. This qualitative single case study explored an organization within the servicing industry.

The case study further explored what effect knowledge sharing of performance outcomes have on the intention to stay at the organization. The study consists of data retrieved from seven participants via face-to-face interviews. Results from this study addressed: What effect knowledge sharing from managers to employees have on intention to stay, leadership style, learning styles, and work-life balance from front-line to upper management employees. The ending results from this study ultimately support Homan (1958) Social Exchange Theory and communicating performance expectations within organizations and its effect on employee’s intention to stay with an organization.

AdviserGregory C. McLaughlin
Source TypeDissertation
SubjectsBusiness administration; Management
Publication Number10164306

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