Managers' communication styles and employees' job satisfaction: A quantitative study

by Butts, Aubrey G., Ph.D., CAPELLA UNIVERSITY, 2010, 122 pages; 3427236

Abstract:

The major purpose of this study was to add to the research of management communication in organizations by examining the effect of a manager‘s communication style on subordinates' perceived job satisfaction. Other purposes were to determine (a) if there is a statistically significant relationship between supervisors‘ perceived communication styles (telling, selling, consulting, and joining) and employee job satisfaction and (b) if employees perceive supervisors as having various communication styles (telling, selling, consulting, and joining) that affect their job satisfaction. Study data were obtained by distributing two survey instruments. The Management Communication Style (MCS) Scale developed by Richmond and McCroskey (1979) was used to measure the Independent Variable (IV) of managers‘ communication styles. The Job In General (JIG) scale, an 18-item instrument developed by Ironson, Smith, Brannick, Gibson, and Paul (1989), was used to evaluate the Dependent Variable (DV) of employee job satisfaction. The population selected for the study included 627 members of a U.S. governmental organization. Analysis of Variance (ANOVA) was conducted to determine the relationship of each MCS with employee job satisfaction. The findings indicate that almost half of the respondents currently work under a consult type MCS, while many others worked under a sell type MCS. However, management communication style was not found to be significant with the job satisfaction of employees, and no specific style could lead to a consistently high job satisfaction rate from employees. It was observed that none of the MCS variables were significant with job satisfaction.

AdviserZhenhu Jin
SchoolCAPELLA UNIVERSITY
Source TypeDissertation
SubjectsManagement; Communication
Publication Number3427236

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