员工满意度外文翻译文献

文献信息：

文

献

标

题

：

Emplo yee

Satisfaction:

Communication

Competence

and

Leadership Oriented Approach

（员工满意度：沟通能力与领导导向）

国外作者：

IK Suher

，

CS Bir

，

E Engin

，

BE Akgoz

文< /p>

献

出

处

：

《

International

Journal

of

Innovative

Research

and

Development

》< /p>

,2016,5(5):194-202

字数统计：

3265

单词，

19 231

字符；中文

5450

汉字

外文文献：

Employee Satisfaction: Communication Competence and

Leadership Oriented Approach

Abstract

This research explores whether or not relationships between supervisor

communicator

competences,

leadership

style

(Task-

oriented

vs.

Relation-oriented)

and employee job and communication satisfaction exist. Participants are 126 graduate

students who works for (52 males and 74 female) a variety of organizations in Turkey.

The

findings

signify

that

there

is

incontrovertibly

positive

and

strong

relationship

between

supervisor

communication

competence

and

employee

communication

satisfaction. In a similar way, relational leadership style has strong effect on employee

communication

satisfaction.

On

the

other

hand,

the

results

indicate

that

weak

relationship

between

task-oriented

leadership

style

and

job

and

communication

satisfaction.

According

the

results

communicator

competence

is

the

strongest

significant

standardized

regression

coefficient

with

the

job

and

communication

satisfaction.

Keywords:

Employee

communication,

communication

competence,

leadership

style

uction

Employee satisfaction influence an individual's commitment to the company and

also it has effect on employee performance and business success. Employee behavior

and satisfaction are highly correlated to the organization success and because of this

reason

the

researches

on

employee

satisfaction

is

quite

rich.

Pincus

(1986)

investigated the effect of communication satisfaction on job performance, Helm (2011)

studied about employees’ im

pact on corporate reputation, Cravens and Oliver (2006)

mentioned employees as key factor of reputation, Antoncic and Antoncic (2011) and

Duboff

and

Heaton

(1999)

specified

how

employee

satisfaction

is

important

on

business

growth,

Bulgarella

(2005),

Hanna

at

all.

(2004)

remarked

that

employee

satisfaction is a vital aspect for customer satisfaction, Brown et al. (1996) found out

that

positive

employee

behavior

has

strong

and

positive

effect

on

customer

satisfaction.

Kattara

et

al.

(2014)

published

a

study

about

impact

of

employee

behavior on customers' overall satisfaction.

Employee satisfaction contains both communication and job satisfaction and it is

influenced

by

many

different

factors

like

leadership

style

and

the

quality

of

communication

with

leaders.

Increasing

the

effectiveness

of

leader-employee

communication can help to strengthen levels of employee satisfaction.

ture Review

ication Competence

Communication

competence

is

about

the

knowledge

and

wisdom

of

using

applicable

communication

skills.

Communication

competence

is

not

just

understanding proper communication skills but also the ability to apply and adapt that

knowledge

when

certain

situations

may

emerge

unexpected

(Cooley

and

Roacch,

1984:25).

Communication

competence

is

considered

to

contain

both

cognitive

and

behavioral

aspects

(Rubin,

1985).

Understanding

that

communication

competence

contains these two aspects, then being socially informed and perceptive is a key factor

in being a competent communicator. Light (1989) considered fundamental constructs

of

communication

competence

as

functionality

of

communication;

sufficiency

of

communication,

knowledge,

judgmentand

skill.

Spitzberg

(1983)

believed

that

communication

competence

involved

knowledge,

motivation

and

skill

as

a

system

that

relates

and

connects

to

one

another.

In

order

to

be

mutually

beneficent

to

one

another

in

a

relationship,

communication

competence

is

a

necessary

tool

which

consists

of

cognitive,

attitudinal,

emotional

and

behavioral

knowledge

(B-Ikeguchi,

2014).

In

order

to

reach

personal,

educational,

vocational

and

social

goals,

communication competence is a key quality that an individual need in order to attain

success in life (Light and Mcnughton, 2014:1).

ship

Yukl defined leadership as “the

process of influencing others to understand and

agree about what needs

to be done and how to

do it, and the process of facilitating

individual

and

collective

efforts

to

accomplish

shared

objectives”

(2016:8).

Leadership is not just a trait, it is recognized as a process which individuals influence

people in order to reach certain goals and objectives as a unit (Sharmai, Jain, 2013).

Bryman (1992) considered leadership as

the ability to

direct

people towards certain

goals for an organization.

In literature, leadership is considered to be divided into two separate functions;

Task- oriented leadership and relation- oriented leadership (Taberner, Chambel, Arana,

2009). Task-oriented leadership focuses on organizing, planning and coordinating the

necessary jobs needed of the team or individual employees whereas relation-oriented

leadership

focuses

on

the

motivation

and

behaviors

of

the

people

themselves.

In

relation-oriented leadership, the leader works to inspire those around him in order to

achieve

the

organizati

on’s

success.

The

effectiveness

of

leader

-subordinate

relationship affects many organization outcomes due to group satisfaction (Anderson,

Madlock&

Hoffman,

2006).

Leadership

plays

a

great

roll

in

effecting

employee

satisfaction (Castaneda &Nahavand, 1991).

ication Satisfaction

Communication

satisfaction

is

an

important

topic

in

our

day

which

is

being

researched

and

investigated

for

business

and

communication

industries.

“Communication

satisfaction

is

an

employee's

satisfaction

with

various

commun

ication practices of the organization” (Clampitt and Girard, 1993:84). Pincus

described

communication

satisfaction

as

the

accumulation

of

an

individual’s

satisfaction

which

is

saturated

from

information

flow

and

relationship

variables

(Pincus,

1986).

Different

researches

has

studied

on

communication

satisfaction

measurement.

For

instance,

Downs

and

Hazen

(1977)

created

Communication

Satisfaction

Questionnaire,

Organizational

Communication

Scale

was

conducted

by

Roberts

and

O’Reilly

(1979),

and

to

analyze

co

mmunication

practices

in

organizations.

Crino

and

White

(1981)

were

the

researchers

who

offered

a

conceptualization of communication satisfaction.

A

conceptualization

of

communication

satisfaction

was

offered

by

Crino

and

White (1981), who argued that organizational communication satisfaction involves an

individual’s satisfaction with various aspects of the communication occurring in the

organization, whereas Putti, Aryee, and Phua (1990) demonstrated that organizational

members’

communication

satisfaction

is

associated

with

the

amount

of

information

available to them. Although communication provides employees with information that

clarifies work tasks and may contribute to communication satisfaction, Anderson and

Martin

(1995)

found

that

employees

engage

in

communication

interactions

with

coworkers and superiors to satisfy interpersonal needs of pleasure and inclusion. Thus,

employee

communication

satisfaction

appears

to

involve

a

task

and

relational

dimension.

Satisfaction

Job satisfaction has been an area which examined by researchers for a long time.

According

to

Locke

(1976)

definition

job

satisfaction

is

a

pleasant

or

positive

emotional expression which causes by worker’s job or job experience.

Many

different

researches

have

shown

that

dissatisfied

employees

are

more

likely to quit their jobs or be absent than satisfied employees so job satisfaction is one

of

the

vital

necessaries

for

business

success

(Saari

and

Judge,

2004).

According

to

Schneider

and

Snyder’s

definition

(1975)

job

satisfaction

i

s

personal

evaluation

of

conditions

related

to

job,

or

outcomes

that

arise

as

a

result

of

having

a

job.

The

perception of employees about their job is influenced by many different factors such

as employee’s personal circumstances like needs, values and exp

ectations (Sempane

at al. 2002). Moreover, quality of communication in the organization, communication

between employees and supervisors and supervisor leadership style have an influence

on the employees’ job satisfaction.

This

research

explores

if

relationships

exist

between

supervisor

communicator

competence,

leadership

style

(task

or

relationship

oriented)

an

employee

job

and

communication satisfaction in Turkey.

The current research conducted based on the Mudlock’s article (2008) that titled

“The

Link

Between

Leadersh?p

Style,

Communicator

Competence

and

Employee

Sat?sfaction”

The

research

process

which

used

by

Mudlock

(2008)

contained

four

different scales to investigate relationship between components. Authors reached the

original

publications

which

contain

the

scale

items

and

these

scales

translated

to

Turkish by authors and the pilot questionnaire was send 10 participants. The results of

this pilot were used to refine the questionnaire for distribution to research participants.

The data used in this study were collected from graduate students of Bahcesehir

University in

Turkey. Respondents

were chosen by using the convenience sampling

method.

These participants are not only graduate students of Marketing Communication

and

Public

Relations

program

but

also

they

work

for

different

organizations.

The

survey was pre-tested on 10 students and then a total of 200 questionnaire forms send

them

via

e-mail.

At

the

end

of

the

given

period

126

usable

questionnaire

forms

returned.

Communicator

competence

scaled

was

developed

by

Monge

et

al.

(1982.9)

which

is

12-item

Communicator

Competence

Questionnaire.

Job

satisfaction

was

measured by the 8-item Abridged Job in General (AJIG) scale (Russell et al., 2004).

Communication

satisfaction

was

measured

by

the

19-item

Interpersonal

Communication Satisfaction Inventory (ICSI) developed by Hecht (1978). Leadership

style

was

measured

by

the

20-item

Leadership

Style

Questionnaire

developed

by

Northouse (2001). The instrument measures the task and relational leadership styles.

Mudlock

(2008)

used

Pearson

correlations

and

multiple

regression

analyses

to

show relationship between predictor and criterion variables. In the current research we

followed his way to test hypotheses and to answer two different research questions.

The

current

research

has

the

same

hypotheses

and

research

question

in

Mudlock’s (2008) article. These are:

H

1:

There

is

a

significant

and

positive

relationship

between

supervisor

communication competence and employee job and communication satisfaction.

H 2: There is a significant and positive relationship between supervisor relational

leadership style and employee job and communication satisfaction.

H 3: There is a significant and positive relationship between a supervisor’s task

leadership style and employee job and communication satisfaction.

H 4: There is a significant and positive relationship between a supervisor’s task

and relational leadership style and communication competence.

RQ1:

Which

behavior

displayed

by

a

supervisor

—

task

leadership,

relational

leadership,

or

communicator

competence

—

will

serve

as

a

greater

predictor

of

employee communication satisfaction?

RQ2:

Which

behavior

displayed

by

a

supervisor

—

task

leadership,

relational

leadership,

or

communicator

competence

—

will

serve

as

a

greater

predictor

of

employee job satisfaction?

gs

Participants were 126 working adults and more than half were female (see table

1). Table 3 shows organizations which they work for. 43 participants were working for

a

female

supervisor

and

79

were

working

for

a

male

supervisor.

(see

table

2)

Participants

ranged

in

age

from

<=

25

to

41+

(M

=

30.44,

SD

=

16),

whereas

supervisors’

ages

ranged

from

30

to

71

(M

=

48,70

SD

=

12.7).

Table

3

contains

information about participant’s organizations types.

f

Female

Male

Total

74

52

126

%

58,73

41,27

100