The effect of formal and informal communication on managerial satisfaction and performance
128 middle-managers working for 1 different organisations supplied data about their communications with different persons in their organization. From this data measures were developed for each manager of (a the frequency of his scheduled (formal) communications, and (b) the frequency of his unsched...
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| Format: | Article |
| Language: | English |
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University of Johannesburg
2022-11-01
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| Series: | Communicare |
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| Online Access: | https://journals.uj.ac.za/index.php/jcsa/article/view/2031 |
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| _version_ | 1832593861496537088 |
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| author | Christopher Orpen |
| author_facet | Christopher Orpen |
| author_sort | Christopher Orpen |
| collection | DOAJ |
| description |
128 middle-managers working for 1 different organisations supplied data about their communications with different persons in their organization. From this data measures were developed for each manager of (a the frequency of his scheduled (formal) communications, and (b) the frequency of his unscheduled (informal) communications with superiors (upward communication), with peers (horizontal communication) and with subordinates (downward communication). Significantly positive relations were formed between unscheduled communications and job satisfaction, especially horizontal communication None of the relations between scheduled or unscheduled communications and job performance were significant
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| format | Article |
| id | doaj-art-5ccc7384dfb54cf2a6ba3bc8480f452e |
| institution | Kabale University |
| issn | 0259-0069 2957-7950 |
| language | English |
| publishDate | 2022-11-01 |
| publisher | University of Johannesburg |
| record_format | Article |
| series | Communicare |
| spelling | doaj-art-5ccc7384dfb54cf2a6ba3bc8480f452e2025-01-20T08:45:01ZengUniversity of JohannesburgCommunicare0259-00692957-79502022-11-0110110.36615/jcsa.v10i1.2031The effect of formal and informal communication on managerial satisfaction and performanceChristopher Orpen0Boumemouth Polytechmc 128 middle-managers working for 1 different organisations supplied data about their communications with different persons in their organization. From this data measures were developed for each manager of (a the frequency of his scheduled (formal) communications, and (b) the frequency of his unscheduled (informal) communications with superiors (upward communication), with peers (horizontal communication) and with subordinates (downward communication). Significantly positive relations were formed between unscheduled communications and job satisfaction, especially horizontal communication None of the relations between scheduled or unscheduled communications and job performance were significant https://journals.uj.ac.za/index.php/jcsa/article/view/2031communicationsorganizationpositive relationsjob satisfaction |
| spellingShingle | Christopher Orpen The effect of formal and informal communication on managerial satisfaction and performance Communicare communications organization positive relations job satisfaction |
| title | The effect of formal and informal communication on managerial satisfaction and performance |
| title_full | The effect of formal and informal communication on managerial satisfaction and performance |
| title_fullStr | The effect of formal and informal communication on managerial satisfaction and performance |
| title_full_unstemmed | The effect of formal and informal communication on managerial satisfaction and performance |
| title_short | The effect of formal and informal communication on managerial satisfaction and performance |
| title_sort | effect of formal and informal communication on managerial satisfaction and performance |
| topic | communications organization positive relations job satisfaction |
| url | https://journals.uj.ac.za/index.php/jcsa/article/view/2031 |
| work_keys_str_mv | AT christopherorpen theeffectofformalandinformalcommunicationonmanagerialsatisfactionandperformance AT christopherorpen effectofformalandinformalcommunicationonmanagerialsatisfactionandperformance |