GAINESVILLE, FL – Research on neuroscience and public relations, employee communications, social media and measurement standards will be core 2013 directions for the Institute for Public Relations (IPR), led by newly elected officers and Trustees. “These themes emerged from the IPR Trustees Research Symposium earlier this month, which immediately followed the Board meeting where officers … Continue reading IPR Names 2013 Leadership and Trustees, Reinforces Research Direction
Monthly Archives: November 2012
CEOs are often the face of a company, but having a visible, or even well liked, CEO may not help a company’s reputation in all situations. This is a topic I explored over the summer with PRIME Research thanks to the Grunig PRIME Fellowship. Specifically, I looked at how the tone and visibility of CEO … Continue reading CEO’s Reputation Doesn’t Always Help →
The Institute for Public Relations Measurement Commission has been the organizer of the Measurement Summit each autumn for about the last decade. Throughout most of those years the Summit has been held at venues in and around Portsmouth, New Hampshire just as the autumn color emerges. The event has always benefited from that rich set … Continue reading View from the Summit →
Topic: Communication Climate and Organizational Commitment Author(s), Title and Publication Trombetta, J. J., & Rogers, D. P. (1988). Communication Climate, Job Satisfaction, and Organizational Commitment: The Effects of Information Adequacy, Communication Openness, and Decision Participation. Management Communication Quarterly, 1(4), 494-514. Summary This study investigated the impact of communication on employees’ organizational commitment (i.e., employee loyalty). … Continue reading Communication Climate, Job Satisfaction, and Organizational Commitment: The Effects of Information Adequacy, Communication Openness, and Decision Participation →
Topic: Employee Feedback and Leader Performance Author(s), Title and Publication Smither, J. W., Brett, J. F., & Atwater, L. E. (2008). What Do Leaders Recall About Their Multisource Feedback? Journal of Leadership & Organizational Studies, 14(3), 202-218. Summary Multisource feedback (MSF), which refers to feedback from one’s supervisors, peers and subordinates, provides a more comprehensive … Continue reading What Do Leaders Recall About Their Multisource Feedback? →
Topic: Organization-Employee Relationships Author(s), Title and Publication Seltzer, T., Gardner, E., Bichard, S., & Callison, C. (2012). PR in the ER: Managing internal organization–public relationships in a hospital emergency department. Public Relations Review, 38(1), 128-136. Summary Focusing on a university-affiliated emergency department (ED), this study investigated the antecedents and outcomes of organization-employee relationships, and the … Continue reading PR in the ER: Managing internal organization–public relationships in a hospital emergency department →
Topic: Turnover and Organizational Identification Author(s), Title and Publication Scott, C. R., Connaughton, S. L., Diaz-Saenz, H. R., Maguire, K., Ramirez, R., Richardson, B., Shaw, S. P., & Morgan, D. (1999). The Impacts of Communication and Multiple Identifications on Intent to Leave: A Multimethodological Exploration. Management Communication Quarterly, 12(3), 400-435. Summary This study examined two … Continue reading The Impacts of Communication and Multiple Identifications on Intent to Leave: A Multimethodological Exploration →
Topic: Organizational Identification Author(s), Title and Publication Myers, S. A., & Kassing, J. W. (1998). The Relationship Between Perceived Supervisory Communication Behaviors and Subordinate Organizational Identification. Communication Research Reports, 15(1), 71-81. Summary According to the theory of unobtrusive control, modern organizations control their internal environments by biasing employees towards making organizationally favorable decisions. Organizational identification … Continue reading The Relationship Between Perceived Supervisory Communication Behaviors and Subordinate Organizational Identification →
Topic: Transformational Leadership and Employee Engagement Author(s), Title and Publication Moss, S. (2009). Cultivating the Regulatory Focus of Followers to Amplify Their Sensitivity to Transformational Leadership. Journal of Leadership & Organizational Studies, 15(3), 241-259. Summary Transformational leaders attempt to instill a sense of pride in their employees; understand employees’ needs, desires and concerns; recognize their … Continue reading Cultivating the Regulatory Focus of Followers to Amplify Their Sensitivity to Transformational Leadership →
Topic: Distrust Author(s), Title and Publication Keyton, J., & Smith, F. L. (2009). Distrust in Leaders: Dimensions, Patterns, and Emotional Intensity. Journal of Leadership & Organizational Studies, 16(1), 6-18. Summary This study examined distrust as either a violation of trust (trust initially exists, and distrust occurs when something damages established trust) or the opposite of … Continue reading Distrust in Leaders: Dimensions, Patterns, and Emotional Intensity →
Topic: Organizational Commitment Author(s), Title and Publication Guzley, R. M. (1992). Organizational Climate and Communication Climate: Predictors of Commitment to the Organization. Management Communication Quarterly, 5(4), 379-402. Summary This study examined the impact of organizational climate (OC) and communication climate (CC) on employees’ organizational commitment (EOC). OC is a complex mix communication flow, decision-making effectiveness, … Continue reading Organizational Climate and Communication Climate: Predictors of Commitment to the Organization →
Topic: Mentoring Author(s), Title and Publication Gibson, J. W., Tesone, D. V., & Buchalski, R. M. (2000). The Leader as Mentor. Journal of Leadership Studies, 7(3), 56-67. Summary This study explored the mentoring role of leaders. Mentoring refers to an interpersonal relationship in which a senior or more experienced person helps a junior or inexperienced … Continue reading The Leader as Mentor →