Can businesses effectively regulate employee conduct? The antecedents of rule following in work setting

Topic: Employee Rule Adherence Author(s), Title and Publication Tyler, T. R., & Blader, S. L. (2005). Can businesses effectively regulate employee conduct? The antecedents of rule following in work setting. Academy of Management Journal, 48(6), 1143-1158. SummaryThis study identified optimal strategies to gain employees’ adherence to organizational rules and policies by comparing two approaches: a […]

Exploring Nonlinearity in Employee Voice: The Effects of Personal Control and Organizational Identification

Topic: Employee Communication Behavior and Upward Communication Author(s), Title and PublicationTangirala, S., & Ramanujam, R. (2008). Exploring nonlinearity in employee voice: The effects of personal control and organizational identification. Academy of Management Journal, 51(6), 1189-1203. SummaryThis study investigated the impact of employees’ perceived personal control on their voice. Personal control refers to employees’ perceived autonomy […]

Matching the message: The role of regulatory fit in negative managerial communication

Topic: Supervisory Communication Author(s), Title and PublicationFransen, M. L., & ter Hoeven, C. L. (2011). Matching the message: The role of regulatory fit in negative managerial communication. Communication Research. SummaryThis study examined whether managers could communicate bad news effectively by fitting the message into employees’ regulatory focus (promotion orientation, and prevention orientation). According to regulatory […]

Downsizing Survivors’ Communication Networks and Reactions: A Longitudinal Examination of Information Flow and Turnover Intentions

Topic: Retention Author(s), Title and Publication Susskind, A. M. (2007). Downsizing Survivors’ Communication Networks and Reactions: A Longitudinal Examination of Information Flow and Turnover Intentions. Communication Research, 34(2), 156-184 Summary This study investigated surviving employees’ reactions to changes in their communication network (e.g., network centrality) in a downsizing event, and their intentions to leave. Network […]

Conversing About Performance: Discursive Resources for the Appraisal Interview

Topic: Supervisory Communication and Appraisal Interview Author(s), Title and Publication Gordon, M. E., & Stewart, L. P. (2009). Conversing about performance: Discursive resources for the appraisal interview. Management Communication Quarterly, 22(3), 473-501. Summary This article identified various resources available for the organization to prepare for and conduct efficient appraisal interviews. The authors propose a communication-centered […]

Being “In the Know” in a Participative Management System

Topic: Employee Involvement Author(s), Title and Publication Marshall, A. A., & Stohl, C. (1993). Being “In the Know” in a Participative Management System. Management Communication Quarterly, 6(4), 372-404. Summary A primary advantage of employee involvement is assumed to be the development of knowledgeable workers who perform better. Little research, however, has explored how employees’ activities […]

Designing Discourse: A Critical Analysis of Strategic Ambiguity and Workplace Control

Topic: Ambiguous Communication Author(s), Title and Publication Markham, A. (1996). Designing Discourse: A Critical Analysis of Strategic Ambiguity and Workplace Control. Management Communication Quarterly, 9(4), 389-421. Summary This case study examined how employees of a small design company experienced a work environment of ambiguous communication. Previous studies have suggested that organizational leaders could use strategic […]

Echoes of the Vision: When the Rest of the Organization Talks Total Quality

Topic:Vision Implementation Author(s), Title and Publication Fairhurst, G. T. (1993). Echoes of the Vision: When the Rest of the Organization Talks Total Quality. Management Communication Quarterly, 6(4), 331-371. Summary Most members of an organization know the vision primarily through echoes supplied by leaders and other members. Organizational members other than senior managers often pay little […]

Creating the Climate and Culture of Success

Topic: Organizational Climate and Organizational Culture Author(s), Title and Publication Schneider, B., Gunnarson, S. K., & Niles-Jolly, K. (1994). Creating the Climate and Culture of Success. Organizational Dynamics, 23(1), 17-29. Summary This essay examined management values that must be adhered to by employees for organizational effectiveness. Climate is employees’ perceived atmosphere that is created within […]

Creating Corporate Cultures Through Mythopoeic Leadership

Topic: Corporate Culture Author(s), Title and Publication Jarnagin, C., & Slocum Jr., J. W. (2007). Creating Corporate Cultures Through Mythopoeic Leadership. Organizational Dynamics, 36(3), 288-302. Summary This essay introduced the concept of Mythopoeic Leadership as a framework for leaders to develop a robust corporate culture that drives employees to consistently make heroic efforts. Culture has […]

Cultivating the Regulatory Focus of Followers to Amplify Their Sensitivity to Transformational Leadership

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 […]