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 […]

Making Waves at Work: Perceived Effectiveness and Appropriateness of Organizational Dissent Message

Topic: Organizational Dissent Author(s), Title and Publication Garner, J. T. (2012). Making waves at work: Perceived effectiveness and appropriateness of organizational dissent message. Management Communication Quarterly, 26(2), 224-240. Summary This study examined supervisors’ perceptions of effectiveness and appropriateness of various dissent messages. Participants (364 employees) were asked to recall a conversation with a supervisor or […]

The Risks and Rewards of Speaking Up: Managerial Responses to Employee Voice

Topic: Upward Communication Author(s), Title and Publication Burris, E. R. (2012). The risks and rewards of speaking up: Managerial responses to employee voice. Academy of Management Journal, 55(4), 851-875. Summary This article examined how restaurant managers respond to employee voice with three studies. Employee voice includes 1) challenging voice, which is intended to alter or […]

What Do Leaders Recall About Their Multisource Feedback?

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 […]

Managerial communication: The link between frontline leadership and organizational performance

Topic: Managerial Communication and Frontline Leadership Author(s), Title and Publication Ahmed, Z., Shields, F., White, R., & Wilbert, J. (2010). Managerial communication: The link between frontline leadership and organizational performance. Journal of Organizational Culture, Communication and Conflict, 14(1), 107-120. Summary This essay describes how effective managerial communication (MC) can assist frontline managers (FMs) in cultivating […]

Employee Engagement in Practice: JTI Case Study

Topic: Employee Engagement Author(s), Title and Publication Towers Watson. (2009). Employee Engagement in Practice: JTI Case Study. New York: Towers Watson. Summary This project evaluated the level of employee engagement in JTI, the international division of Japan Tobacco Inc., which is described as “one of the most dynamic tobacco companies worldwide.” A high level of […]

Defensive Communication and Burnout in the Workplace: The Mediating Role of Leader–Member Exchange

Topic: Employee Burnout and Defensive Communication Author(s), Title and Publication Becker, J. H., Halbesleben, J. B., & O’Hair, H. (2005). Defensive Communication and Burnout in the Workplace: The Mediating Role of Leader–Member Exchange. Communication Research Reports, 22(2), 143-150. Summary This study used leader-member exchange (LMX) theory, which suggests that leaders develop different relationships with employees […]

Measuring the impact of employee communication on employee comprehension and action: A case study of a major international firm

Topic: Measurement of Employee Communication Outputs and Outcomes   Author(s), Title and Publication O’Neil, J. (2008). Measuring the impact of employee communication on employee comprehension and action: A case study of a major international firm. Public Relations Journal, 20(2).   Summary This case study describes how a global firm planned, implemented, and evaluated a new […]

Organizational Values and Their Relation to Organizational Performance Outcomes

Topic: Organizational Values and Employee Performance Author(s), Title and Publication Fitzgerald, G. A., & Desjardins, N. M. (2004). Organizational Values and Their Relation to Organizational Performance Outcomes. Atlantic Journal of Communication, 12(3), 121-145. Summary Research has shown that many “best companies” adhere to core organizational values, and performance improves when the values are shared with […]