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Cloud, Dana L. – Management Communication Quarterly, 2001
Suggests the field of communication studies is substantially marked by a nearly exclusive emphasis on culture that risks ignoring a powerful class antagonism between workers and employers. Notes that current literature in the field emphasizes voice, identity, and cultural microstrategies in the workplace rather than on labor's agency in winning…
Descriptors: Employer Employee Relationship, Higher Education, Labor Economics, Labor Relations
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Fritz, Janie M. Harden – Management Communication Quarterly, 2002
Reports on a study intended to develop a typology of "troublesome others" at work as a basis for research on unpleasant work relationships. Notes respondents rated an unpleasant work associate on a series of Likert-type scales. Present six troublesome boss clusters, eight troublesome peer clusters, and five troublesome subordinate clusters…
Descriptors: Business Communication, Cluster Grouping, Employer Employee Relationship, Evaluation Methods
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Taylor, Bryan C.; Carlone, David – Management Communication Quarterly, 2001
Engages Silicon Valley as both a real site of high technology organizations and as a contested, symbolic site of cultural discourse. Develops five themes that indicate how communication scholars might engage Silicon Valley as a "noisy" site swarming with the interrelated dialects of organization and culture. Demonstrates how the…
Descriptors: Case Studies, Communication Research, Employer Employee Relationship, Higher Education
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Guzley, Ruth M. – Management Communication Quarterly, 1992
Investigates whether individual levels of organizational commitment are related positively to perceptions of organizational climate and of communication climate. Finds that employees' perceptions of organizational climate and of communication climate were correlated positively with the level of employees' organizational commitment. (PRA)
Descriptors: Communication Research, Employee Attitudes, Employees, Employer Employee Relationship
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Grunig, Larissa A. – Management Communication Quarterly, 1990
Assesses the level of job satisfaction among public relations practitioners. Finds that autonomy, variety of tasks, and upward mobility results in satisfaction. Identifies as causes of dissatisfaction small budgets, dead-end jobs, dull work, low prestige, unsupportive bosses, low pay, lack of input into the decision process, and sexism. (KEH)
Descriptors: Communication Research, Employee Attitudes, Employer Employee Relationship, Job Analysis