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This study aims to investigate the relationships between two dimensions of communication satisfaction – personal feedback and supervisory communication – on outcomes such as altruistic organizational citizenship behavior and civic virtue. Another aim is to examine the mediating role of organizational justice (OJ) between these two dimensions of communication satisfaction and altruistic organizational citizenship behavior and civic virtue.

This study is based on a survey conducted in major organizations in Macau SAR, China. Data from 294 respondents who successfully completed the questionnaire is used for the analysis.

The results reveal that supervisory communication is significantly and positively associated with altruistic organizational citizenship behavior. Both personal feedback and supervisory communication are significantly and positively associated with civic virtue. OJ is a mediator between personal feedback and civic virtue. OJ also mediates the relationship between satisfaction with supervisory communication and civic virtue. It is intriguing that OJ is not a mediator in the relationship between satisfaction with communication and altruistic organizational citizenship behavior.

A single city cross-sectional study presents some restrictions on the generalizability of the findings. More studies are needed to understand communication satisfaction – organizational citizenship behavior processes to establish if the findings hold with other samples in other cultures.

The empirical evidence in this study shows that satisfaction with communication is critical for promoting discretionary behaviors. The mediating roles of OJ between personal feedback and civic virtue and between supervisory communication and civic virtue, clearly indicate that even though a manager may try hard to motivate employees’ participation in discretionary behaviors, whether employees participate in extra-role behaviors depends on their perception of justice.

This is the first study to examine how altruistic organizational citizenship behavior and civic virtues are influenced by satisfaction with communication. Moreover, the mediating role of OJ has never been tested previously. The findings contribute to the HR literature and provide deeper insights on how to promote citizenship behavior.

Through a survey of 200 employees working in five of the thirty establishments analysed in previous research about the microeconomic effects of reducing the working time (Cahier 25), the consequences on employees of such a reduction can be assessed; and relevant attitudes and aspirations better known.

This study explored how organizational leaders at different hierarchical levels may communicatively enhance employees' health and well-being. Drawing on interdisciplinary research, it proposed a model that connects health-oriented leadership communication at supervisory and executive levels with remote workers' self-care and stress levels during the COVID-19 pandemic.

Data collected through a survey of 363 full-time United States (US) employees were analyzed to test the model.

Results showed health-oriented communication at the two leadership levels directly influenced employees' self-care, which in turn reduced their stress levels. Further, executive leaders' health-oriented leadership communication indirectly impacted remote workers' self-care through its positive association with supervisors' health-oriented leadership communication.

This study offers much-needed guidelines for executive leaders, supervisors and communication practitioners seeking to meet employees' growing expectations for a healthy work environment in today's post-pandemic era.

Although the literature has established organizational leadership as a vital determinant for a healthy workforce, few studies have explored leaders' health-specific communication to enhance employee health. This study is the first to conceptualize health-oriented leadership communication at dual hierarchical levels and uncover its influence on employees. The results suggested the importance of health-oriented leadership communication across hierarchical levels in building a healthy workplace.

Through the lens of social exchange theory and organisation support theory, the purpose of this paper is to examine the passive, aggressive, and assertive styles of managers/supervisors that influence perceived supervisory support and to test whether the support increases employees’ satisfaction with the communication of supervisors and their organisation‐based self‐esteem. It also assesses whether employees’ communication satisfaction and their self‐esteem influence employees’ performance, commitment and absenteeism.

In total, 400 employees from ten manufacturing firms in India were studied through questionnaire survey. Standard instruments were used to assess the constructs. A scale was developed to measure the communication style of managers and a single item to assess absenteeism.

Results revealed that assertive style of communication lends maximum support to employees. Perceived supervisory support at the workplace enhances employees’ satisfaction with communication of supervisors and organisation‐based self‐esteem. Satisfaction with communication fosters a strong emotional bond with organisations and the emotional bond with organisations reduces employees’ absenteeism.

The paper shows that employees’ organisation‐based self‐esteem increases their job performance. Organisations can conduct training programs to develop an assertive communication style in their managers/supervisors to increase the support to subordinates; thereby its positive consequences will follow in increasing employees’ performance and commitment and reducing absenteeism.

This study uses an empirical case study to examine the relationship between flexible work arrangements (whether employees work on a full‐time or part‐time basis) and one aspect of employee relations, namely communication satisfaction. Quantitative and qualitative data were collected from employees in a major Australian retail organisation, resulting in 127 useable responses. The survey included the communication satisfaction questionnaire. Overall, respondents’ ratings of communication satisfaction indicated that at best they were only slightly satisfied. Part‐time employees were significantly more dissatisfied than full‐time employees on four dimensions of communication satisfaction. The study provides evidence that part‐time employees are outside mainstream communication in the stores examined. The implications of the results for employee relations are discussed. Future research directions are identified.

Many attempts have been made to integrate communication with other properties of organisations. Frameworks and models have been developed by Galbraith (1977, 1973), Tushman (1979), Tushman and Nadler (1978), and Penley (1982). This study proposes to continue the line of research by considering additional aspects of the organisational environment in addition to various communication variables.

At the heart of organizational change lies the extent to which individuals cope with the uncertainties and complexities that change introduces into their work lives. The purpose of this paper is to analyze the behavioral reactions of employees to change and their associated reasons for or against a large-scale technological change implemented in a bank.

A total of 146 bank employees located in 40 bank branches participated two times in providing critical incidents regarding their initial and midcourse reactions to this change.

Results showed that anticipated benefits associated with change initiate positive reactions to change. These reactions are maintained positive due to supervisory support. Resistance is activated by perceived high cost-low benefit change at hand and it is shifted to active support when there is open communication and supervisory support.

Until now the majority of research studies on reactions to change do not investigate the duration and/or continuity of a behavior, assuming that once the reasons behind and the behaviors are formulated these will persist over time.

The purpose of this study is to investigate the relationship between work values (WV) and expectations in terms of job quality (JQ) and workplace communication environment (WCE) of undergraduate students. Whether there are significant differences in terms of WV, JQ and WCE among cultural and demographic variables was also assessed.

A survey of 795 undergraduate students in China, Thailand and United Arab Emirates was conducted. Structural equation modeling and a series of one-way analysis of variance tests was carried out.

WV have significant effects on JQ expectations and WCE. This study identifies extrinsic values as the most important WV of the future job market entrants. There are differences in culture, gender and work experience between the three samples in the variables under investigation.

The study relied on the self-reported responses in one university in each site. Data on the undergraduate students’ major and academic performance was not collected.

Job seekers are more likely to choose jobs and WCE that are similar to their personal work value orientation. The study underscores the importance of WV as important motivators in the workplace.

This study is the first to compare the WV, JQ and WCE across multiple nations. The study underscores the importance of JQ and WCE as important motivators in the workplace.

This paper aims to examine the factors that mediate and moderate the relationship between psychological empowerment and organizational health. Specifically, work engagement is posited to mediate the relationship between psychological empowerment and organizational health and organizational communication to moderate the relationship between psychological empowerment and work engagement.

Data were collected from 524 scientists belonging to 10 laboratories of CSIR – an Indian R&D organization. For statistical analysis of moderated-mediation model, hierarchical multiple regression and process macro for SPSS was used.

Results revealed that work engagement was found to mediate the positive relationship between psychological empowerment and organizational health and organizational communication moderated the influence of psychological empowerment on work engagement. Results of moderated-mediation revealed that mediation of work engagement was moderated by organizational communication such that at higher levels of communication, the mediating effect of work engagement became stronger.

This study extends the understanding of the organizational health concept by studying the mediating effect of work engagement being moderated by organizational communication and its subsequent impact on organizational health.

A key challenge for organizations is identification of candidates for development as organizational leaders. While selection criteria may vary, one important consideration is the extent to which an employee is motivated to lead. Previous studies have restricted investigation of the antecedents of these motivations to individual differences such as personality, self-efficacy, and previous leadership experiences, suggesting that leadership capacity may depend largely on employee selection. However, employee assessments of numerous aspects of the work environment may also have a substantial role in determining an employee’s motivation to lead (MTL), suggesting that an organization’s leadership capacity may depend on many other human resource practices. The paper aims to discuss these issues.

In this study, the authors explored the role of employee assessments of work experiences as determinants of three types of MTL. This paper investigates the impact of a value-oriented organizational culture and the employee’s assessment of the work environment (pay satisfaction, promotion possibilities, recognition, job design, internal communication, and employee’s relationship with his/her current leader). Hierarchical multiple regression analysis was used to test the hypotheses.

Based upon the results of 210 respondents the strength of relationship varies among the three alternative types of leadership motivation. The results suggest that besides individual differences, the perceived work environment may be a significant determinant of motivation to become an organizational leader. Employee assessments of pay, promotion opportunities, recognition, job design, quality of organizational communications, and workplace spirituality all play a role in determining employee MTL.

This paper offers a number of implications for human resource management practices, hiring, and leadership development.