Supervisor Communication Practices and Service Employee Job Outcomes

By Mark C. Johlke, Dale F. Duhan. 2000

171 citations recorded by the source corpus.

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Influences of organizational investments in social capital on service employee commitment and performance (2013, background): “Researchers often link effective manager– employee communication to more positive work-related attitudes and behaviors like job satisfaction and performance (e.g., Gilmore & Carson, 1996; Johlke & Duhan, 2000).”
Supervisor-nurse relationships, teamwork, role ambiguity and well-being: public versus private sector nurses (2011, unknown): “Role ambiguity in relation to patients was measured using 3 items of Johlke and Duhan's (2000) instrument and was reverse scored; a higher score reflects role clarity, whereas a lower score represents role ambiguity.”
Internal market orientation and its influence on organisational performance (2009, background): “Among the outputs most highly valued by the workers are direct, fluid, two-way communication with their managers ( Johlke and Duhan, 2000”
Exploring the conditions under which salesperson work satisfaction can lead to customer satisfaction (2005, result): “Similar to other studies in marketing using this construct (e.g., Johlke & Duhan, 2000; Singh, Verbeke, & Rhoads, 1996), the items reflect overall work satisfaction rather than any specific dimension of work satisfaction.”