Improving the Measurement of Communication Satisfaction

By J. Gray, Heather Laidlaw. 2004

172 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/e73bedbddd4382ab2e362dbd3f59d07e6c1159ac

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

1. P. Neves
2. Margaret Patrickson
3. K. Zwijze-Koning
4. Menno D. T. de Jong
5. R. Eisenberger
6. M. Bambacas
7. L. Men
8. Florence Stinglhamber

In Social Psychology

1. P. Neves
2. K. Zwijze-Koning
3. Menno D. T. de Jong
4. R. Eisenberger
5. M. Bambacas
6. L. Men
7. Florence Stinglhamber
8. Young Kim

In Strategy and Management

1. K. Zwijze-Koning
2. P. Neves
3. Menno D. T. de Jong
4. R. Eisenberger
5. L. Men
6. Stephen J. Jaros

Citations in the corpus

• Management Communication and Employee Performance: The Contribution of Perceived Organizational Support (2012, background): “…with managers are more likely to build effective work relationships with those managers, to increase their organizational identification and enhance their performance, and to contribute to organizational productivity (Gray & Laidlaw, 2004; Muchinsky, 1977; Tsai, Chuang, & Hsieh, 2009).”
• Interpersonal communication skills that enhance organisational commitment (2008, background): “For example, the Communication Satisfaction Questionnaire (CSQ), a popular instrument for analysing communication processes in organisations, deals with eight factors that consider communication at the informational and relational level (Gray and Laidlaw, 2004).”
• Evaluating the Communication Satisfaction Questionnaire as a Communication Audit Tool (2007, methodology): “Recently, based on sophisticated data analysis techniques (AMOS), Gray and Laidlaw (2004) proposed a two-factor solution, in which they only distinguished a relational and an informational dimension.”
• Why Leadership Matters to Internal Communication: Linking Transformational Leadership, Symmetrical Communication, and Employee Outcomes (2014, background): “…has demonstrated that effective internal communication plays a vital role in developing positive employee attitudes, such as job satisfaction (Gray & Laidlaw, 2004), identification with the organization (Smidts, Pruyn, & van Riel, 2001), trust and organizational commitment (Jo & Shim, 2005),…”