Applies theories of organizational justice/concertive control to account for contradictions inherent in electronic monitoring of workers by organizations. Argues that results are usually positive when workers are involved in the design and implementation of monitoring systems, and monitoring is restricted to performance-related activities with…

Studies how certain types of communication with supervisors and co-workers affects burnout and job satisfaction. Proposes and tests a model relating supportive communication (participation in decision making with supervisors and strength and breadth of communication links with co-workers) to burnout. (SR)

Examines the important role that managers play in facilitating supportive communication and helping interactions in the workplace. Notes supervisors' personal problems, their help seeking for those problems, and their perceptions of managers' support. Examines managers' attitudes about helping and supporting troubled supervisors, their awareness…

States that providing negative feedback to subordinates is one of the most difficult and stressful interactions in the workplace and may prompt hostility and retaliation. Examines managers' concerns and experiences with this process. Finds that most employee aggression following feedback is verbal, passive, and/or indirect in nature. Suggests…

Contributes to scholarship on voluntary turnover by examining the impact of several communication variables and multiple targets of identification on intent to leave. Finds that supervisor/coworker relationships have the strongest association (among communication variables) with intent to leave. Finds a complex relationship between three different…

Analyzes (using flight attendants) hidden transcripts--interactions, stories, myths, and rituals in which employees participate beyond direct observation--to provide an avenue to identify resistance and change in the organizing process. Challenges the outdated ideal of transmissional meaning, questions organizational power by including the…

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…

Presents a communications model based on the conduit metaphor and examines elements of the model from both theoretical and empirical perspectives. Suggests reasons why managers may not be convinced that miscommunication is an important organizational problem. Outlines a research program and explores pedagogical implications of the model. (KEH)

Examines some of the basic tenets that managers and researchers alike hold dear about how people work and communicate about their work. Proposes a new model of how communication brings two types of knowledge into play in organizations and suggests that these insights may open intriguing possibilities both for managing and for organizational…

Investigates positive claims about total quality management (TQM), comparing employee responses from an organization not implementing TQM with those from two organizations using TQM. Finds organizational commitment and perceived organizational support to be higher in TQM organizations, along with more positive employee-top management and coworker…

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…

Surveys organizational and professional identification among a group of journalists at one daily metropolitan newspaper. Reveals significantly higher identification with the journalism profession than with the employing newspaper. Examines on-the-job talk to provide context for quantified results. Finds qualitative data demonstrated the role of…

Discusses a case study involving organizational change and its effect on employees. Presents three responses to the case study: "Paradox of Ordering Change: I Insist That We Work as a Team" (Paaige K. Turner); "Managing Change Is Managing Meaning" (Greg Hearn and Abraham Ninan); and "The Psychodynamics of an Organizational Change Initiative"…

Discusses how managers and subordinates in three banks provided information on the frequency, form, and effects of informal upward feedback in their organizations. Finds that managers perceived informal negative upward feedback as more frequent than their subordinates, and that they perceived both positive and negative upward feedback as producing…

Assesses strategies employees use to express upward dissent within contemporary organizations. Indicates that employees used direct-factual appeal, repetition, solution presentation, circumvention, and threatening-resignation strategies for expressing upward dissent. Provides support for the exit-voice-loyalty model (and subsequent revisions) of…