員工滿意度中英文對照外文翻譯文獻

文獻信息：文獻標題：EmployeeSatisfaction:CommunicationCompetenceandLeadershipOrientedApproach（員工滿意度：溝通能力與領導導向）國外作者：IKSuher，CSBir，EEngin，BEAkgoz文獻出處：《International Journal of Innovative Research andDevelopment》,2016,5(5):194-202字數(shù)統(tǒng)計：英文3265單詞，19231字符；中文5450漢字外文文獻：EmployeeSatisfaction:CommunicationCompetenceandLeadershipOrientedApproachAbstractThisresearchexploreswhetherornotrelationshipsbetweensupervisorcommunicatorcompetences,leadershipstyle(Task-orientedvs.Relation-oriented)andemployeejobandcommunicationsatisfactionexist.Participantsare126graduatestudentswhoworksfor(52malesand74female)avarietyoforganizationsinTurkey.Thefindingssignifythatthereisincontrovertiblypositiveandstrongrelationshipbetweensupervisorcommunicationcompetenceandemployeecommunicationsatisfaction.Inasimilarway,relationalleadershipstylehasstrongeffectonemployeecommunicationsatisfaction.Ontheotherhand,theresultsindicatethatweakrelationshipbetweentask-orientedleadershipstyleandjobandcommunicationsatisfaction.Accordingtheresultscommunicatorcompetenceisthestrongestsignificantstandardizedregressioncoefficientwiththejobandcommunicationsatisfaction.Keywords:Employeecommunication,communicationcompetence,leadershipstyle1.IntroductionEmployeesatisfactioninfluenceanindividual'scommitmenttothecompanyandalsoithaseffectonemployeeperformanceandbusinesssuccess.Employeebehaviorandsatisfactionarehighlycorrelatedtotheorganizationsuccessandbecauseofthisreasontheresearchesonemployeesatisfactionisquiterich.Pincus(1986)investigatedtheeffectofcommunicationsatisfactiononjobperformance,Helm(2011)studiedaboutemployees’impactoncorporatereputation,CravensandOliver(2006)mentionedemployeesaskeyfactorofreputation,AntoncicandAntoncic(2011)andDuboffandHeaton(1999)specifiedhowemployeesatisfactionisimportantonbusinessgrowth,Bulgarella(2005),Hannaatall.(2004)remarkedthatemployeesatisfactionisavitalaspectforcustomersatisfaction,Brownetal.(1996)foundoutthatpositiveemployeebehaviorhasstrongandpositiveeffectoncustomersatisfaction.Kattaraetal.(2014)publishedastudyaboutimpactofemployeebehavioroncustomers'overallsatisfaction.Employeesatisfactioncontainsbothcommunicationandjobsatisfactionanditisinfluencedbymanydifferentfactorslikeleadershipstyleandthequalityofcommunicationwithleaders.Increasingtheeffectivenessofleader-employeecommunicationcanhelptostrengthenlevelsofemployeesatisfaction.2.LiteratureReview2.1.CommunicationCompetenceCommunicationcompetenceisabouttheknowledgeandwisdomofusingapplicablecommunicationskills.Communicationcompetenceisnotjustunderstandingpropercommunicationskillsbutalsotheabilitytoapplyandadaptthatknowledgewhencertainsituationsmayemergeunexpected(CooleyandRoacch,1984:25).Communicationcompetenceisconsideredtocontainbothcognitiveandbehavioralaspects(Rubin,1985).Understandingthatcommunicationcompetencecontainsthesetwoaspects,thenbeingsociallyinformedandperceptiveisakeyfactorinbeingacompetentcommunicator.Light(1989)consideredfundamentalconstructsofcommunicationcompetenceasfunctionalityofcommunication;sufficiencyofcommunication,knowledge,judgmentandskill.Spitzberg(1983)believedthatcommunicationcompetenceinvolvedknowledge,motivationandskillasasystemthatrelatesandconnectstooneanother.Inordertobemutuallybeneficenttooneanotherinarelationship,communicationcompetenceisanecessarytoolwhichconsistsofcognitive,attitudinal,emotionalandbehavioralknowledge(B-Ikeguchi,2014).Inordertoreachpersonal,educational,vocationalandsocialgoals,communicationcompetenceisakeyqualitythatanindividualneedinordertoattainsuccessinlife(LightandMcnughton,2014:1).2.2.LeadershipYukldefinedleadershipas“theprocessofinfluencingotherstounderstandandagreeaboutwhatneedstobedoneandhowtodoit,andtheprocessoffacilitatingindividualandcollectiveeffortstoaccomplishsharedobjectives”(2016:8).Leadershipisnotjustatrait,itisrecognizedasaprocesswhichindividualsinfluencepeopleinordertoreachcertaingoalsandobjectivesasaunit(Sharmai,Jain,2013).Bryman(1992)consideredleadershipastheabilitytodirectpeopletowardscertaingoalsforanorganization.Inliterature,leadershipisconsideredtobedividedintotwoseparatefunctions;Task-orientedleadershipandrelation-orientedleadership(Taberner,Chambel,Arana,2009).Task-orientedleadershipfocusesonorganizing,planningandcoordinatingthenecessaryjobsneededoftheteamorindividualemployeeswhereasrelation-orientedleadershipfocusesonthemotivationandbehaviorsofthepeoplethemselves.Inrelation-orientedleadership,theleaderworkstoinspirethosearoundhiminordertoachievetheorganization’ssuccess.Theeffectivenessofleader-subordinaterelationshipaffectsmanyorganizationoutcomesduetogroupsatisfaction(Anderson,Madlock&Hoffman,2006).Leadershipplaysagreatrollineffectingemployeesatisfaction(Castaneda&Nahavand,1991).2.3.CommunicationSatisfactionCommunicationsatisfactionisanimportanttopicinourdaywhichisbeingresearchedandinvestigatedforbusinessandcommunicationindustries.“Communicationsatisfactionisanemployee'ssatisfactionwithvariouscommunicationpracticesoftheorganization”(ClampittandGirard,1993:84).Pincusdescribedcommunicationsatisfactionastheaccumulationofanindividual’ssatisfactionwhichissaturatedfrominformationflowandrelationshipvariables(Pincus,1986).Differentresearcheshasstudiedoncommunicationsatisfactionmeasurement.Forinstance,DownsandHazen(1977)createdCommunicationSatisfactionQuestionnaire,OrganizationalCommunicationScalewasconductedbyRobertsandO’Reilly(1979),andtoanalyzecommunicationpracticesinorganizations.CrinoandWhite(1981)weretheresearcherswhoofferedaconceptualizationofcommunicationsatisfaction.AconceptualizationofcommunicationsatisfactionwasofferedbyCrinoandWhite(1981),whoarguedthatorganizationalcommunicationsatisfactioninvolvesanindividual’ssatisfactionwithvariousaspectsofthecommunicationoccurringintheorganization,whereasPutti,Aryee,andPhua(1990)demonstratedthatorganizationalmembers’communicationsatisfactionisassociatedwiththeamountofinformationavailabletothem.Althoughcommunicationprovidesemployeeswithinformationthatclarifiesworktasksandmaycontributetocommunicationsatisfaction,AndersonandMartin(1995)foundthatemployeesengageincommunicationinteractionswithcoworkersandsuperiorstosatisfyinterpersonalneedsofpleasureandinclusion.Thus,employeecommunicationsatisfactionappearstoinvolveataskandrelationaldimension.2.4.JobSatisfactionJobsatisfactionhasbeenanareawhichexaminedbyresearchersforalongtime.AccordingtoLocke(1976)definitionjobsatisfactionisapleasantorpositiveemotionalexpressionwhichcausesbyworker’sjoborjobexperience.Manydifferentresearcheshaveshownthatdissatisfiedemployeesaremorelikelytoquittheirjobsorbeabsentthansatisfiedemployeessojobsatisfactionisoneofthevitalnecessariesforbusinesssuccess(SaariandJudge,2004).AccordingtoSchneiderandSnyder’sdefinition(1975)jobsatisfactionispersonalevaluationofconditionsrelatedtojob,oroutcomesthatariseasaresultofhavingajob.Theperceptionofemployeesabouttheirjobisinfluencedbymanydifferentfactorssuchasemployee’spersonalcircumstanceslikeneeds,valuesandexpectations(Sempaneatal.2002).Moreover,qualityofcommunicationintheorganization,communicationbetweenemployeesandsupervisorsandsupervisorleadershipstylehaveaninfluenceontheemployees’jobsatisfaction.3.MethodThisresearchexploresifrelationshipsexistbetweensupervisorcommunicatorcompetence,leadershipstyle(taskorrelationshiporiented)anemployeejobandcommunicationsatisfactioninTurkey.ThecurrentresearchconductedbasedontheMudlock’sarticle(2008)thattitled“TheLinkBetweenLeadersh?pStyle,CommunicatorCompetenceandEmployeeSat?sfaction”TheresearchprocesswhichusedbyMudlock(2008)containedfourdifferentscalestoinvestigaterelationshipbetweencomponents.AuthorsreachedtheoriginalpublicationswhichcontainthescaleitemsandthesescalestranslatedtoTurkishbyauthorsandthepilotquestionnairewassend10participants.Theresultsofthispilotwereusedtorefinethequestionnairefordistributiontoresearchparticipants.ThedatausedinthisstudywerecollectedfromgraduatestudentsofBahcesehirUniversityinTurkey.Respondentswerechosenbyusingtheconveniencesamplingmethod.TheseparticipantsarenotonlygraduatestudentsofMarketingCommunicationandPublicRelationsprogrambutalsotheyworkfordifferentorganizations.Thesurveywaspre-testedon10studentsandthenatotalof200questionnaireformssendthemviae-mail.Attheendofthegivenperiod126usablequestionnaireformsreturned.CommunicatorcompetencescaledwasdevelopedbyMongeetal.(1982.9)whichis12-itemCommunicatorCompetenceQuestionnaire.Jobsatisfactionwasmeasuredbythe8-itemAbridgedJobinGeneral(AJIG)scale(Russelletal.,2004).Communicationsatisfactionwasmeasuredbythe19-itemInterpersonalCommunicationSatisfactionInventory(ICSI)developedbyHecht(1978).Leadershipstylewasmeasuredbythe20-itemLeadershipStyleQuestionnairedevelopedbyNorthouse(2001).Theinstrumentmeasuresthetaskandrelationalleadershipstyles.Mudlock(2008)usedPearsoncorrelationsandmultipleregressionanalysestoshowrelationshipbetweenpredictorandcriterionvariables.Inthecurrentresearchwefollowedhiswaytotesthypothesesandtoanswertwodifferentresearchquestions.ThecurrentresearchhasthesamehypothesesandresearchquestioninMudlock’s(2008)article.Theseare:H1:Thereisasignificantandpositiverelationshipbetweensupervisorcommunicationcompetenceandemployeejobandcommunicationsatisfaction.H2:Thereisasignificantandpositiverelationshipbetweensupervisorrelationalleadershipstyleandemployeejobandcommunicationsatisfaction.H3:Thereisasignificantandpositiverelationshipbetweenasupervisor’staskleadershipstyleandemployeejobandcommunicationsatisfaction.H4:Thereisasignificantandpositiverelationshipbetweenasupervisor’staskandrelationalleadershipstyleandcommunicationcompetence.RQ1:Whichbehaviordisplayedbyasupervisor—taskleadership,relationalleadership,orcommunicatorcompetence—willserveasagreaterpredictorofemployeecommunicationsatisfaction?RQ2:Whichbehaviordisplayedbyasupervisor—taskleadership,relationalleadership,orcommunicatorcompetence—willserveasagreaterpredictorofemployeejobsatisfaction?4.FindingsParticipantswere126workingadultsandmorethanhalfwerefemale(seetable1).Table3showsorganizationswhichtheyworkfor.43participantswereworkingforafemalesupervisorand79wereworkingforamalesupervisor.(seetable2)Participantsrangedinagefrom<=25to41+(M=30.44,SD=16),whereassupervisors’agesrangedfrom30to71(M=48,70SD=12.7).Table3containsinformationaboutparticipant’sorganizationstypes.f%Female7458,73Male5241,27Total126100Table1:SexofParticipantsf%Female4334,13Male7962,70NoAnswer43,17Total126100Table2:TheSexofSupervisorf%Hightech129,52Manufacturing32,38Service5342,06Education1915,08Civilservice1310,32Government21,59Other1814,29NoAnswer64,76Total126100Table3:OrganizationsofParticipantsTable4showsquestionnaireitemsandthemeanscoresofcommunicatorcompetence.Cronbach’salphaforthecurrentstudyis0.809andthedimensionmeanis3.13.Whencommunicatingwithmyimmediatesupervisor,Ifeel...MeanStd.Dev.DimensionMeanAlphaheorsheletsmeknowthatIamcommunicatingeffectively.3,741,0603,130,809nothingiseveraccomplished.2,261,156Iwouldliketocontinuehavingconversationslikeours3,061,233heorshegenuinelywantstogettoknowme3,551,066verydissatisfiedwithourconversations.2,321,164likeIhavesomethingelsetodo.2,981,160IamabletopresentmyselfasIwanthimorhertoviewme.2,541,311heorsheshowsmethatheorsheunderstandswhatIsay.3,631,094verysatisfiedwithourconversations.3,611,058heorsheexpressesalotofinterestinwhatIhavetosay.3,211,184IdoNOTenjoyourconversations2,281,093heorshedoesNOTprovidesupportforwhatheorshesays2,701,183thatIcantalkaboutanythingwithmyimmediatesupervisor3,361,221thatweeachgettosaywhatwewant.3,331,200thatwecanlaugheasilytogether.3,771,067conversationsflowsmoothly.3,711,065heorshechangesthetopicwhenhisorherfeelingsarebroughtintotheconversation.3,041,235heorshefrequentlysaidthingsthataddlittletotheconversation.3,441,077weoftentalkaboutthingsthatIamNOTinterestedin.2,841,162Table4:CommunicationSatisfactionTable5containsitemsandmeanscorerelatedtojobsatisfaction.Cronbach’salphaforthecurrentstudywas0.787(seetable5).MeanStd.Dev.DimensionMeanAlphaGood4,100,7853,340,787Undesirable2,361,049Betterthanmost3,681,027Disagreeable2,521,165Makesmecontent3,791,074Excellent3,141,309Enjoyable3,581,023Poor2,471,268Table5:JobSatisfactionCommunicationsatisfactionscaleitemsandthemeanscoresmaybeseeninthetable6.Cronbach’salphaforthecurrentstudyis0.800andthedimensionmeanis3.53.Myimmediatesupervisor...MeanStd.DevDimensionMeanAlphahasagoodcommandofthelanguage3,850,993issensitivetomyneedsofthemoment3,710,884typicallygetsrighttothepoint.3,751,050paysattentiontowhatIsaytohimorher.3,860,9013,530,800dealswithmeeffectively3,521,161isagoodlistener.3,711,144isdifficulttounderstandwhencommunicatinginwrittenform.2,441,281expresseshisorherideasclearly.4,060,888isdifficulttounderstandwhenheorshespeakstome.2,401,369generally,saystherightthingattherighttime.3,521,008iseasytotalkto.3,711,087usuallyrespondstomessages(memos,phonecalls,reports,etc.)quickly.3,781,123Table6:CommunicatorCompetenceLeadershipstylewasmeasuredbythe20-itemLeadershipStyleQuestionnaire.Originallythisscalehas20differentitemstoevaluateleadershipstyle.10of20itemsarerelatedtotask-orientedstylewhiletheothersarerelatedtorelationship-orientedstyle.Inthisresearchweusedonescaletomeasureleadershipstylebutbelowweusedtwodifferenttablestoshowtask-orientedandrelationship-orienteditems’meanscoresandCronbach’salpharesults.Myimmediatesupervisor...MeanStd.Dev.DimensionMeanAlphatellsgroupmemberswhattheyaresupposedtodo.3,940,8883,830,877setsstandardsofperformanceforgroupmembers.3,800,992respondsfavorablytosuggestionsmadebyothers.3,900,983makeshisorherperspectivecleartoothers.3,690,971developsaplanofactionforthegroup3,801,518behavesinapredictablemannertowardgroupmembers3,701,138definesroleresponsibilitiesforeachgroupmember.3,871,012clarifieshisorherownrolewithinthegroup.3,831,079providesaplanforhowtheworkistobedone3,931,044providescriteriaforwhatisexpectedofthegroup.3,871,015Table7:LeadershipStyle(Task)Myimmediatesupervisor...MeanStd.Dev.DimensionMeanAlphaactsfriendlywithmembersofthegroup.3,771,0443,750,932helpsothersfeelcomfortableinthegroup.3,731,061makessuggestionsonhowtosolveproblems3,900,995treatsothersfairly3,661,160communicatesactivelywithgroupmembers.3,941,018showsconcernforthepersonalwell-beingofothers3,771,194showsflexibilityinmakingdecisions3,711,081disclosesthoughtsandfeelingstogroupmembers3,551,001encouragesgroupmemberstodoqualitywork3,740,997helpsgroupmembersgetalong3,700,957Table8:LeadershipStyle(relationship)Thefirsthypothesiswastherewouldbesignificantandpositiverelationshipsbetweensupervisorcommunicationcompetenceandemployeejobandcommunicationsatisfaction.Pearsoncorrelationssupportedthehypothesisbyindicatingstatisticallysignificantpositiverelationshipsbetweenthepredictorandcriterionvariables.Therelationshipbetweencommunicationcompetenceandcommunicationsatisfactionwasstrongerthantherelationshipbetweencommunicationcompetenceandjobsatisfaction.ThesecondhypothesispredictedsignificantandpositiverelationshipsbetweensupervisorrelationalleadershipstyleandemployeejobandcommunicationsatisfactionPearsoncorrelationssupportedthehypothesis.Therelationshipbetweensupervisorrelationalleadershipstyleandemployeecommunicationsatisfactionwasstrongwhiletherelationshipbetweensupervisorrelationalleadershipstyleandemployeejobsatisfactionweak.Thethirdhypothesissuggestedsignificantandpositiverelationshipsbetweensupervisortaskleadershipstyleandemployeejobandcommunicationsatisfaction.Pearsoncorrelationssupportedthehypothesis.However,bothrelationshipswereweak.Thefourthhypothesiswastherewouldbesignificantandpositiverelationshipsbetweensupervisors’taskandrelationalleadershipstyleandtheircommunicatorcompetence.Pearsoncorrelationssupportedthehypothesis.Forbothcomponentstherelationshipswerestrong.5.DiscussionNowadays,themostimportantattributethatcorporationsmaypossessisregardedastheiremployees.Establishingeffectivecommunicationwiththeemployeesconsideredasanintegralpartoftheentirein-houseprocessandoperationdependsonthecommunicationcompetenceoftheleader.Whentheleaderestablishesefficientcommunicationbetweentheemployees,itwillbedeemedashavingtakenanimportantstepfordeterminingandeliminatingtheproblematicareasandproblemsencounteredbythecorporation.Thesatisfactionoftheemployeesabouttheirjobandcommunicationissignificantforfulfillingcorporateobjectives.Twoofthesebasicaspectswhichaffectthissatisfactionlevelaretheleadershipstyledemonstratedbytheexecutivesandcommunicationcomponent.Thecommunicationestablishedwiththeemployeeshasnumeroussignificantfunctions.Thesemaybelistedasacquiringinformation,persuasionandinfluence,providinginstructionsandcombinationwitheducation-training.Communicationcomponentpossessedbytheleaderhasakeyroleinfulfillingthesefunctionsinahealthymannerbecausethiscompetenceconstitutesoneofthemilestonesfortheformationofmutuallysatisfactoryrelationshipswiththeemployee.Apartfromthecommunicationcompetenceoftheexecutive,itisalsoindicatedthathisleadershipapproachaffectstheemployee'scommunicationandjobsatisfaction.Mudlock(2008)previouslyexaminedtherelationshipbetweencommunicationcompetence,leadershipstyleandemployeecommunicationandjobsatisfactioninaresearchthathehadconductedanddeterminedthatthereisastrongandpositivecorrelationbetweenthese.ThiscurrentresearchisalsoderivedfromMudlock’sstudyandteststhesamehypothesesinTurkeyobtainingsimilarresultsintheend.Accordingtotheseresults,therelationshipbetweencommunicationcompetenceandcommunicationsatisfactionisstrong.Thisstatisticallysignificantandpositiverelationshipdemonstratesthatitisofvitalimportanceforsupervisorstodeveloptheircommunicationcompetencesandtransformthesecompetencesintoanintegralpartoftheirleadershipstyles.Ithasbeenconcludedthatthesupervisorcommunicationcomponenthasapositiveimpactonthejobsatisfactionoftheemployeeseventhoughitisnotasstrongascommunicationsatisfaction.Employeecommunicationandjobsatisfactionbothhaveakeysignificanceintheperformanceofbothin-houseandoutsidetargetsofthecorporation,ensuringmarketgrowth,increasingcustomersatisfactionlevels,increasingsalesfiguresandcreatingastrongandpositivecorporatereputation.Forthisreasons,executivesarerequiredtoshowthenecessaryeffortstodeveloptheircommunicationcompetences.Itisobviousthatthecommunicationcompetenceisoneofthedeterminantfactorsontaskandrelationalorientedleadershipstyles.Inthisstudy,ithasbeenconcludedthattherelationshipbetweensupervisorrelationalleadershipstyleandemployeecommunicationsatisfactionwasstrong.Relationalleadershipstylereferstoplacingtherelationshipestablishedwithotherpeopletothecorewhileactingasaleaderandtherightmanagementofrelationships.Inthisregard,executivesconcentratingontheirrelationalleadershipskillswhiledevelopingtheircommunicationcomponentswouldbearpositiveresults.Task-orientedleadershipstyleplacesemphasesonobtainingsuitablebusinessmethodsandcarefulinspectionofgroupmembersforthesuccessofthebusiness.Thecommunicationchannelsusedbythecorporationbetweentheleaderandgroupmembersisonlyrelatedtotheactivationofthestructureandobtainingresults(Bloisitetal.,2003:574).Therefore,asatask-orientedleaderonlyevaluatesthetaskperformanceofitsemployees,itdoesnothaveadirectlystatisticallysignificantimpactonthejobandcommunicationsatisfactionoftheemployee.Asthesupervisorcannotestablisheffectivecommunicationtodevelopanykindofrelationship,itisnaturalfortherelationshipwiththecommunicationsatisfactionoftheemployeestoyieldweakresults.Inconclusion,thisresearchdemonstratesthattheleader'scommunicationcompetencesandatthesametime,relationalleadershipstylehaveapositiveimpacttoensureemployeesatisfactionandinthisregard,itprovidesaguidancetothecorporationswhichwouldliketoconcentrateonsatisfactionthattheyhavetodevelopthequalityofcommunicationandsupportrelationalleadershipapproach.中文譯文：員工滿意度：溝通能力與領導導向摘要12674關(guān)鍵詞：員工溝通，溝通能力，領導風格1.簡介員工滿意度影響個人對公司的承諾，也影響員工的績效和企業(yè)的成功。員工的行為和滿意度與組織的成功有著密切的關(guān)系，因此，對員工滿意度的研究也相當眾多。Pincus（1986）研究了溝通滿意度對工作績效的影響，Helm（2011）研究了員工對企業(yè)聲譽的影響，CravensOliver（2006）提到員工是聲譽的關(guān)鍵因素，AntoncicAntoncic（2011）Duboff、Hanna（2004）指出員工滿意度是客戶滿意度的一個重要方面，Brown（1996）發(fā)現(xiàn)積極的員工行為對客戶滿意度有強烈的正面影響。Kattara等人（2014）發(fā)表了一項關(guān)于員工行為對客戶整體滿意度影響的研究。員工滿意度既包含溝通滿意度，又包含工作滿意度，它受領導風格和領導溝通質(zhì)量等多種因素的影響。提高領導與員工溝通的有效性可以幫助提高員工滿意度。2.文獻綜述2.1.溝通能力確的溝通技巧，還包括在某些意外情況下應用和適應這種知識的能力Roacch，1984：25。溝通能力被認為包含認知和行為兩個方面（Rubin，1985。了解到溝通能力包含這兩方面的內(nèi)容，那么，具備社會知識和洞察力是成為一名稱職的溝通者的關(guān)鍵因素。Light（1989）認為，溝通能力的基本結(jié)構(gòu)是溝通的功能；溝通的充分性、知識、判斷力和技巧。Spitzberg（1983）認為，作為一個相互聯(lián)系、相互作用的系統(tǒng)，溝通能力涉及它包括認知、態(tài)度、情感和行為知識（B-Ikeguchi，2014。為了達到個人、教育、職業(yè)和社會目標，溝通能力是個人獲得成功所需要的關(guān)鍵素質(zhì)（Light。2.2.領導力Yukl（2016：8種特質(zhì)，它被公認為一個過程，個人影響眾人以達到作為一個整體的特定目標和目的（Sharmai，Jain，2013。Bryman（1992）認為領導力是指導人們實現(xiàn)組織某些目標的能力。在文獻中，領導力被分為兩個獨立的職能：任務型領導和關(guān)系型領導（Taberner，Chambel，Arana，2009和協(xié)調(diào)團隊或單個員工所需的必要工作，而以關(guān)系為導向的領導則關(guān)注員工自身的動機和行為。在以關(guān)系為導向的領導中，領導者努力激勵周圍的人，以取得組織的成功。領導—下屬關(guān)系的有效性由于集體滿意度而影響到許多組織結(jié)果（Anderson，MadlockHoffman，2006。領導在影響員工滿意度方面發(fā)揮了重要作用（CastanedaNahavand，1991。2.3.溝通滿意度（ClampittheGirard，1993：84Pincus。不同的研究對通信滿意度的測量進行了研究。例如，DownsHazen（1977）編制了溝通滿意度問卷，RobertsWhite（1981）是提出溝通滿意度概念的研究者。CrinoWhite(1981)Putti、AryeeAndersonMartin（1995）發(fā)現(xiàn)，員工與同事及上級進行溝通交流是為了滿足人際關(guān)系中對快樂和包容需求。因此，員工溝通滿意度似乎涉及到任務和關(guān)系維度。2.4.工作滿意度工作滿意度一直是研究人員長期研究的領域。根據(jù)Locke（1976）的定義，工作滿意度是一種愉快的或積極的情緒表達，它是由工作者的工作或工作經(jīng)歷引起的。許多不同的研究表明，與滿意的員工相比，不滿意的員工更有可能辭職或缺勤，因此工作滿意度是企業(yè)成功的關(guān)鍵因素之一（SaariJudge，2004。SchneiderSnyder（1975）條件或工作產(chǎn)生的結(jié)果的評價。員工對工作的看法受到許多不同因素的影響，例如員工的個人情況，如需求、價值觀和期望（Sempane，2002織中的溝通質(zhì)量、員工與主管之間的溝通以及主管領導風格對員工的工作滿意度都有影響。3.方法員工工作與溝通滿意度之間是否存在關(guān)系。Mudlock（2008）的“領導風格、溝通能力與員工滿意度之間的聯(lián)系”這篇文章。Mudlock（2008）究組件之間的關(guān)系。作者們找到了原始出版物，其中包括由作者翻譯成土耳其10被用來完善調(diào)查表，以分發(fā)給研究參與者。本研究所使用的數(shù)據(jù)來自土耳其巴赫塞希爾大學的研究生。采用方便抽樣的方法選擇被調(diào)查者。這些參與者不僅是營銷、傳播和公共關(guān)系課程的研究生，而且還為不同的10200126Monge(1982.9)開發(fā)的。128(AJIG)(Russell，2004)進行測量。溝通滿意Hecht(1978)19(2001)20領導風格。Mudlock（2008）使用皮爾遜相關(guān)系數(shù)和多元回歸分析來顯示預測變量和準則變量之間的關(guān)系。在目前的研究中，我們遵循他的方法來檢驗假設并回答兩個不同的研究問題。目前的研究與Mudlock(2008)的文章具有相同的假設和研究問題。這些是：假設1：主管溝通能力與員工工作和溝通滿意度之間存在顯著的正相關(guān)關(guān)系。2：正相關(guān)關(guān)系。3：正相關(guān)關(guān)系。假設4：主管的任務與關(guān)系型領導風格與溝通能力之間存在顯著的正相關(guān)關(guān)系。問題1：主管的哪些行為——任務型領導、關(guān)系型領導或溝通能力——將成為員工溝通滿意度的更強預測指標？問題2：主管的哪些行為——任務型領導、關(guān)系型領導或溝通能力——能更好地預測員工的工作滿意度？4.調(diào)查結(jié)果1261)3，792)，2541=30.44，標準差=16)，而主3071=48，標準差=12.7)3者組織類型的信息。數(shù)量%女性7458.73男性5241.27總計126100表1：參與者的性別數(shù)量%女性4334.13男性7962.70沒有回答43.17總計126100表2：主管的性別數(shù)量%高科技129.52制造業(yè)32.38服務5342.06教育1915.08公務員13