Social support: its relationship to observed communications with peers and superiors

Article Abstract:

Social support (defined as information or action that allows an individual to feel respected and valued) and its effect on employee communications with co-workers and supervisors was studied from three dimensions: (1) source (who initiates the communication); (2) direction (whether the communication flows up, down, or laterally in hierarchical position terms); and (3) content (whether the communication was task-oriented or non-task oriented). The research observed communications (and communication styles) among 60 police officers and civilian employees working as radio dispatchers at 12 police stations, randomly selected. The research noted that: per work shift, approximately 107 face-to-face communications occur; most communications (79 percent) were task-oriented; 69 percent of the conversations focused on the recipient, rather than the initiator; employees initiating task-oriented communications with supervisors had a tendency to lack social support from the supervisors; supervisors initiated 71 percent of task-oriented communications; and both task-oriented and non-task oriented communications in the workplace are more likely to occur between individuals who provide each other with social support.

Social science research, Business communication, Organizational communication, Social acceptance, Social surveys

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Workplace justice and job satisfaction as predictors of satisfaction with union and management

Article Abstract:

This research examined the extent to which workplace justice and job satisfaction predicted satisfaction with union and management. We defined workplace justice in terms of the procedural and distributive justice afforded by an organization's grievance system and, more generally, in terms of beliefs about a moral order in the workplace. Multivariate analyses were used to test a number of hypotheses about the relationships among measures of institutional satisfaction, job satisfaction, and workplace justice. The amounts of procedural and distributive justice afforded by a grievance system were the strongest predictors of satisfaction with a union, whereas belief in a moral order at a workplace was the strongest predictor of satisfaction with management. (Reprinted by permission of the publisher.)

Psychological aspects, Management research, Labor unions, Job satisfaction, Distributive justice, Grievance procedures

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