员工满意度中英文对照外文翻译文献

文献信息：文献标题：EmployeeSatisfaction:CommunicationCompetenceandLeadershipOrientedApproach（员工满意度：沟通能力与领导导向）国外作者：IKSuher，CSBir，EEngin，BEAkgoz文献出处：《International Journal of Innovative Research andDevelopment》,2016,5(5):194-202字数统计：英文3265单词，19231字符；中文5450汉字外文文献：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“TheLinkBetweenLeadershıpStyle,CommunicatorCompetenceandEmployeeSatısfaction”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.中文译文：员工满意度：沟通能力与领导导向摘要12674关键词：员工沟通，沟通能力，领导风格1.简介员工满意度影响个人对公司的承诺，也影响员工的绩效和企业的成功。员工的行为和满意度与组织的成功有着密切的关系，因此，对员工满意度的研究也相当众多。Pincus（1986）研究了沟通满意度对工作绩效的影响，Helm（2011）研究了员工对企业声誉的影响，CravensOliver（2006）提到员工是声誉的关键因素，AntoncicAntoncic（2011）Duboff、Hanna（2004）指出员工满意度是客户满意度的一个重要方面，Brown（1996）发现积极的员工行为对客户满意度有强烈的正面影响。Kattara等人（2014）发表了一项关于员工行为对客户整体满意度影响的研究。员工满意度既包含沟通满意度，又包含工作满意度，它受领导风格和领导沟通质量等多种因素的影响。提高领导与员工沟通的有效性可以帮助提高员工满意度。2.文献综述2.1.沟通能力确的沟通技巧，还包括在某些意外情况下应用和适应这种知识的能力Roacch，1984：25。沟通能力被认为包含认知和行为两个方面（Rubin，1985。了解到沟通能力包含这两方面的内容，那么，具备社会知识和洞察力是成为一名称职的沟通者的关键因素。Light（1989）认为，沟通能力的基本结构是沟通的功能；沟通的充分性、知识、判断力和技巧。Spitzberg（1983）认为，作为一个相互联系、相互作用的系统，沟通能力涉及它包括认知、态度、情感和行为知识（B-Ikeguchi，2014。为了达到个人、教育、职业和社会目标，沟通能力是个人获得成功所需要的关键素质（Light。2.2.领导力Yukl（2016：8种特质，它被公认为一个过程，个人影响众人以达到作为一个整体的特定目标和目的（Sharmai，Jain，2013。Bryman（1992）认为领导力是指导人们实现组织某些目标的能力。在文献中，领导力被分为两个独立的职能：任务型领导和关系型领导（Taberner，Chambel，Arana，2009和协调团队或单个员工所需的必要工作，而以关系为导向的领导则关注员工自身的动机和行为。在以关系为导向的领导中，领导者努力激励周围的人，以取得组织的成功。领导—下属关系的有效性由于集体满意度而影响到许多组织结果（Anderson，MadlockHoffman，2006。领导在影响员工满意度方面发挥了重要作用（CastanedaNahavand，1991。2.3.沟通满意度（ClampittheGirard，1993：84Pincus。不同的研究对通信满意度的测量进行了研究。例如，DownsHazen（1977）编制了沟通满意度问卷，RobertsWhite（1981）是提出沟通满意度概念的研究者。CrinoWhite(1981)Putti、AryeeAndersonMartin（1995）发现，员工与同事及上级进行沟通交流是为了满足人际关系中对快乐和包容需求。因此，员工沟通满意度似乎涉及到任务和关系维度。2.4.工作满意度工作满意度一直是研究人员长期研究的领域。根据Locke（1976）的定义，工作满意度是一种愉快的或积极的情绪表达，它是由工作者的工作或工作经历引起的。许多不同的研究表明，与满意的员工相比，不满意的员工更有可能辞职或缺勤，因此工作满意度是企业成功的关键因素之一（SaariJudge，2004。SchneiderSnyder（1975）条件或工作产生的结果的评价。员工对工作的看法受到许多不同因素的影响，例如员工的个人情况，如需求、价值观和期望（Sempane，2002织中的沟通质量、员工与主管之间的沟通以及主管领导风格对员工的工作满意度都有影响。3.方法员工工作与沟通满意度之间是否存在关系。Mudlock（2008）的“领导风格、沟通能力与员工满意度之间的联系”这篇文章。Mudlock（2008）究组件之间的关系。作者们找到了原始出版物，其中包括由作者翻译成土耳其10被用来完善调查表，以分发给研究参与者。本研究所使用的数据来自土耳其巴赫塞希尔大学的研究生。采用方便抽样的方法选择被调查者。这些参与者不仅是营销、传播和公共关系课程的研究生，而且还为不同的10200126Monge(1982.9)开发的。128(AJIG)(Russell，2004)进行测量。沟通满意Hecht(1978)19(2001)20领导风格。Mudlock（2008）使用皮尔逊相关系数和多元回归分析来显示预测变量和准则变量之间的关系。在目前的研究中，我们遵循他的方法来检验假设并回答两个不同的研究问题。目前的研究与Mudlock(2008)的文章具有相同的假设和研究问题。这些是：假设1：主管沟通能力与员工工作和沟通满意度之间存在显著的正相关关系。2：正相关关系。3：正相关关系。假设4：主管的任务与关系型领导风格与沟通能力之间存在显著的正相关关系。问题1：主管的哪些行为——任务型领导、关系型领导或沟通能力——将成为员工沟通满意度的更强预测指标？问题2：主管的哪些行为——任务型领导、关系型领导或沟通能力——能更好地预测员工的工作满意度？4.调查结果1261)3，792)，2541=30.44，标准差=16)，而主3071=48，标准差=12.7)3者组织类型的信息。数量%女性7458.73男性5241.27总计126100表1：参与者的性别数量%女性4334.13男性7962.70没有回答43.17总计126100表2：主管的性别数量%高科技129.52制造业32.38服务5342.06教育1915.08公务员13