The Effects of Communication between Superiors-Subordinates on Subordinates Job Satisfaction

Yıl 2019, Cilt: 7 Sayı: 3, 575 - 593, 31.12.2019

Ferda Alper Ay İsamil Ünalan Özgün Ünal

https://doi.org/10.22139/jobs.636204

Cited By: 1

Öz

Aim: Communication is an important part of today's social
life. The role of communication is uttermost important in work-life which is
another significant part of the social life. In fact, the positive
communication inside of the organization may affect the job satisfaction,
(Yüksel, 2005:291), the performance of the employees, (Tanrıverdi et al.,
2010:117), and the organizational loyalty (Saltık et al., 2015:57). In any
organization or corporation, the organizational communication, which is the
interaction that the employees of that organization formed with each other and
with other members of the organization (Oskay,2001:148), is significant in
terms of the success and the continuity of the organizations. Effective
communication practices affect the job satisfaction of the employees positively
(Ilozor vd, 2001:495). The communication with especially administrators might
affect the job satisfaction significantly. A clear, reliable
superiors-subordinates communication affects the job satisfaction positively,
while it is inevitable that the exact opposite would cause dissatisfaction. The
researches on employees who experience job dissatisfaction indicate that the
cause of the dissatisfaction is lack of communication (Parsons and Broadbridge,
2006: 128). It is extremely hard for the organizations to reach their both
short and long term objectives with employees having low motivation,
performance and loyalty. The study aims to determine the effect of the
superiors-subordinates communication on the job satisfaction of the employees
working at Sivas City Health Administrative.

Method: 250 people working at T.R. Sivas City Health
Administrative compose the population of the study. The whole population was
aimed to be reached without specifying a sample, however, 170 people were
reached. Minnesota Job Satisfaction Scale, developed by Weiss et al. (1967),
and its translation into Turkish, its validity and reliability work carried out
by Baycan (1985) as well as Communication Scale, developed by Huseman et al.
(1980) and its translation into Turkish, its validity and reliability carried
out by Yüksel (2005) were used as data collection tool in the study. The data
were collected by face to face questionnaire technique. The data obtained were
analyzed through SPSS 22 program. In addition to descriptive statistical
methods, correlation analysis and multiple regression analysis were used for
data analysis.

Before performing the research, necessary permissions
were taken from Sivas City Health Administrative where the survey would be
carried out and approval of ethics was granted by the Cumhuriyet University
Non-invasive Ethics Committee (21.06.2016 dated, article no: 2016-06-024).

Because the Turkish validity analyses of the scales
used in the study were done, validity analysis was not done again in this study
but reliability analysis was done.

Findings: When we look at the socio-demographic features of the
people taking part in the study, it is seen that %37,6 of them is female, %62,4
is male and the majority of the participants is in the 31-40 years old interval
(%41,8) and again the majority of the participants is either associate's
degree(%30) or bachelor's degree (%38,8), graduate. %79,4 of the participants
is married. When we look at the experiences of the employees in the job, %15,3
has 4 or fewer years, %24,7 has 5-9 years, %18,8 has 10-14 years, %12,9 has
15-19 years and %28,2 has 20 or more years of work experience. However, a big
proportion of the employees as %60 works at the related organization for 4 or
fewer years. The reliability of the study was found high because all of the
Cronbach Alpha values of the scales and their sub-dimensions used in the study
were above 0,70. According to the correlation analysis results, scales and all
of their sub-dimensions have a strong, positive relationship with each other.

According to results of the study,
superiors-subordinates communication and feedback which is the sub-dimensions
of superiors-subordinates communication have a positive effect on job
satisfaction. Additionally; superiors-subordinates communication and feedback
dimension have a positive and significant effect on internal satisfaction and
external satisfaction.

Results: Being similar with many studies in the literature
(Kim,2002:235; Shadur et al., 1999:479; Yüksel, 2005:302; İlozor et al.,
2001:495; Orpen, 1997:521; Karcıoğlu,2009:71), the results of the study imply
that there is a relationship between communication and job satisfaction,
furthermore communication affects job satisfaction positively. Additionally; one
of the important results of the study is that which superiors-subordinates
communication dimensions have a stronger relationship with job satisfaction and
sub dimensions. Accordingly results of the study, feedback has the highest
impact on both job satisfaction and sub-dimensions. Feedback received from superiors’
increases subordinates’ job satisfaction significantly. After the feedback
dimension, the information dimension has high correlation with job satisfaction
and sun dimensions. Accordingly, informing the subordinates about the work and
informing the employees about what is going on in the institution are the
factors that improve the job satisfaction of the employees. The target
dimension of superiors-subordinates communication is the third dimension which
has the highest correlation with job satisfaction and sub-dimensions of the subordinates’.
According to this result, determining the target in the institution, taking the
opinions of the employees while setting the target and providing detailed
explanations about the targets are important factors in improving the job
satisfaction of the employees.

It has been stated in the literature that job
satisfaction is related to attitudes such as being stressed, being absent,
being intended to quit the job and being or not being loyal to the organization
(Lambert et al., 2001: 233; Sagie, 1998:167; Gaertner, 1999: 480). In the light
of these, because of the result that obtained in this study that superiors-subordinates
communication affects the job satisfaction of the subordinate, it is likely to
also affect other attitudes such as being stressed, being absent, not being
loyal to the organization. Communication has a key role in the attitudes of the
employees such as being loyal and having positive attitudes towards their
organization which are extremely important factors for today’s organizations.

As a result, communication can have a key role in the
attitudes of the employees such as being loyal and having positive attitudes
towards their organization which are extremely important factors for today's
organizations. When the possible results of the inefficiency of the
superiors-subordinates communication considered, it is clear that this is a
subject to place importance on. For this reason, it could be suggested that all
the administrators at administrative levels should create an environment
suitable for communication among the employees, design their work processes in
a way allowing positive communication, and encourage their employees to
communicate with each other effectively and educate and improve their employees
on the subject of communication.

Anahtar Kelimeler

Communication, Job Satisfaction, Superior-subordinate Communication

Üstler ve Astlar Arasındaki İletişimin Astların İş Tatmini Üzerindeki Etkisi

Öz

Amaç: Bu çalışmanın amacı,  ast-üst iletişiminin çalışanların iş
tatminine etkisinin belirlenmesidir. Örgütlerin başarısında çalışanların iş
tatminin sağlanmasının önemi büyüktür. Çok sayıda faktörden etkilenen iş
tatmini, üstler ve astlar arasındaki iletişimden de etkilenebilir.

Yöntem: Tanımlayıcı olarak gerçekleştirilen bu
çalışmanın evrenini Sivas Halk Sağlığı Müdürlüğü’nde görev yapan 250 çalışan
oluşturmaktadır. Herhangi bir örneklem seçilmeksizin evrenin tamamına
ulaşılmanın hedeflendiği çalışmada 170 çalışana (%68) ulaşılabilmiştir. Araştırmada
veri toplama aracı olarak anket formu kullanılmış olup, veriler yüz yüze anket
toplama tekniği ile toplanmıştır. Elde edilen veriler SPSS 22 programı
aracılığıyla analiz edilmiştir. Verilerin analizinde tanımlayıcı istatistiksel
yöntemlerin yanı sıra, korelasyon analizi ve çoklu regresyon analizi kullanılmıştır.

Bulgular: Araştırmada iletişim boyutları ve iş tatmini
arasında güçlü ilişkiler olduğu belirlenmiştir. Ast-üst iletişiminin
çalışanların iş tatminini doğrudan etkilediği, bununla birlikte ast üst
iletişiminde özellikle geri bildirimin iş tatmini üzerinde pozitif ve önemli
bir etkisi olduğu belirlenmiştir.

Sonuç: Sonuç olarak mesleki hayatta iletişim hem
astların hem de üstlerin iş tatmini açısından önemli bir faktördür. Üstlerin etkili
iletişimi, özellikle de geri bildirim vermeleri çalışanların iş tatminlerine
önemli katkılar sağlayabilir.

Anahtar Kelimeler

İletişim, İş Tatmini, Ast-Üst iletişimi

Kaynakça

• Aziri, B. (2011). Job Satisfaction: A Literature Review. Management Research and Practice, 3(4), 77-86.
• Baycan, A. (1985). An Analysis of the Several Aspects of Job Satisfaction Between Different Occupational Groups. Boğaziçi Üniversitesi Sosyal Bilimler Enstitüsü, Doktora Tezi, İstanbul.
• Börü, D., & Güneşer, B. (2005). Liderlik Tarzının Çalışanın İş Tatmini ile İlişkisi ve Lidere Olan Güvenin Bu İlişkideki Rolü. Hacettepe Üniversitesi İİBF Dergisi, 23(1), 135-156.
• Brunetto, Y., & Farr-Wharton, R. (2004). Does the Talk Affect Your Decision to Walk: A Comparative Pilot Study Examining the Effect of Communication Practices on Employee Commitment Post-Managerialism. Management Decision, 42(3/4), 579-600.
• Çimen, M., & Şahin, İ. (2000). Bir Kurumda Çalışan Sağlık Personelinin İş Doyumu Düzeyinin Belirlenmesi. Hacettepe Sağlık İdaresi Dergisi, 5(4), 53-67.
• Downs Cal W. (1971) Study of Satisfaction in a Public Service Company, Unpublished Manuscript. University of Kansas.
• Downs, C. W., & Hazen, M. D. (1977). A factor Analytic Study of Communication Satisfaction. The Journal of Business Communication, 14(3), 63-73.
• Eroğluer, K. (2011). Örgütsel İletişim ile İş Tatmini Unsurları Arasındaki İlişkiler: Kuramsal Bir İnceleme. Ege Akademik Bakış, 11(1), 121-136.
• Ersan, S. (1997). Hemşirelerin İş Doyumu Düzeyleri ve Doyum Düzeylerini Etkileyen Faktörler. Cumhuriyet Üniversitesi, Hemşirelik Yüksekokulu Dergisi, 1(1), 75-90.
• Gaertner, S. (2000). Structural Determinants of job Satisfaction and Organizational Commitment in Turnover Models. Human Resource Management Review, 9(4), 479-493.
• Herzberg, F. (1974). Motivator-Hygiene Profiles: Pinpointing What Ails the Organization. Organizational Dynamics, 3(2), 18–29.
• Huseman, R. C., Hatfield, J. D., Boulton, W. R., & Gatewood, R. D. (1980). Development of a Conceptual Framework for Analyzing the Communication-Performance Relationship. In Academy of Management proceedings (Vol. 1980, No. 1, pp. 178-182).
• Ilozor, D. B., Ilozor, B. D., & Carr, J. (2001). Management Communication Strategies Determine Job Satisfaction in Telecommuting. Journal of management development, 20(6), 495-507.
• Karcıoğlu, F., Timiroğlu, K., & Çınar, O. (2009). Örgütsel İletişim ve İş Tatmini İlişkisi Bir Uygulama. İstanbul Üniversitesi İşletme İktisadi Enstitüsü Dergisi-Yönetim, 67, 59-76.
• Kim, S. (2002). Participative Management and Job Satisfaction: Lessons for management Leadership. Public Administration Review, 62(2), 231-241.
• Koçel, T. (2010). İşletme Yöneticiliği. İstanbul Üniversitesi İşletme fakültesi.
• Kök, S. B. (2006). İş Tatmini ve Örgütsel Bağlılığın İncelenmesine Yönelik Bir Araştırma. İktisadi ve İdari Bilimler Dergisi, 20(1), 291-310.
• Lambert, E. G., Hogan, N. L., & Barton, S. M. (2001). The Impact of Job Satisfaction on Turnover Intent: a Test of a Structural Measurement Model Using a National Sample of Workers. The Social Science Journal, 38(2), 233-250.
• Miles, E. W., Patrick, S. L., & King Jr, W. C. (1996). Job Level as a Systemic Variable in Predicting the Relationship Between Supervisory Communication and Job Satisfaction. Journal of Occupational and Organizational Psychology, 69(3), 277-292.
• Nunnally, J. C. ve Bernstein, I. H. (1994), Psychometric Theory, 3rd Edition, McGraw-Hill Inc, New York.
• Orpen, C. (1997). The İnteractive Effects of Communication Quality and Job İnvolvement on Managerial Job Satisfaction and Work Motivation. The Journal of Psychology, 131(5), 519-522.
• Özgan, H., & Aslan, N. (2008). İlköğretim Okul Müdürlerinin sözlü İletişim Biçiminin Öğretmenlerin Motivasyonuna Etkisinin İncelenmesi. Gaziantep Üniversitesi Sosyal Bilimler Dergisi, 7(1), 190-206.
• Parsons, E., & Broadbridge, A. (2006). Job Motivation and Satisfaction: Unpacking the Key Factors for Charity Shop Managers. Journal of Retailing and Consumer Services, 13(2), 121-131.
• Sagie, A. (1998). Employee Absenteeism, Organizational Commitment, and Job Satisfaction: Another Look. Journal of Vocational Behavior, 52(2), 156-171.
• Saltık, B., Ünsar, A. S. & Oğuzhan, A. (2015) Örgütsel İletişimin Örgütsel Bağlılığa Olan Etkisi: Bir Alan Araştırması. Finans Politik & Ekonomik Yorumlar, 52(600), 47-58.
• Schneider, B., Gunnarson, SK., & Wheeler, JK. (1992). The Role of Opportunity in the Conceptualization and Measurement of Job Satisfaction. In Job Satisfaction (Editors; Cranny, C.J.; Smith, P.C.; Stone, E.F.) Lexington Books; New York. p. 53-68.
• Schramm, W. (1985). Haberleşme Nasıl İşler, Kitle Haberleşmesi Teorilerine Giriş. (Der.: Ü. Oskay) Ankara: Ankara Üniversitesi Basın Yayın Yüksek Okulu Yayınları.
• Shadur, M. A., Kienzle, R., & Rodwell, J. J. (1999). The Relationship Between Organizational Climate and Employee Perceptions of İnvolvement the İmportance of Support. Group & Organization Management, 24(4), 479-503.
• Tanrıverdi, H. (2012). Hastaların Hasta Hakları Konusundaki Farkındalık Düzeylerinin İncelenmesi. Türkiye Sosyal Araştırmalar Dergisi, 16(3), 101-22.
• Tuten, T. L., & Neidermeyer, P. E. (2004). Performance, Satisfaction and Turnover in Call centers: The effects of stress and optimism. Journal of Business Research, 57(1), 26-34.
• Tutuk, A., Al, D., & Doğan, S. (2002). Hemşirelik Öğrencilerinin İletişim Becerisi ve Empati Düzeylerinin Belirlenmesi. CÜ Hemşirelik Yüksek Okulu Dergisi, 6(2), 36-41.
• Tüzün İ.K. & Varoğlu A.K, (2015), İletişim. İçinde, Örgütsel Davranış (Editör: Ünal Sığrı & Sait Gürbüz).3. baskı, İstanbul: Beta Yayınevi, s.531-562.
• Wang, H., Ni, Y. & Xie, B. (2006). Main Factors Influencing Nurse Job Satisfaction –A Cross-Country Study. Master Dissertation, Kristianstad, International Business Department of Business Administration&Economics, Kristianstad University College.
• Weiss, D. J., Dawis, R. V., & England, G. W. (1967). Manual for the Minnesota Satisfaction Questionnaire. (Minnesota Studies in Vocational Rehabilitation, No. 22). University of Minnesota, Minneapolis.
• Yüksel, İ. (2005). İletişimin İş Tatmini Üzerindeki Etkileri: Bir İşletmede Yapılan Görgül Çalışma. Doğuş Üniversitesi Dergisi, 6(2), 291-306.