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INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS
communication climate and job satisfaction of academic department chairs, and the
communication climate activities were characterized by mutual influence, openness and
free flow of information. Significant relationships exist between aspects of organizational
communication and facets of job satisfaction as perceived by staff in Catholic primary
schools (De Nobile &Mc Cormick, 2008).
As heads and teachers exchange information with each other, but how to make this
sharing an effective one, is an important matter. Effective communication between heads
and teachers may result in organizational commitment. However, lack of communication
between heads and teachers negatively affects organizational commitment. As Gorden &
Infante (1991) revealed that, less perceived freedom of speech in the workplace resulted
in less employees‟ organizational commitment and satisfaction with their work and
supervisor. They further stated that employees wished more freedom of speech in the
workplace than they had. The head of teaching department as a communicator
communicates in three directions, i-e, downward, upward, and horizontal. These
directions of communication affect level of commitment of employees within the
institution. Strong relationship exists between vertical communication and the levels of
commitment at both organizational and unit level as compare to horizontal
communication (Postmes & de Wit 2001).
The perceptions of employees also affect credibility of information within an
organization. As Unzicker et al (2000) revealed that positive relationship existed between
effective internal communication and perceptions of employees in the firm. Effective
communication among employees increases not only their commitment, but also may
enhance the output of an organization. As Clampitt & Downs (1993) indicated that
communication was considered to had impact on productivity that varied both in kind and
magnitude. Moreover, a number of intriguing differences emerged between these two
companies. The findings suggest that the link between communication and productivity
is more complex than previously assumed.
Sometimes barriers may emerge which halt the process of communication. These barriers
may negatively affect the output of an organization. For the avoidance or elimination of
these barriers, trust among employees is essential. Chhuon et al (2008) identified eight
facets of trust, i-e, openness, reliability, respect, integrity, risk, communication,
benevolence and competence. Transparency in information sharing is necessary for the
development of trust among employees. An atmosphere of trust can eliminate or
minimize communication barriers, i-e, context-related barriers and content-related
barriers within an organization (Phelps & Dufrene, 1989). Athanassiades (1973) found
dynamic relationships and interactions between downward and upward distortions, and
the organizational climate. Effective communication not only develops trust but may also
be helpful in the incorporation of innovations. Proper exchange of information between
heads and teachers may be helpful in incorporation of these innovations. Monge et al
(1992) indicated that communication variables, i-e, level of information and group
communication were the causes of organizational innovation. Johnson et al (2001)
revealed that communication variables: quality of communication, interpersonal
communication and mediated communication had both direct and indirect effects on
perceived innovativeness. They further stated that mediated channels could play a critical
role in the implementation of management-initiated innovations. Effective
communication is helpful not only in the incorporation of innovations, but may also
COPY RIGHT © 2011 Institute of Interdisciplinary Business Research 272
JANUARY 2011
VOL 2, NO 9