This paper examines the relationship between perceptions of the adequacy
of downward communication and job performance. Methodology included
the use of a questionnaire to identify perceptions of downward communi
cation among various performance groups. The evidence suggests that the
importance of downward communication to job performance can be
strengthened or weakened by environmental factors (factors within the
organization, factors within the task, and factors within the employee).
Get full access to this article
View all access options for this article.
References
1.
Herbert A. Simon, Administrative Behavior (New York: The Free Press, 1957).
2.
Chester I. Barnard, The Functions of the Executive (Cambridge, MA: Harvard University Press, 1938).
3.
Ibid., p. 236.
4.
Lee O. Thayer , "On Theory-Building in Communication: Some Conceptual Problems," Journal of Communication (1963), pp. 217-235.
5.
Richard Stern , "Better Human Relationships Through Better Communication ," Supervisory Management (1971), p. 4.
6.
William Woodruff , "Are You In Communication With Your Subordinates ?," Supervisory Management (1971), pp. 21-23.
7.
Ibid., p. 23.
8.
Eugene Walton , "Communicating Down the Line: How They Really Get the Word," Personnel (1959), pp. 78-82.
9.
William Scholz , "How to Make Employee Publications Pay Off," Personnel (1956), pp. 449-457.
10.
Ibid., p. 453.
11.
Ibid., p. 454.
12.
Lee O. Thayer , Administrative Communication ( Homewood, IL: Richard D. Irwin, Inc., 1961), p. 3.
13.
Lee O. Thayer , Communication and Communication Systems (Homewood, IL: Richard D. Irwin, Inc., 1968), pp. 187-239.
