This study applies a three component model of communication competence (motivation, knowledge, and skill) within an organizational context and analyzes the relationship between job performance, position level, and communication competence. Data analysis revealed high job performers had significantly higher levels of motivation to adapt communication and higher levels of communication skill (empathizing, adapting communication, and managing interactions). Also, supervisors were more motivated to communicate and empathize than subordinates. Finally, level of job performance and job position (supervisor or non-supervisor) did not influence level of communication competence. These results along with limitations and avenues for future research are discussed.
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