Ottawa, Ontario
AUTHOR:
Jules Carrière, Ph.D
Christopher Bourque (Student)
Silvia Bonaccio, Ph.D.
School of Management University of Ottawa
INTRODUCTION:
Communication is central to the practice of management. Managers spend 75% or more of their work time engaged in some form of communication. (Mintzberg, 1973, p. 38; Klemmer & Snyder, 1972). There is good reason for this. Evidence suggests that, to some extent, more is better when it comes to internal communication. Research by Yammarino and Naughton (1988) demonstrates a positive relationship between the amount of time spent communicating and important work outcomes such as the level of effort expended by employees and employee job satisfaction. As a result of these and similar findings, many organizations have invested significant financial and human resources toward developing effective and efficient internal communication systems to facilitate the communication of relevant and timely information to employees at all levels of the organization.
The purpose of this study is to provide further insight into the relationship between internal communication practices, communication satisfaction, job satisfaction, and organizational commitment. Specifically, we intend to test the hypothesis that communication satisfaction acts as a mediator between an organization’s internal communication systems and two important job outcomes: job satisfaction and affective organizational commitment. Our study is focused in the emergency services sector in general, and on land ambulance services in particular.
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