[雙語翻譯]人力資源外文翻譯—員工滿意度溝通能力與領(lǐng)導(dǎo)導(dǎo)向（原文）

1、www.ijird.com April, 2016 Vol 5 Issue 5 INTERNATIONAL JOURNAL OF INNOVATIVE RESEARCH sufficiency of communication, knowledge, judgmen

2、t ISSN 2278 – 0211 (Online) Dr. Idil K. Suher Associate Professor & Program Coordinator, Faculty of Communication, HOD, Department of Public Relations, Bahcesehir University, Turkey Dr. Cisil Sohodol Bir Associate P

3、rofessor, Department of Public Relations, Bahcesehir University, Turkey Dr. Elif Engin Assistant Professor, Department of Public Relations, Bahcesehir University, Turkey Dr. Burcu Eker Akgoz Instructor, Department of Pub

4、lic Relations, Bahcesehir University, Turkey Abstract: This research explores whether or not relationships between supervisor communicator competences, leadership style (Task- oriented vs. Relation-oriented) and employe

5、e job and communication satisfaction exist. Participants are 126 graduate students who works for (52 males and 74 female) a variety of organizations in Turkey. The findings signify that there is incontrovertibly positi

6、ve and strong relationship between supervisor communication competence and employee communication satisfaction. In a similar way, relational leadership style has strong effect on employee communication satisfaction. On

7、the other hand, the results indicate that weak relationship between task-oriented leadership style and job and communication satisfaction. According the results communicator competence is the strongest significant stan

8、dardized regression coefficient with the job and communication satisfaction. Keywords: Employee communication, communication competence, leadership style www.ijird.com April, 20

9、16 Vol 5 Issue 5 INTERNATIONAL JOURNAL OF INNOVATIVE RESEARCH & DEVELOPMENT Page 196 Communicator competence scaled was developed by Monge et al. (1982.9 which is 12-item

10、Communicator Competence Questionnaire. Job satisfaction was measured by the 8-item Abridged Job in General (AJIG) scale (Russell et al., 2004). Communication satisfaction was measured by the 19-item Interpersonal Commu

11、nication Satisfaction Inventory (ICSI) developed by Hecht (1978). Leadership style was measured by the 20-item Leadership Style Questionnaire developed by Northouse (2001). The instrument measures the task and relation

12、al leadership styles. Mudlock (2008) used Pearson correlations and multiple regression analyses to show relationship between predictor and criterion variables. In the current research we followed his way to test hypoth

13、eses and to answer two different research questions. 3.1. Hypotheses and Research Questions Hypothesis The current research has the same hypotheses and research question in Mudlock’s (2008) article. These are: ? H 1:

14、 There is a significant and positive relationship between supervisor communication competence and employee job and communication satisfaction. ? H 2: There is a significant and positive relationship between supervisor

15、 relational leadership style and employee job and communication satisfaction. Hypothesis ? H 3: There is a significant and positive relationship between a supervisor’s task leadership style and employee job and commu

16、nication satisfaction. Hypothesis ? H 4: There is a significant and positive relationship between a supervisor’s task and relational leadership style and communication competence. → RQ1: Which behavior displayed by a

17、 supervisor—task leadership, relational leadership, or communicator competence—will serve as a greater predictor of employee communication satisfaction? → RQ2: Which behavior displayed by a supervisor—task leadership,

18、relational leadership, or communicator competence—will serve as a greater predictor of employee job satisfaction? 4. Findings Participants were 126 working adults and more than half were female. (see table 1) Table 3 s

19、hows organizations which they work for. 43 participants were working for a female supervisor and 79 were working for a male supervisor. (see table 2) Participants ranged in age from <= 25 to 41+ (M = 30.44, SD = 16)

20、, whereas supervisors’ ages ranged from 30 to 71 (M = 48,70 SD = 12.7). Table 3 contains information about participant’s organizations types. f % Female 74 58,73 Male 52 41,27 Total 126 100 Table 1: Sex of Parti

21、cipants Table 2: The Sex of Supervisor f % High tech 12 9,52 Manufacturing 3 2,38 Service 53 42,06 Education 19 15,08 Civil service 13 10,32 Government 2 1,59 Other 18 14,29 No Answer 6 4,76 Total 126

22、 100 Table 3: Organizations of Participants Table 4 shows questionnaire items and the mean scores of communicator competence. Cronbach’s alpha for the current study is 0.809 and the dimension mean is 3.13. f % Female