A Demographic and Structural Approach to Communication Climate and Performance Feedback Within the Secretary/Supervisor Dyad (Interpersonal Relationships, Job Satisfaction).

Abstract

The purpose of this study was to investigate the effect of several independent variables on subordinate perceptions of interpersonal communication climate (ICC) and performance feedback valence. The (a priori) independent variables were grouped into two general categories: (1) demographic and (2) structural. Secondly, the relationships between ICC, feedback valence and job satisfaction were also assessed. This study is unique because it investigates perceptions of communication climate from an "interpersonal" perspective rather than an organizational perspective. This focus required adapting existing climate dimensions into relevant measures for the writer's purpose. A factor analytic technique produced six analytical factors of ICC which included (1) trust, (2) influence, (3) support/openness, (4) underst and ing, (5) clarity, and (6) downward communication. These factors were used to test all relationships. The study sample consisted of non-managerial private secretaries who previously have been untapped subjects in former climate studies. Respondents ( N = 181), from a total of nine different organizations of various sizes and types, completed a self-administered questionnaire on company time. The results of this study indicated that of the independent variables the two most significant predictors of both ICC and performance feedback were (1) performance evaluation ratings given to the secretary by the supervisor and (2) the secretary's perceptions of their own secretarial skills. Other significant predictors of ICC included the duration of time secretary/supervisor had worked together; the age of the secretary; and the age difference between secretary and supervisor. Findings also indicated moderate to high correlations existing between ICC factors and both feedback valence and job satisfaction, depending on the specific factor. In addition, certain ICC factors were found to be strong predictors of both feedback valence and job satisfaction. Based on the findings, the study concluded by suggesting that human development programs or skill development, and thorough training/re-training (of subordinates) are possible antecedents of positive feedback, higher job satisfaction and favorable communication climate between private secretaries and their supervisors.