Effective organizational communication affects employee attitude, happiness, and job
satisfaction
Smart business leaders know that happy workers are productive workers and ultimately benefit
their companies (Waggoner, 2013). Studies have shown that different aspects of effective
organizational communication, such as high frequency, openness and accuracy, performance
feedback, and adequacy of information about organizational policies and procedures are
positively related to employees’ feelings of happiness in the work place and job performance
(Kacmar, Witt, Zivnuska & Gulley, 2003; Neves & Eisenberger, 2012; O’Reilly & Roberts, 1977;
Roberts & O’Reilly, 1979; Snyder & Morris, 1984). A strong relationship has been found
between managerial communication, perceived organizational support (POS), and employee
performance (Allen 1992; Allen 1995; Neves & Eisenberger, 2012). Positive POS was found to
improve employee sense of well-being, happiness and job satisfaction (Eisenberger,
Huntington, Hutchison, & Sowa, 1986; Eisenberger & Stinglhamber, 2011; Neves & Eisenberger,
2012; Rhoades & Eisenberger, 2002; Shore & Shore, 1995).
The most conscientious of employers recognize that bidirectional communication provides for
avenues to recognize employee contribution and build organizational commitment. Studies
show that open two-way communication contributes to happy employees, who are more
successful in all aspects of life (Anchor, 2009; Eisenberger & Stinglhamber, 2011; Rhoades &
Eisenberger, 2002; Shore & Shore, 1995). Various studies have resulted in the supposition that
employees develop beliefs concerning their value to the organization in order to satisfy socio-
emotional needs and to determine the organization’s readiness to recognize and reward
increased work effort and performance (Eisenberger & Stinglhamber, 2011; Rhoades &
Eisenberger, 2002; Shore & Shore, 1995). Bi-directional communication promotes feelings of
being valued and increases job satisfaction.
According to the U.S. Bureau of Labor Statistics (2012) the unemployment rate was at an all-
time high in 1983 at 10.4% and fluctuated at lower levels over the next seventeen years until
2010 when it rose to 9.7%. People across the country have been affected by the economy and
jobless rate, causing depression, frustration, and stress (APA, 2012). In recent years, feelings of
worry have permeated organizations. This would arguably indicate an overall sense of anxiety
and worry among the workers in most organizations leading to the reasonable conclusion that
many would benefit from improving employee relations, communication, and morale
(Waggoner, 2013).
A Conference Board survey released in January of 2010 found that only 45% of workers
surveyed were happy at their jobs (Anchor, 2009; (Allen 1992; Allen 1995; Neves & Eisenberger,
2012). A large part of the problem is that managers have traditionally worked to improve
employee productivity and job satisfaction by addressing problems in a negative manner
(Anchor, 2009; Miller, 2006; Waggoner, 2013). However, Anchor (2009) concludes that if
employers strive only toward eliminating undesirable workplace behaviors, such as
procrastination, not meeting deadlines or poor customer relations, they will plateau at an
average status, missing the opportunity for stellar achievement and success. While negative-
oriented problem solving is a normal human response to difficulty in any aspect of life,
companies and organizations that learn to focus on what is working, rather than what is not,
will experience more long-term employee satisfaction (Anchor, 2009; Miller, 2006; Waggoner,
2013). This in turn will result in substantive organizational success (Anchor, 2009).
Organizations that learn to focus on what is working and help employees to strive toward the
positive will become more successful with more satisfied employees (Anchor, 2009; Leonsis,
2010).
The importance of a positive organizational culture is more than atmosphere, values,
heroes, or the search for excellence (Allen 1992; Allen 1995; Miller, 2006; Neves &
Eisenberger, 2012). I propose that the purposeful cultivation of happiness and positivity in the
workplace creates opportunities for improved satisfaction of individuals, teams, and entire
organizations. Attitude and happiness have been recognized by communication scholars in the
examination of organizational culture and emotion in the workplace (Anchor, 2009; Leonsis,
2010; Miller, 2006; Waggoner, 2013). Developing a culture that supports two-way
communication with employees having a measure of control promotes happiness and job
satisfaction.
Employers expect that frontline employees are cheerful and positive in the face of any
situation. To have sincerely happy, cheerful, and positive employees, requires that owners,
managers, and supervisors communicate effectively, learn happiness, and create a positive
environment (Leonsis, 2010; Miller, 2006). Ultimately, it is reflected in the bottom line –
organizational success (Leonsis, 2010; Miller, 2006).
Ted Leonsis (2010) emphasized the importance of happiness when he spoke of Google.
He said that Google is “a prime example of ... a double bottom line company – an organization
that measures its success by both its fiscal results and its positive impact on humanity” (Leonsis,
2010, p. 16). Leonsis (2010) said, “Google protected its status as a happy company at peace
with
its values – and happy companies are more, not less, likely to continue being successful” (p. 16).
Organizations such as Yahoo and Google cultivate work environments that encourage
two-way communication and cultivate a sense of fun outside daily organizational activities and
are finding they have more success when employees are happy (Waggoner, 2013). Cutting-
edgesoftware companies have foosball tables in their break rooms, Yahoo has a massage
parlor, and
Google programmers bring their dogs to work (Anchor, 2009).
Organizations that foster a positive attitude and strive to promote happiness treat people
with respect and trust, and, as a result, are significantly more successful than those that do not
(Peters & Austin, 1985). “It’s just the Golden Rule!” That’s what extremely successful fortune
500 companies are telling Tom Peters and Nancy Austin (1985) about how they treat co-
workers,
associates, and employees. They explain that managers who engage their employees in
decision
making, problem resolution, goal setting, and day-to-day operations have more satisfied
employees with higher levels of productivity and efficiency (Froman, 2010; Peters & Austin,
1985).
Communication with telecommuting or remote workers is a consideration that
organizations must take seriously. More than 24 million people were working remotely in 2008
(WorldatWork, 2009) and that number is steadily rising. Teleworkers report feelings of
isolation,
uncertainty, a lack of trust, and lower organizational commitment with lower job satisfaction
(Fay & Kline, 2011). Managers may not communicate the same way with remote workers as
they do with employees who are in the work place each day. This creates feelings of disconnect
and lowered morale for teleworkers and causes them to rely on coworkers for needed
information (Fay & Kline, 2011). While informal coworker communication is essential for job
satisfaction, it should not be the sole source of information from an organization.
Over the years I have conversed with people in the Cedar City community who have
expressed dissatisfaction with the organizational culture, their employers’ management style,
communication from and to management, or their working conditions. These conversations
have
occurred in various situations, from comments made by the cashier at a grocery store, to
friendsand relatives’ tales about their discouraging experiences, to discussions overheard in the
SUU
food court. The consistency of the criticisms has made an impact on me and I have concluded,
through mere anecdotal experience, that low morale (Richards, 2013) is a problem that affects
every aspect of life in this small community and the world at large.
Morale is defined as the spirits of a person or group as exhibited by confidence,
cheerfulness, discipline, and willingness to perform assigned tasks (Definition of Morale,
2000). Morale can be the fuel that drives an organization forward or the fuel that feeds the fires
of employee discontent, poor performance, and absenteeism (Ewton, 2007; Richards, 2013).
According to Finger (2005), morale is more influenced from the top down than from the bottom
up. In order to improve the culture of an organization, the morale of each individual in the
group
must be improved. Such an overall change is best achieved through the dedicated work of the
manager (Finger, 2005) to improve two-way communication and create a positive atmosphere
that fosters respect; however, this does not address the responsibility of the employee to
improve
their individual attitude.
In an attempt to help Southern Utah University Enrollment Management Division
improve satisfaction and morale, staff members were asked to read “The Happiness
Advantage”
by Shawn Anchor. Each office within the Division then presented two or three chapters to the
entire group. This activity came at a crucial time for me in overcoming private difficulties. As I
read the book, I was able to change my attitude and decide to be positive and cheerful
regardless
of the circumstances. As a result, I wanted to share the power of happiness and attitude with
others and decided to study and build on the introduction Enrollment Management staff
received
last year Communication and Organizational Outcomes
Satisfactory and effective communication contributes to an organization’s success,
employee attitude and morale, and customer satisfaction ( Eisenberger, Huntington, Hutchison,
& Sowa, 1986; Eisenberger & Stinglhamber, 2011; Neves & Eisenberger, 2012; Rhoades &
Eisenberger, 2002; Shore & Shore, 1995; Tsai, Chuang & Hsieh, 2009). Communication is a
means to improve commitment and to stimulate employees to achieve organizational goals
(Tsai,
Chuang & Hsieh, 2009). Organizations and managers that openly share information and
encourage bi-directional communication have a higher rate of employee job satisfaction (Allen
1992; Allen 1995; Neves & Eisenberger, 2012) and found that employees enjoyed improved
sense of well-being, happiness and job satisfaction (Anchor, 2009; Eisenberger, Huntington,
Hutchison, & Sowa, 1986; Eisenberger & Stinglhamber, 2011; Neves & Eisenberger, 2012;
Rhoades & Eisenberger, 2002; Shore & Shore, 1995).
In their 2009 study, Tsai, Chuang and Hsieh found that employees do not always realize
the importance of communication to organizational goals, or know how to establish and
maintain
healthy communication systems. It is the responsibility of managers to improve communication
in the workplace, train employees in communication skills, and encourage informal
communication (Tsai, Chuang & Hsieh, 2009). It was found that job satisfaction was positively
impacted by effective communication from supervisors regarding expectations and feedback on
job performance (Tsai, Chuang & Hsieh, 2009).
Shawn Anchor (2009) states that people who put their heads down and wait for work to
bring happiness are at a huge disadvantage; but those who capitalize on it come out ahead. If
we
learn to be happy and have a positive attitude, we may be more successful than if we expect
happiness solely as a result of hard work (Anchor, 2009). Of course, this does not mean that we
sit around being happy without working. It just means that our work will yield more success if
we develop a positive attitude.
When Anchor (2009) is presenting to various organizations about the Happiness
Advantage, he tells them to remember the number 2.9013. He says this is the number that
Marcial Losado arrived at after extensive mathematical modeling of negative and positive
interactions (Anchor, 2009). Losado (2009) calculated that it took about three positive
comments
or experiences to counteract one negative. When organizations instructed team leaders to give
more positive feedback and encourage more positive interactions, the positive ratio increased
from 1.15 to 3.56 (Losado, 2009). The Losada ratio is the sum of the positivity in a system
divided by the sum of its negativity (Losado, 2009). Picture a straight line with regular intervals
from one to ten with one being negative and ten being positive. The healthiest individual ratio
would be between three and six. A simple questionnaire that readers may complete to view
their
ratio is found at http://happierhuman.com/positivity-ratio/.
Anchor (2009) further identified through his presentation and interview
experience that along with the improvements in positive interaction after the team leaders
increased positive feedback, production and overall work improved significantly
(Anchor, 2009). Organizations experience improved productivity and bottom line success
when management actively works to improve culture by improving attitudes and job
satisfaction (Anchor, 2009; Keller, 2012). Managers and CEO’s report that employees
look at each other differently, trust each other more, and learned to disagree without
being disagreeable. They care about the success of others and not only about personal
success (Anchor, 2009; Keller, 2012).
The Neves and Eisenberger (2012) study supports Anchor’s findings stating that
organizations use open communication as an important human resource policy. Just like other
practices, such as pay, promotions, job security, autonomy and training (Shore & Shore, 1995),
open communication demonstrates the recognition of employee efforts to help the
organization,
thus contributing to job satisfaction and employee happiness, with positive consequences for
performance. When there is open communication with management, work place happiness
increases, and employees feel obliged to reciprocate with increased performance. Neves and
Eisenberger (2012) suggest that communication between management and employees should
be
a key part of an organizations’ strategic planning, and managers should receive training in order
to maximize the potential of open communication in their organization.
Just being more positive and promoting happiness creates a completely different culture
for companies than they may have experienced (Anchor, 2009). Employees learn to like their
jobs and their coworkers, which translates into company success (Anchor, 2009; Fredrickson,
2009; Keller, 2012). The development of organizational culture starts with management and
does
not happen overnight. In addition to the cultivation of a positive attitude, management should
review the work assignments and personalities of employees. Having the right person assigned
to
jobs that fit individual skills, abilities, and personalities is crucial to bottom line success (Anchor,
2009; Kerns, 2008).
Whether we like it or not we are susceptible to the feelings of people around us. Our
brains subconsciously read and identify emotions in another person’s face within 33
milliseconds, and then just as quickly prime us to feel the same way (Anchor, 2009; Hatfield,
Cacioppo, Rapson, 1993). Emotional contagion theory explains that people automatically mimic
the moods, attitudes, facial expressions, and verbage of people around us (Hatfield, Cacioppo,
Rapson, 1993). The power of emotional contagon means that individuals or groups can be
instantly affected by positive or negative emotions of others (Anchor, 2009, Keller, 2012; Kerns,
2008; Hatfield, Cacioppo, Rapson, 1993).
The effect of coworker attitudes is seen in teleworkers through informal communication
methods when coworkers complain or relate negative information. Some forms of informal
communication may develop common ground but would lead to decreased job satisfaction and
commitment, particularly for high-intensity teleworkers (commuting 2.5 or more days per
week)
(Fay & Kline, 2011). Complaining, for instance, can convey dissatisfaction with aspects of work
or relationships (Fay & Kline, 2011) that reinforce feelings of dissatisfaction about teleworkers’
jobs or with the organization (Fay & Kline, 2011; Sias, 1996). Gossip from coworkers can lower
morale and productivity for teleworkers (Michelson & Mouly, 2002).
The decision to be happy and have a positive attitude can be learned. Jeff Keller (2012)
was very unhappy in his job as a lawyer. He dreaded going to work each day, felt miserable, and
physically ill. During a sleepless night, he saw an infomercial about a self-improvement product
based on subconscious thought. He purchased the program and began to practice the lessons it
contained. The first thing he did was “wash his window” – improved his attitude so he could see
what he needed to change more clearly. His life changed quickly; he was happier at work and
home; he could sleep, and his health improved (Keller, 2012). He says, very strongly, that
“attitude is everything” (Keller, 2012, p. 14).
He goes on to tell us that if we change our attitude, we can change our lives (Keller,
2012). When a person changes his or her attitude, he or she is energized, sees new possibilities,
and is able to achieve extraordinary results (Keller, 2012). People are able to set and accomplish
goals that previously appeared to be unrealistic (Keller, 2012). Their hard work pays off in
dividends (Keller, 2012). Of course, this does not happen overnight and is not free of stress or
frustration; but success will come to those who consciously work to have a positive attitude
(Keller, 2012).
Keller (2012) counsels people to choose to be around positive people both in the work
place and socially. He writes about a man who works in a funeral parlor and is extremely happy
and positive. It appears to be a strange place to find a positive person, but the man, Glen
“Smokey” Stover, reports that human beings are like sponges (Anchor, 2009; Hatfield,
Cacioppo, Rapson, 1993; Keller, 2012; Kerns, 2008). They soak up the attitudes of people
around them. Smokey chooses to be around positive people and soak up the positive.
It is important to realize that while we may not have a choice of coworkers, we do not
have to go out of our way to associate with negative people (Keller, 2012). We may have to
work
with them, but it is not necessary to have lunch with them or have casual conversations during
breaks. Keller (2012) suggests that we should politely find ways to avoid unnecessary
interaction.
Fredrickson’s (2009) book, Positivity, starts with a story of a woman who wakes in the
morning after oversleeping, missing her morning exercise, and running behind. She becomes
grouchy, yells at the kids, and gets to work in a very negative mood. She encounters a co-
worker
who is always in a good mood and that only makes her feel worse. The negative emotions
affected her relationships, her ability to do her job, and her health. Fredrickson (2009) then
rewrites the story with a positive slant to show how the same morning can be dealt with in a
more positive way that increases the power to succeed at home and at work. Each of us can
rewrite our stories and change our attitude to improve happiness and job satisfaction.
Attitude is more important than facts, the past, education, money, circumstances, failure
or success. Attitude can make or break a company or a home (Anchor, 2009; Keller, 2012;
Swindoll, 2012). Happiness and attitude are choices that are made every day; individuals are in
charge of their attitude and can choose to be happy in their jobs and lives (Swindoll, 2012).
Attitude and happiness build on each other (Fredrickson, 2009; Swindoll, 2006). People
who develop a positive attitude and learn to react in a positive manner to life’s events will
become happier. This happiness affects the personal and work life, and people will see more
success and have more satisfaction in all areas (Fredrickson, 2009; Swindoll, 2006).
Charles D. Kerns (2008) studied performance and happiness with the conclusion that they
go hand in hand in making an organization successful. He stated that an organization is
morelikely to achieve and sustain key results with both an appropriate performance
management
system and a positive approach to influencing people that increases job satisfaction (Kerns,
2008). He suggests that happy, high performing workers share key characteristics of having a
clear direction that is motivating, focusing on what is important and what they can influence
(Kerns, 2008). Additionally, he states that having the necessary resources to execute key
actions,
talking and acting in ways that promote performance and happiness, and being significantly
engaged in their work elevate the happiness of high performing employees and increase
success.
Individuals that have more positive experiences than negative experiences at work, are grateful
about the past and do not carry grudges, are optimistic, and happy about their workplace are
able
to achieve more and maintain a positive attitude (Kerns, 2008).
Kerns (2008) encourages managerial leaders to use the above characteristics to evaluate
themselves. He suggests that when managers work toward personal growth, they are better
able
to help employees work toward higher job performance and satisfaction (Kerns, 2008).
Five-Factor Model. The five-factor model of personality (FFM) has been used for years
in organizational settings to study the traits that make good employees. McCrae and John
(1992)
explain the five-factor model of personality is a hierarchical organization of personality traits in
terms of five basic dimensions: extraversion, agreeableness, conscientiousness, neuroticism,
and
openness.
Extroversion includes positive traits of a person who is enthusiastic, outgoing, talkative,
energetic, and assertive (McCrae & John, 1992). These traits can be negative if over-done;
employers must be aware of the level of extroversion and the position the person will occupy
(McCrae & John, 1992).
Agreeableness is described as being appreciative, forgiving, generous, sympathetic, kind,
and affectionate (McCrae & John, 1992). As with extroversion, agreeableness can be a negative
if a person does not think for himself and is too afraid of disagreement to be effective at work
(McCrae & John, 1992). Neuroticism is defined as tense, moody, anxious, touchy, unstable, and
worrying and would be negative at any level (McCrae & John, 1992). A neurotic employee is not
as effective and can have a drastic effect on the organizational culture and job satisfaction of
others.
McCrae and John (1992) explained conscientiousness as a person who is efficient,
organized, thorough, reliable, responsible, and plans tasks and assignments. Conscientiousness
coupled with openness is a highly effective and efficient employee. A person who is artistic,
curious, original, imaginative, and insightful is considered open and is a desirable employee in
any organization (McRae & John, 1992).
Researchers have studied various personality traits and found the five factors continued to
emerge in the results (McRae & John, 1992). Employers have used questionnaires for
prospective employees to review personality traits and determine the best person for the job
and
the organization using the five factors as guidelines (Saari & Judge, 2004). Even though
organizations cannot directly impact employee personality, the use of sound selection methods
and a good match between employees and jobs will ensure people are selected and placed into
jobs most appropriate for them, which, in turn, will help enhance their job satisfaction (Saari &
Judge, 2004).
After studying the controversy about happy employees being productive employees,
Saari and Judge (2004) stated that a major gap in the knowledge about employee attitudes and
job satisfaction is a person’s disposition toward happiness and satisfaction. Even childhood
temperament was found to be statistically related to adult job satisfaction forty years later.
Disposition affects the different ways a person experiences emotionally significant events at
work, which influences job satisfaction (Saari & Judge, 2004). Personality traits such as self-
evaluation, extroversion, and conscientiousness may be the best predictor of job satisfaction.
Saari and Judge (2004) acknowledge that organizations cannot impact employee
personality, but should use selection methods and match the employee to the appropriate job
to
ensure greater satisfaction. They found that job satisfaction increases as workers are interested
in
and challenged by what they are doing, and, as a result, happy workers are more productive
(Saari & Judge, 2004).
Attitude affects every aspect of a person’s life: the spillover from a satisfied work life
increases life satisfaction and vice versa (Bowling et al., 2010). The correlation goes both ways,
a happy or unhappy life can spill over into the job experiences and satisfaction (Saari & Judge,
2004). Job satisfaction does affect life satisfaction, and life satisfaction affects job satisfaction. It
is important that organizations address low job satisfaction for their bottom line; but also
because
of the spillover causing low life satisfaction, depression, and general well-being, which
ultimately, causes greater effect on work productivity (Saari & Judge, 2004).
Interestingly, Saari & Judge (2004) found that including employees in decision making
increases work happiness, improves attitudes, and improves overall organizational
performance.
Involvement, development of plans, and participation in the implementation or action has
shown
to have the most impact (Roberts & O’Reilly, 1974; Saari & Judge, 2004; Snyder & Morris,
1984). The increased sense of self-worth and contribution to the overall good of the
organization
improves the employee’s attitude and increases job satisfaction impact (Roberts & O’Reilly,
1974; Saari & Judge, 2004; Snyder & Morris, 1984). Judge, Heller, and Klinger (2008) continued
the study of the relationship of disposition to job satisfaction by comparing the three
most commonly used methods of research studying personality and job satisfaction. This paper
has previously explained the relationship that positive affect (PA) and negative affect (NA) have
on a person’s job satisfaction and overall happiness: the five-factor model of personality (FFM),
and the core self-evaluations (SE) taxonomy individually. Judge and colleagues (2008) compared
all three in a university setting. Emotional stability had a strong correlation with job satisfaction,
but was not the best indicator of job satisfaction (Judge et al., 2008). The most significant
correlation was positive affect and self-esteem as a predictor of job satisfaction (Judge et al.,
2008). This is consistent with all of the literature and studies previously reviewed.
Self-Evaluation. Core self-evaluation is the newest taxonomy for studying attitude and
job satisfaction. Bono and Judge (2002) determined there are four core traits that are self-
evaluative, fundamentality, and scope: self-esteem, generalized self-efficacy, neuroticism, and
locus of control. Additionally, there was evidence that dispositional optimism and negative
affectivity may be included in the core self-evaluation concept (Bono & Judge, 2002).
Specifically, it was found that individuals with higher core self-evaluation scores report having
more rewarding jobs and higher job satisfaction (Bono & Judge, 2002); thus, people with higher
self-esteem, self-efficacy, emotional stability, and more locus of control are more satisfied at
work.
Bono and Judy (2002) determined that positive individuals actually obtain more
challenging jobs. Employers may prefer individuals with positive core self-evaluations because
they have better interpersonal relations, stress tolerance, and cope better with organizational
change; as well as being more pleasant to be around (Bono & Judge, 2002). Judge and
colleagues
(2002) found a significant relationship between the core self-evaluation traits and life
satisfaction, happiness, job stress, and strain. This correlation also plays an important role in
attitudes and behavior at work along with increased salary and responsibility (Bono & Judge,
2002).
There may be negative effects for people with positive attitudes in that they expect more
and make changes in their lives more frequently (O’Neill et al., 2010). A study conducted by
O’Neill, Stanley, and O’Reilly (2010) found that people with positive trait affect (PA) may have
higher job turnover and lower satisfaction if their high expectations are not met.
Traits. Trait affect is described as the characteristic tendency to perceive the world
positively or negatively (O’Neill et al., 2010). Basic emotions are experienced and expressed
through the positive or negative view that is part of a person; as well as serving as a framework
for work and life experiences (O’Neill et al., 2010). Individuals with high PA have a greater
overall sense of well-being, higher self-esteem and a stronger sense of self-efficacy (O’Neill et
al., 2010). They tend to be more optimistic and expect more out of life, and this has a direct
effect on how often they make changes in their employment or personal lives (O’Neill et al.,
2010).
Because there is a belief the grass is greener at another job with higher pay, or more
attractive advancement opportunities, a PA person may always be looking for the greener
pasture. Frequent turnover suggests a person may be unwilling to lower his/her expectations to
a
realistic level, which decreases life satisfaction (O’Neill et al., 2010). Over time, a PA person
may have difficulty in making adjustments to new jobs and coworkers, and may experience
greater dissatisfaction and disappointment (O’Neill et al., 2010). This may actually result in
lower job satisfaction because of the stress that frequent turnover causes in the earlier stages
of a
person’s career. As a person progresses through career stages, their focus may change from
salary to work-life balance, job security, and social life so that the PA individual may find more
satisfaction with stable employment (O’Neill et al., 2010).
It is interesting that people with lower PA actually have higher job satisfaction with lower
turnover (O’Neill et al., 2010). Low PA people have expectations that are not as high and are
more easily met; resulting in more longevity and organizational loyalty. However, as employees
high in PA stay in a job longer, they enjoy greater satisfaction, are better able to avoid and
resolve conflicts, establish better relationships, and contribute more favorably to the
organization
(O’Neill et al., 2010).
Extending the high PA individual’s tendency to make frequent changes in his/her
personal lives may cause lower life satisfaction and more relationship strain (O’Neill et al.,
2010). Not only do frequent job changes affect his/her personal life, but he/she may make
frequent changes in his/her personal life because of unrealistic expectations of family and
friends
(O’Neill et al., 2010). Idealized visions of the perfect relationship can lead to frustration,
depression, and psychological distress (O’Neill et al., 2010).
O’Neill and colleagues (2010) found that long-term satisfaction may be grounded in
managing expectations, rather than pursuing unrealistic goals. This leads to the belief that job
and life satisfaction is an end product of the conscious choice to be satisfied and happy (O’Neill
et al., 2010). Individuals with high PA or low NA (negative affect) may choose to be more
satisfied, happy, and positive with the situation in which they find themselves.
The inconsistencies found in studies of job satisfaction and life satisfaction, happiness,
and positive attitude caused Nathan A. Bowling and colleagues (2010) to conduct a meta-
analysis study to explore this relationship. Life satisfaction, happiness, positive affect, and
negative affect were each examined separately in an attempt to determine the level of
subjective well-being. Bowling et al. (2010) found there is a positive relationship between job
satisfaction
and happiness, as well as spillover into life satisfaction and subjective well-being. When a
person
is happy at work, they are more likely to be happy with life (Bowling et al., 2010).
Bowling and colleagues (2010) discussed the distinct dimensions of subjective well-being
as life satisfaction, happiness, the presence of positive affect, the absence of negative affect
and
their relationship with job satisfaction. It was determined that the predisposition of a person
toward positive affect and happiness influences satisfaction at work (Bowling et al., 2010;
O’Neill et al., 2010).
The results of a study conducted by Sheila Henderson (2000) are that a combination of
personality strengths, work circumstances, and choice influence happiness at work. Each of the
participants in the study expressed frustration and difficulty at times, but all were tenacious and
pushed forward toward their goals (Henderson, 2000). The knowledge of one’s intelligence,
intuition, ingenuity, and the determination to continue and overcome obstacles increased
success,
satisfaction and universal happiness (Henderson, 2000).
Qualities that stand out for those with a predisposition for happiness, job satisfaction, and
success include a positive sense of self, self-determination, energy, strength of character, and
relationships with others and the world (Henderson, 2000). Happy, successful people have a
clear sense of competence and mastery in their work and have a high degree of self-awareness
that allows them to identify and capitalize on their abilities (Henderson, 2000).
Organizations are becoming more aware of the importance of a manager’s emotional and
psychological well-being (satisfaction with life, high positive affect, and low negative affect) and
how such attitudes enable him/her to meet their strategic organizational goals (Kerns, 2008;
Swart & Rothmann, 2012). The value of happiness has been found to be emphasized in
theindividual’s sense of well-being that contributes to the commitment and involvement in a
strategic approach to human resource management (Kerns, 2008; Swart & Rothmann, 2012).
Because happiness is subjective and is often criticized as unsuitable for scientific study,
Swart and Rothmann (2012) conducted an empirical study by clearly defining concepts based
on
scientific models. It was proposed that happiness is a cognitive evaluation that one’s life is
moving in the right direction, pleasure from experiences, engaging in meaningful activities,
meaning resulting from life goals, and more frequent positive experiences (Swart & Rothmann,
2012).
Positive affect or the orientation to a positive attitude is significant in the commitment to
an organization. An individual’s job satisfaction contributes to organizational commitment.
Swart and Rothmann (2012) found that managers with positive PA and heightened sense of
well-
being have increased organizational citizenship behaviors (Swart & Rothmann, 2012).
Organizational citizenship behaviors are described as altruism, conscientiousness,
sportsmanship, courtesy, and civic virtue (Swart & Rothmann, 2012). These behaviors are not
considered part of the normal job performance; but have an impact on job satisfaction and
employee retention (Paille, 2011). Pascal Paille (2011) described organizational citizenship
behaviors as helping. Giving and receiving help strengthens ties between employees, and
promotes the desire to reciprocate (Paille, 2011). These five behaviors are motivated by job
satisfaction and organizational commitment; thus, happy managers are more committed to the
organization (Swart & Rothmann, 2012).
The results of the Swart and Rothmann (2012) study showed there is a direct connection
with the orientation to happiness and job satisfaction and organizational citizenship behavior.
Swart and Rothmann (2012) found that managers who know what their strengths are and
whouse them in the service of something they believe is bigger than what they are, experience
high
subjective well-being and get involved in assisting others and their organizations. Happiness
and
positive affect in the workplace leads to positive work place outcomes (Swart and Rothmann,
2012). Since happiness and positivity are contagious, it may be possible to project the
happiness
and positive organizational citizenship behaviors of managers to employees they supervise.
A New Way of Organizational Happiness
David Swanson returned from the Korean War in the early 1950’s and got a job at Procter
& Gamble (Bolman & Deal, 1997). After realizing the management style was similar to military
type top-down command, he became discouraged. When the problem became so severe that
dissatisfied employees went on strike, Swanson started his own business and built a new plant
in
Augusta, Georgia (Bolman & Deal, 1997). He retained Douglas McGregor as a consultant to
design a new form of organization (Bolman & Deal, 1997). They started the business with the
belief that people want to be productive and designed self-managing teams with open
communication for good and bad news (Bolman & Deal, 1997).
This framework helped develop the human resource method of management, which
recognizes that people’s skills, attitudes, energy, and commitments can make or break an
enterprise (Bolman & Deal, 1997). Organizations that truly want to improve production and
bottom-line success will invest in employee satisfaction and happiness, encouraging managers
to
work to communicate effectively as they develop cohesive teams based on individual attributes
and responsibilities (Bolman & Deal, 1997; Muchinsky, 1977).
Wise employers work to improve employee job satisfaction by promoting positive
attitudes and happiness; this requires that organizations communicate effectively in two-way
group and individual conversations (Bolman & Deal, 1997; Elwell, 2005). How
muchcommunication is necessary for employees to do their job well and enjoy satisfaction in
their
work place? How do managers communicate to achieve organizational efficiency, productivity,
longevity, and bottom line success? These are crucial questions that we must ask ourselves as
we
review communication and the effect on employee attitude and job satisfaction.
The many years of research in the field of communication, attitude and happiness detailed
above demonstrate the effect of organizational communication on employee attitudes,
organizational and personal success. It is obvious that all organizations benefit from employees
who have increased satisfaction in their jobs. Some organizations may consciously work to
improve job satisfaction by using motivation techniques that are consistent with Herzberg’s
theory or other activities suggested by more modern scholars or experts, but others do not.
Some of the articles available based on Herzberg’s studies and other more recent
publications about studies conducted with various types of companies on job satisfaction have
been presented. Books, articles, and studies by experts who assist companies in trying to
improve
employee attitude, happiness, job satisfaction, morale, and productivity have also been
reviewed.
However, specific information or studies relating to attempts to improve employee attitude,
raise
happiness levels, and increase job satisfaction in higher education was not found.
The lack of information available that is specific to higher education student services has
led to this study of the impact of effective two-way communication on employee attitude,
happiness, and job satisfaction in a higher education setting. The Enrollment Management
Division at Southern Utah University was studied to determine the degree that communication
is
used to promote organizational success, and the commitment by management and individuals
to
positive attitudes with the goal of increased job satisfaction.
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