外文翻译：管理沟通和员工绩效.doc

PAGE 6 Management Communication and Employee Performance This study used a cross-lagged panel design to examine the temporal relationship between management communication and perceived organizational support (POS), and its consequences for performance. We assessed management communication and POS 2 times, separated by a 3-year interval, in a social services organization (N = 236). Our findings suggest that management communication was positively associated with a temporal change in POS. In addition, we found that POS fully mediates the relationship between management communication and both in-role and extra-role performance. The present study advances our theoretical knowledge concerning how management communication affects performance, with implications for practice. Specifically, it reveals that management communication affects performance mainly because it signals that the organization cares about the well-being and values the contributions of its employees. Managers and researchers have long agreed that communication processes are a major factor in organizational success (Roberts O’Reilly, 1974; Snyder Morris, 1984). Employees who have open lines of communication with managers are more likely to build effective work relationships with those managers, to increase their organizational identification and enhance their performance, and to contribute to organizational productivity (Gray Laidlaw, 2004; Muchinsky,1977; Tsai, Chuang, Hsieh, 2009). Employees who report positive and open communication with managers are also better able to cope with major organizational changes, such as layoffs and mergers (Gopinath Becker, 2000; Schweiger DeNisi, 1991), report higher organizational identification (Bartels, Pruyn, De Jong, Joustra, 2007, Smidts, Pruyn, van Riel, 2001), and deal more effectively with job stressors (Stephens Long, 2000; Tepper, Moss, Lockhart, Carr, 2007). As a consequence, many ways to improve communication within organizations have been propose