Investigating communication satisfaction for a better understanding of organizational behavior

Abstract

Our research is consistent with the work of researchers who have attempted to understand the relationships between communication satisfaction and other aspects of organizational behavior such as job satisfaction, productivity, employee involvement, organizational commitment, and part-time employment (Downs & Hazen, 1977, Clampitt & Downs,1993; Varona, 1996; Iyer & Israel, 2012; Gray & Laidlaw 2002). Our research aims to understand if and how communication satisfaction contributes to the development of organizational commitment. For this purpose, we chose a hypothetical-deductive approach, which guided us to use the quantitative method. Data was collected by means of questionnaires intended for 180 officials from various public administrations in the Rabat Salé Kenitra region. The empirical results of the research were processed using two software programs: SPSS 24 and SmartPLS 3. The results of this research show that communication satisfaction is able to positively affect the official’s attitude towards the organization. Therefore, there is a significant impact of communication satisfaction on normative commitment (the duty to stay) and affective commitment (the desire to stay). However, continuance commitment (the obligation to stay) barely changes when communication satisfaction is more or less important. The results of this study can be used to support HR and communication departments. It is a means of guiding decision-makers in particular, and researchers in general, to better apply and replicate this research model based on academic data and taking into consideration the perspective of officials. The originality of this approach is that, to our knowledge, these two concepts (satisfaction communication and organizational commitment) have not yet been the subject of scientific research in the public sector in Morocco. However, as it is a context that has certain specificities, future research could attempt to test this model on the private sector in a comparative study for example, while assessing other dimensions of internal communication, because in fact, there is a need to continue valuing communication and attempting newer approaches to assessment. (Ruck, 2012).     JEL Classification: D23, D83 Paper type: Empirical researc