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Abstract The hypothesis that job involvement moderates the relationship between the quality of communication and employee job satisfaction and work motivation was examined among a sample of 135 managers from 21 different firms (4 to 7 managers from each firm) in a variety of industries. The quality of communication for each manager was measured on a scale of Organizational Communication Effectiveness (Frone the average scores of other managers (never less than 3) from the same firm were used to remove response–response bias from the communication-outcome correlations. In a hierarchical regression analysis, the involvement–communication interaction added significantly to the explained variance in both satisfaction and motivation. Managers who were more involved were more affected by the quality of communication.
Christopher Orpen (Mon,) studied this question.