dc.contributor.author	Courson, Thomas David
dc.coverage.spatial	North and Central America -- United States -- Georgia -- Monroe	en_US
dc.date.accessioned	2016-08-01T14:32:39Z
dc.date.available	2016-08-01T14:32:39Z
dc.date.issued	2016-07
dc.identifier	68421F06-EF8F-49E4-915A-A5025FE239CB
dc.identifier.uri	http://hdl.handle.net/10428/2233
dc.description.abstract	This study explores the emotional implications of superior to subordinate communication on public sector employees by researching whether an employee’s ethical perception of downward openness affects his or her morale. The topic of ideology as an instrument of change provides a historical context of how behavior can be conformed to the philosophy of a strong leader. This is truly important in public sector organizations, where the accomplishment of good governance is often dependent upon the efficiencies gained through effective management of employee behavior. In attainment of this goal, successful public sector management necessitates a fundamental understanding of what drives employee behavior. In this vein, Constructivism seeks to understand why humans are irrational beings, with Behavioralism advancing this theory by establishing a practical solution for evaluating the irrational tendencies of human behavior. Furthermore, Motivation theory seeks to provide additional applicability by theoretically linking intrinsic stimuli with human behavior. Where Motivation theory aids the understanding of the force that guide and maintain goal-oriented behaviors, Ethical theory offers a basis for the moral solutions individuals apply to the difficult situations they encounter in life. Considering these schools of thought and prior research linking low morale within organizational settings to low employee performance, this study examines whether or not public sector organizations concerned with good governance should equally be concerned with effectively managing employee morale. Data collected and analyses conducted for this study explores this relationship. Subsequent findings and conclusions reached emphasize employee perception as an operational mechanism of organizational success.	en_US
dc.description.tableofcontents	Chapter I: INTRODUCTION 5 \| Chapter II: LITERATURE REVIEW 5 \| Ideology as an Instrument of Change 5 \| Motivation Theory 5 \| Ethical Theory 5 \| Defining and Measuring Morale 5 \| Factors that Influence Morale 5 \| Communication 5 \| Chapter III: METHODOLOGY 5 \| Description of the Sample 5 \| Data Collection 5 \| Statistical Methodology 5 \| Chapter IV: RESULTS 5 \| Analyses Leading to Prediction 5 \| Additional Analyses to Evaluate the Strength of Prediction 5 \| Analyses of Internal Consistency of Response Data 5 \| Analyses of Inquiries 5 \| Summary 5 \| Chapter V: DISCUSSION 5 \| Overview 5 \| Limitations 5 \| Framing the Data 5 \| The Relationship between the Ethical Perception of Downward Openness and Morale 6 \| Communication Content and Style as Sub-variables of Downward Openness 6 \| The Relationship between Communication Content and Style and the Sub-variables of \| Morale 6 Quality of Relationship and the Inquiries into Content and Style 6 \| Quality of Communication and the Inquiries into Content and Style 6 \| Job Satisfaction and the Inquiries into Content and Style 6 \| Willingness to Move and the Inquiries into Content and Style 6 \| Identification with the Group and the Inquiries into Content and Style 6 \| Broader Implications 6 \| Conclusion 6 \| BIBLIOGRAPHY 6 \| APPENDIX A: Survey 6 \| APPENDIX B: Institutional Review Board (IRB) Protocol Exemption Report 6 \| \|	en_US
dc.language.iso	en_US	en_US
dc.subject	Dissertations	en_US
dc.subject	Public Administration	en_US
dc.title	The Psychology of Communication: Does the Ethical Perception of Downward Openness Affect Employee Morale? A Case Study of Monroe County, Georgia School System's Transportation Department	en_US
dc.type	Dissertation	en_US
dc.contributor.department	Political Science	en_US
dc.description.advisor	James, Christine A.
dc.description.committee	Fowler, Luke
dc.description.committee	Bauer, Jeremy
dc.description.degree	D.PA.	en_US
dc.description.major	Public Administration	en_US