COM_456_Concept_Analyses.docx COM 456 Concept AnalysIs Grand Canyon University: COM 456 Concept Analysis There are various concepts in organizational communication that may affect an individuals overall quality of w
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COM_456_Concept_Analyses.docx COM 456 Concept AnalysIs Grand Canyon University: COM 456 Concept Analysis There are various concepts in organizational communication that may affect an individuals overall quality of work life. The quality of a persons work life can be affected by values and ethical communication behaviors, individuals in an organization. These concepts can also affect the individuals performance and success in the organization (Shockley-Zalabak, 2015). Values and Ethical Communication Behaviors Values are objects or qualities held in high regard. People or more inclined to make decisions that are based on their value systems. When searching for an ideal employer, individuals are more likely to choose an organization that offers what they value most. Values not only guide and influence individuals behavior but they also affect how they view others worth. Someone who does not share the same values may be seen to be less worthy. Therefore, when an individual does not obtain what they value such as a high salary, job security, or a risky line of work, they may lack self-worth. When there is value congruence for an individual and their workplace, there is a positive effect on commitment and work satisfaction (Shockley-Zalabak, 2015). Ethics are the moral standards for behaviors and guide an individuals judgement. It is what differentiates right from wrong (Shockley-Zalabak, 2015). It is important for an organization to work under ethical guidelines. Job satisfaction has shown to increase . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . .
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