COMMUNICATION AND JOB PERFORMANCE

Communication enables employees to perform their tasks more efficiently. It is therefore important that organizational communication is effective. Also, it is important that managers' communication (supervisors' communication) is effective. It is assumed that if employees aren't satisfied with communication, their job performance will not be at a satisfactory level. Therefore, the impact of communication on job performance (as one of the outcomes of employees) has been tested in various empirical studies. This has been analyzed in the paper. By search on the Internet, fewer studies have been found that are exclusively dedicated to the impact of communication on job performance compared to the impact of communication on other outcomes of employees (such as job satisfaction, etc.). Communication, productivity, job performance and relationship as the key words have been used. Results confirm that effective communication increases productivity. Also, communication has gained support as a predictor of job performance. However, results confirm a general link between the two variables. In this regard, the purpose of this paper was to provide an insight into communication dimensions, job performance dimensions and the instruments that have been used in important empirical studies. It is found that the impact of communication dimensions on job performance dimensions is unequal. In addition, higher communication satisfaction is not a guarantee of higher job performance (as there are plenty of other factors that affect job performance). This is not to discourage further research into the impact of communication satisfaction on job performance, which has been confirmed by increasing research of this relationship in the companies in developing countries. In the light of this, the paper is expected to stimulate researchers to discuss this topic and motivate further research into the impact of communication on job performance, particularly in Serbian companies and in other similar countries.