James Nervousness In Communication

1051 Words 5 Pages
Background
James was sitting in a conference room with the other ten of his coworker. It was a meeting to discuss their achievement review as an account officer in a local bank. He was working here for about one year and this meeting was conducted as a performance review after they collected and maintained their accounts after six-month periods. James less likely to talk in a meeting because he was feeling uncomfortable when he said something, he became the center of attention and it made him feeling nervous as he thought that people would try to find the flaw of whatever he said. Therefore, he just usually had a report fully well written rather than to communicate his report in a meeting. Besides the regular meetings, there was also a presentation
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According to McCroskey (1977), James was experiencing “fear or anxiety that associated with either real or anticipated communication with others has been defined as communication apprehension” (p. 78). James is not the only employee that has those situations, but there is approximately 20 percent of the population in the United States suffers from communication apprehension (McCroskey, 1977). Many researches found that the individuals’ communication apprehension (CA) cause negative influence in their work environment. The high CA employees are tending to have lower job positions (Bartoo & Sias, 2004), and generally less likely to offered an employment (Daly & Leth, 1976; Richmond, …show more content…
He also mentioned that it is not the actual consequences of the acts performed within a job itself but also any additional actions that can support to the job such as giving opinions in a meeting and delivering presentations. From his explanation, we could see that besides the core job or main tasks, there are other activities that are considered in the evaluation of employees’ performance, which support the core job and some of them might involve in communication behavior. In the job performance criteria, Capko (2003) suggested job knowledge and skills, quality of work, the quantity of work, work habits, and attitude should be included in a performance evaluation of staffs. On the other hand, evaluation in management positions Capko (2003) suggested that assessment on the manager’s people skills, ability to motivate and provide direction, overall communication skills, and ability to build teams and solve problems, should be included along with the essential job performance areas mentioned before. This indicated that managerial positions require more communication activities than the lower level. The evaluation on the job performance generally known as a performance appraisal, which Javitch (2016) defined as a way of management in providing feedback to someone they supervise which usually occurs once per quarter,

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