Editing Job satisfaction (section)

==== Communication overload and underload ====
One of the most important aspects of an individual's work in a modern organization concerns the management of communication demands that they encounter on the job.<ref name=autogenerated4>{{cite journal | last1 = Krayer | first1 = K.J. | last2 = Westbrook | first2 = L. | year = 1986 | title = The relationship between communication load and job satisfaction | journal = World Communication | volume = 15 | pages = 85–99 }}</ref> Demands can be characterized as a communication load, which refers to "the rate and complexity of communication inputs an individual must process in a particular time frame."<ref name=autogenerated1>Farace, R. V., Monge, P. R., & Russell, H. M. (1977). Communicating and organizing. Reading, MA: Addison-Wesley.</ref>

Individuals in an organization can experience communication overload and communication underload, which can affect their level of job satisfaction. Communication overload can occur when "an individual receives too many messages in a short period of time," resulting in unprocessed information or when an individual faces more complex messages that are more difficult to process.<ref name=autogenerated1 /> Due to this process, "given an individual's style of work and motivation to complete a task, when more inputs exist than outputs, the individual perceives a condition of overload,"<ref name=autogenerated4 /> which can be positively or negatively related to job satisfaction. In comparison, communication underload can occur when messages or inputs are sent below the individual's ability to process them.<ref name=autogenerated1 />

According to the ideas of communication overload and underload, if an individual does not receive enough input on the job or is unsuccessful in processing these inputs, the individual is more likely to become dissatisfied, aggravated, and unhappy with their work, leading to a low level of job satisfaction.