This quantitative study examined managerial communication and interaction practices and the influence of the practices on employees' sense of work motivation and job satisfaction. Strong managerial communication skills and interactions are essential leadership behaviors, yet despite an explosion in communication mechanisms available, employees have continued to experience increased separation from management because of ineffective communication practices. This study surveyed 95 participants, 71 employees and 24 managers. The findings are important to organizations, as they may enable management to understand the importance of effective management practices on job satisfaction and organizational success. The results demonstrated that: (a) managerial communication and interaction practices influenced employees' sense of job satisfaction; (b) managerial communication and interaction practices did not influence employees' sense of work motivation; (c) female employees did not report higher influence of managerial practices on work motivation or job satisfaction; (d) employees' years of service did not contribute to sense of work motivation or job satisfaction; (e) managers and supervisors believed they had greater influence on employees' sense of work motivation and job satisfaction than employees reported; and (f) a stable work setting had no appreciable effect on managers or employees when compared with the same groups within a business environment undergoing constant change. Other significant findings showed that (a) 14.5% of the variability in job satisfaction can be predicted by the linear combination of managerial communication and interaction practices, and (b) in terms of work motivation and job satisfaction, there were nearly identical outcomes in the employees with less than 5 years of service and employees with more than 5 years.