In the accepted age of the “knowledge or information worker,” information exchange and communication clarity are essential in the coordination of effort and control of organizational processes. Indeed, some researchers have reported that the bedrock of the effective implementation of any quality initiative (QI) within an organization involves the redefinition of both traditional boundaries and the communications channels that exist within an organization. The present research investigates various antecedents of supportive communication affecting customer satisfaction within employees. Result showed significant difference between managerial (MEs) and non-managerial (NMEs) employees in all the variables irrespective of active listening and defensiveness. The study reveals that MEs underscore on humanized leadership, teamwork, recognition vis-a-vis to NMEs to augment the level of customer satisfaction. Findings indicate that MEs are more assertive about long term implications of supportive communication than NMEs. The research also discloses NMEs’ reluctance about supportive communication rather they are more interested in outright rewards and productivity. The findings recommend that incorporating these dimensions may render service organization with the potent to enhance customer satisfaction significantly.