This study examined the relationship between subordinate satisfaction and superior-subordinate co-orientation regarding performance feedback rules within organizational dyads. Specifically, the study focused on how subordinate perceptions, regarding how and when informal performance feedback should be provided by a superior, would impact subordinate communication satisfaction. Subjects, 81 people in 27 triads (a salaried employee, that employee's first-line supervisor, and that supervisor's mid-level manager) from an engineering/manufacturing firm, completed two measurement instruments: the Communication Satisfaction Questionnaire by Downs and Hazen (1976) and a 12-item co-orientational Communication Rules Questionnaire developed specifically for the study. Results indicated that the level of actual agreement between a superior and a subordinate did not correlate with communication satisfaction as well as the level of perceived agreement. Overall, results of the study reinforce the notion that perceptual congruence within a supervisor-subordinate relationship has an impact on important organizational outcomes. (Three tables of data are included, and 45 references are attached.) (SR)