Communication and uncertainty reduction during job transfers: Leaving and joining processes

Abstract

Based on uncertainty reduction theory and a job transfer model, this longitudinal study explores the process by which communication facilitates the adjustment process for employees who transfer to new locations in the same organizations. Content analyses of interview data provided descriptions of the communication processes transferees use as they loosen relationships with coworkers at their old locations and develop relationships with coworkers at new locations. Statistical analyses examined the impact of types of communication relationships, feedback, and role development on the cognitive and affective adjustment of transferees. Results indicate that communication experiences have a significant impact on transferees, as well as other work group and organizational members, as they make sense and reduce uncertainty about their changing environments. Results support applying uncertainty reduction theory to exit phases of relationships and other transitions.

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