A Longitudinal Study of Superior-Subordinate Communication During Job Transfers

Michael W. Kramer

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Job Satisfaction and Organizational Behavior Employee Performance and Management Team Dynamics and Performance

Abstract

Based on an assimilation perspective and leader-member exchange model, this study explores superior-subordinate communication during job transfers. Using a longitudinal research design of questionnaires and brief interviews, the study examines the impact of supervisor communication on transferees during their first year at new locations. Results suggest that supervisor relationships have a significant impact on the feedback and social support transferees report experiencing, on their physical, psychological, and cognitive adjustment to their new roles, and on the type of peer relationships they develop. In particular, middle-group supervisor relationships appear to have the most positive impact on transferees.

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References

1984Content Analysis: An Introduction to its Methodology.1986Research in Organizational Behavior.1971Measuring nominal scale agreement among many raters.1975Development of the Job Diagnostic Survey.1970Role Conflict and Ambiguity in Complex Organizations 1986Leader-Member Exchange Model of Leadership: A Critique and Further Development 1985MENTORING ALTERNATIVES: THE ROLE OF PEER RELATIONSHIPS IN CAREER DEVELOPMENT.1986SOCIALIZATION TACTICS, SELF-EFFICACY, AND NEWCOMERS' ADJUSTMENTS TO ORGANIZATIONS.

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