A Longitudinal Study of Peer Communication During Job Transfers The Impact of Frequency,Quality, and Network Multiplexity on Adjustment

This longitudinal research examines the impact of peer communication on transferees moving from one location to another within organizations. Based on uncertainty reduction theory, it examines the impact of the frequency of peer communication, the quality of peer communication, and network multiplexity on transferees’adjustment to their new positions. Results suggest that the quality of peer communication is associated with positive adjustment after 1 month and at 3 months; frequency of peer communication is associated with positive adjustment at 3 months and at 1 year; and the network multiplexity has relatively limited impact. These results suggest the importance of examining the impact of peer communication for reducing uncertainty for employees involved in job transitions instead of focusing exclusively on superior-subordinate communication.     

A Longitudinal Study of Superior-Subordinate Communication During Job Transfers

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.