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Uncertainty Reduction During Job Transitions

An Exploratory Study of the Communication Experiences of Newcomers and Transferees

University of Missouri—Columbia

Uncertainty reduction theory suggests that employees request more information during job transitions, and that increased levels of communication lead to positive adjustment through reduced stress and role ambiguity, and more task knowledge. Due to differences in experience, employees with different tenure are expected to use different communication strategies to gain information. This longitudinal study compares the communication experiences of newcomers and geographic transferees facing new positions in one organization. As expected, both types of employees increased their requests for information from peers and supervisors. Additional feedback and closer communication relationships led to positive adjustment. Possibly due to the small sample size, only limited differences in strategies were apparent for the two types of employees. Results indicate that organizations need to develop communication programs to assist newcomers, and other employees involved in job transitions, in gaining information to reduce uncertainty.

Management Communication Quarterly, Vol. 7, No. 4, 384-412 (1994)
DOI: 10.1177/0893318994007004002


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