Information-Receiving and Information-Giving During Job Transitions

Authors

Michael W. Kramer, University of Missouri
Ronda Roberts Callister, University of MissouriFollow
Daniel B. Turban, University of Missouri

Document Type

Article

Journal/Book Title

Western Journal of Communication

Volume

59

Issue

2

Publisher

Taylor & Francis

First Page

151

Last Page

170

Publication Date

1995

Abstract

Based on social exchange theory, this research develops a typology of six strategies for exchanging information. This study explored the information-receiving and information-giving of both newcomers and transferred employees involved in job transitions in one organization. Results suggest that unsolicited information-receiving is positively related to job satisfaction and organizational knowledge, in addition to being negatively related to intention to quit, and that information-giving through modeling is also negatively associated with intention to quit. Results also indicate that transferred employees are more knowledgeable of the organization and their roles, as well as, more likely to model consciously appropriate behaviors than newcomers. Conversely, newcomers are more likely to use observations to gain information than transferees.

Comments

Originally published by Taylor & Francis . Publisher's PDF available through remote link.

Recommended Citation

Kramer, M. W., Callister, R. R. & Turban, D. B. 1995. Information-receiving and information-giving during job transitions. Western Journal of Communication, 59: 151-170.