Interpersonal Communication

The relationship between members of an organization and their supervisor can be critical toward employee attitudes of change and are expected to have a fundamental influence on forming patterns of behavior demonstrated at work. Acknowledged as perceived supervisor support (PSS), this reciprocal exchange relationship is highly relevant to the successful management of change, and there is evidence of meaningful relationships with positive attitudes, such as commitment, job satisfaction, and perceived organizational support. How supervisors communicate with others within their dyadic subordinate relationships will bear outcomes for the employee that are instrumental not only in the reciprocation of attitude and behavior toward the supervisor, but also concerning the organization and their support for programs of change, such as M&A. Subsequently, these attitudes inspire positive workplace behaviors, such as citizenship and in-role behavior besides discouraging withdrawal behaviors at a time where employee engagement is crucial. With increased employee vigilance comes a closer scrutiny of others in the workplace as the distribution of fairness among peers and superiors is evaluated. I remind the reader about the role of communication within the justice framework before taking a more nuanced approach to its various manifestations in organizational life. Drawing from the running case study, a range of actions are identified as being crucial to a well-functioning communication system during a period of M&A change. These forms of social contact are essentially important during periods of radical change, and none more so than the disruptive and potentially divisive circumstances to evolve from M&A. Implications for current theory are discussed.