PSYCHOLOGY MASTER'S THESIS ABSTRACT

Ken Moses

Industrial/Organizational
June 1990

Predictors of Job Satisfaction Following Organizational Change

   
    Individuals’ psychological reactions to the process of corporate mergers were explored.  Specifically, differences in perceived control and in coping were investigated for their role in mediating (a) stress caused by the merger, and (b) job satisfaction. Thirteen employees from merging technical companies were measured for their coping strategies, perceived control over the merger, job satisfaction, generalized beliefs of control and social support resources.  Results from the study suggest that perceived control indirectly influences level of job satisfaction, seemingly by influencing the choice of a coping strategy or the use of social supports.  Additionally, as hypothesized, a positive relationship was found between greater use of coping and certain facets of job satisfaction.  Analyses of the demographic data indicated that companies might be able to anticipate certain employees’ reactions to mergers, and specify the “at-risk” individuals.  Implications for easing the stress of the merger are discussed.

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