Supervisor-Employee Relation Is Not Enough For Positive Employee Perception Of Merger Integration

Abstract

In this study, we examine how supervisor-employee social relationship in the advice-seeking and giving network influences employee’s perception of the post-merger integration (PMI) process. Using leader-member exchange and social network theory perspectives, we also investigate the moderating roles of a supervisor’s positions in the informal network structure (supervisor advice network centrality, supervisor advice network brokerage) and supervisor’s communication and energizing abilities on this influence. We argue that supervisor-employee informal connection in the advice-seeking and giving network positively affects employee perception of the post-merger integration process; and this positive influence is conditional on whether the supervisor i) occupies a central or ii) brokerage position in the informal network structure; iii) can effectively communicate with his or her employees; and iv) can generate energizing relationships with his or her connections. We present corroborating evidence for these four moderating factors through a sample of supervisor-employee pairs who are current employees of a new merged professional services firm.