Examining the Experiences of Remaining Employees after a Coworker Dismissal: Initial Message Characteristics, Information Seeking, Uncertainty, and Perceived Social Costs

Abstract

Organizational exit can be turbulent. This study examines the communication surrounding coworker dismissal, including how remaining employees learn about a coworker’s dismissal and what predicts remaining employees’ information seeking, uncertainty, and perceptions of social costs related to information seeking. Statistical and content analyses were conducted on survey data gathered from 220 participants. Remaining employees most often learned about their coworker’s dismissal from another coworker or the remaining employees’ immediate supervisor; via individual, face-to-face meetings; with moderate formality; at some point within a day of the dismissal; with varying content. Age predicted uncertainty and perceived social costs of information seeking. Message characteristics predicted uncertainty, while interaction frequency predicted the perceived social costs of information seeking. Uncertainty did not predict information-seeking strategy use. Greater perceived social costs predicted less overt questioning and greater observing and testing. This study extends uncertainty reduction and management theories and offers managers advice about communicating coworker terminations.