Drawing upon previous theoretical and empirical work on mergers and acquisitions, survivors' reactions to layoffs, organizational stress, and perceived personal control, we proposed a structural model of managers' reactions to the acquisition of their company.The model was evaluated on the basis of survey data collected from a sample of middlelevel managers ( N = 91) whose company was acquired through a hostile takeover by another company. Both were Fortune 500 companies. Though most variables were measured 16 months after the initial implementation phase of the merger, manifest indicators of change in job control were measured twice: at the beginning of the implementation phase and 16 months later. Mixed latent/manifest variable structural equations analyses provided results that were generally consistent with the proposed model. Implications of the results as well as suggestions for future research are discussed.

The interactive effect of role conflict and role ambiguity on job performance was examined in a sample from an Israeli industrial organization. The results supported the hypothesis that simultaneous increases in both role conflict and role ambiguity are associated with lower levels of job performance. Implications of the results and suggestions for future studies are discussed.

Empirical investigations of the job characteristics model (JCM; Hackman & Oldham, 1980) have failed to systematically explore the moderating effects of growth need strength (GNS) and context satisfactions (viz., pay, job security, co-worker, and supervision) on the relations among the core job characteristics, critical psychological states, and work outcomes. Previous studies also are criticized for the use of subgroup analytic techniques, low statistical power resulting from small sample sizes (i.e, often less than 200) and/or samples consisting of individuals of relatively homogeneous jobs/occupations. As an attempt to address these deficiencies in the literature, this study examined the moderating effects of GNS and each of the four context satisfactions using a large sample (N = 6405) of employees from a variety of jobs and occupations. Overall, the results of univariate and multivariate hierarchical moderated multiple regression analyses suggest that none of thefive individual difference factors appeared to be viable moderators of any of the relations among job characteristics, psychological states, and three work outcomes (viz., growth satisfaction, overall job satisfaction, and internal motivation). Also, there was no supportive evidence for potential joint moderating effects between GNS and each context satisfaction on the relations of the JCM.

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We have attempted to explore the inconsistent results in the literature concerning employee reactions to workspace density by examining the simultaneous moderating eVects of job complexity and organizational tenure on the relationship between workspace density and three attitudinal outcomes: organizational commitment, job satisfaction, and co-worker satisfaction. We found the strongest negative relations between density and reactions when job complexity and organizational tenure were high, simultaneously. Theoretical and practical implications of the study are discussed.