Relocation
Trauma:
Fact
or
Fiction?
Jean
M.
McEnery
Eastern
Michigan
University,
USA
Neal
P.
Kulick
Corporate
Human
Resources
at
Ameritech,
USA
ABSTRACT
The
relocation
attitudes
and
experiences
of
420
mid
and
upper-level
Ameritech
managers
were examined
using
data
on
such
variables
as
financial
consequences,
effects
on
family,
and
marital
status.
Managers
were
also
asked
to
recommend
specific
elements
of
a
relocation
program.
As
a
result
of
these
actions,
Ameritech
adopted
several
enhancements
1o
the
relocation
plan,
significantly
increasing
support
for
the
spouse
and
elder
care
assistance
in
order
to
provide
more
overall
support
and
increased
flexibility
for
relocating
managers.
Keywords:
Relocation,
Trauma,
Financial
Consequences,
Effects
on
Family,
Marital
Status
INTRODUCTION
Controversy
exists
regarding
whether
relocation represents
a
golden
career
opportunity or
a
traumatic
event
that potentially stresses
the
family. In
examining
relocation
attitudes
and
experiences
among
a
sample
of
Ameritech
upper-
and
mid-level
managers,
there
was
support
for
both
positions.
The
majority
of
Ameritech managers
who
relocated
appeared
relatively satisfied
with-the
results.
However,
the
impact
reported
on
the
spouse/partner
and
his
or
her
job
was
quite
negative.
It
is
important
to
examine
the
impact of
relocation
not only
because of
the
extent
and
cost
of
relocation
but
also
because of
the
changing
demographics
of
relocatees.
The number
of
relocations
has
been
increasing
moderately
in
the
last
few
years,
and
total
annual
costs are
estimated
to
be
$15
billion.
Organizations
that
are
not
concerned
about
increasing the positive
outcomes
of
relocation
for
employees
are
likely to suffer
the
effect
of
employees
becoming
de-motivated and
performing
below
their
full
capacity
(“Spousal
employment
...,
”1989).
Independent Business Review,
Volume
4,
Number
2,
July
2011
2
There
are
increasing
numbers
of
spouse/partners
employed
full-time,
and
the
majority
of
these
are
female.
The'
term
spouse/partner
refers
not
only
1o
spouses
but
also
to
signiticant
others
who may
be
affected
by
the
move.
The
number
of
two-income
families
has
been
increasing
steadily.
Whereas
two-income
couples
represented
51
percent
of
married couples
in
1980,
they
composed
55
percent
of
married
couples
in
1985.
It
is
estimated
that
by
the
year
2000,
two-income
couples
will
represent
63
percent of married
couples.
Also,
transters
nationally
are
predominantly male
(85
percent),
but
it
is
estimated
that
by
the
2000, females
will
compose
24
percent
of
transterces
(Cetron,
Lucken,
McFadden,
&
Weir,
1987).
There
may
also
be
a
decline
in
willingness
to relocate.
This
has
been
linked
to
the
weakened
psychological
contract
between
employees
and
organizations.
Stories
of
employees
who
relocated
because
of
loyalty
and
then
were
later
released
when
mergers and buyouts
occurred
affect
employee
attitudes
about
the
value
of
loyalty.
In the
1980s,
it
is
estimated
that
one
million
managers
lost
jobs
because
of
downsizing and
takeovers
(Stroh,
Reilly,
&
Brett,
1990).
Therefore,
corporations
cannot count
on
an acceptance
to
relocate
based
on
organizational
commitment.
The
organization
will
likely
have
to
ensure
attraclive
carcer
advancement
for
the
manager
and
provide
re
location
support
for
the
family
as
well.
This study
was
initiated
by
Ameritech
management
to
examine
the
impact of
a
relatively
new
executive
development
policy
in
the
Ameritech
system.
The
policy
states
that
fourth-level
(this
is
equivalent
to
a
level
below
vice-president)
and
above
managers
are
a
corporate resource
and,
as
such,
their
development
and
placement
will
be
done
on
a
corporate-wide
basis.
It
further
states
the desire
to
develop
managers by
moving
them
between
and
within various business
units
both
to
broaden
their
understanding
of the
business
and
(o
assess
their
capabilitics
for
managing
in
a
variety
of
environments.
This
policy
also
benefits
the
corporation
by
expanding
to
region
wide
the
pool
of
candidates
to
fill
key
positions,
Because
of
the
geographical
dispersion
of
jobs
within
the
Ameritech
five-state
region,
the
consequence
of
this
policy
for
managers
is
the
need
to
relocate.
Ameritech
designed
the
study
to
determine
the
potential
impact of
this
policy
on
the
work
and
personal
lives,
including
families,
of
the
managers most
likely to
be
affected.
With
an
understanding of
the
impact,
steps
could
be taken
to lessen
any
negative
effects
via
enhanced
or
modified
support
for
rclocating
managers.
Another
factor
that
highlighted
the
need
for
the
study
was
the
perception
of
women’s
advocaté and
support
groups
within
Ameritech
regarding
the
policy's
impact
on
the
promotional
opportunities
for
women
who
may
be
less
mobile
than
their
male
counter
parts.
This
study accordingly
tested the
reaction
of
executives
Independent Business Review,
Yolume
4,
Number
2,
July
2011
4
Single
Divorced/separated
Engaged
to
be married/involved
in
significant
relationship
Spouse/partner
Employment
(
N
=
365
)
Male
spouse/partners
employed
full-time
87
Mean
income
=
$59,500
Female
spousc/
partners
employed
full-time
33
Mean
income
=
$37.600
Dependents
Had
children
18
years old or
younger
91
Had
adult
dependents
28
Individuals
Who
Had
Relocated
in
the
Last
Five Years
Men
=70
Women
=
20
Note:
420
respondents (593
questionnaires
sent;
response
rate
=
71%).
[SSRENFCN
CONCERN
WITH
THE
POLICY
Table
I
indicates
that
although
most managers
were
familiar
with
the
policy,
they
desired
more
information about
the
consequences
of
the
policy.
Concern
was
expressed
that
being
unable
to
relocate
might reduce
the
likelihood
of being
promoted
even
within
their
current
geographical
area.
Most
managers
believed,
however,
that
if
they refused
a
job
offer
requiring
relocation,
other
offers
would
still
be
made
in
the
future.
Some
representative
comments
about
the
policy
are
captured
in
the
following
quotations:
The
inter-entity
movement
program
appears
to
be
inconsistent
with
the trend
and
policies
in
other
companics
and
with
the
changing
values
of
managers.
The
inter-entity
movement
program
puts
a
high
burden
on
women.
Has
anyone
considered,
wittingly
or
unwittingly,
that
the
plan
creates
even
more
serious obstacles
for
women
(o
advance?
It
seems
to
me
that
in
order
to
stay
in
touch
with...
employees
(that
is,
working moms,
second
incomes,
dependent
parents),
the
movement
system
needs
to
be
very
sensitive
and
flexible
or
the
corporation
will
not see
the
talent that
is
in
front
of
them.
Relocation
Trauma:
Fact
or
Fiction?
5
WHY
A
RELOCATION
OFFER
WAS
ACCEPTED
OR
REFUSED
Sixty-two
percent
of
those
returning
questionnaires
agreed
that
they
would
relocate
for
a
promotion,
whereas
only
14 percent
would
relocate
for
a
lateral
position.
Table
II:
Perception
Regarding
the
Inter-entity
Policy
.
Percentage
Statements
who
agreed
Those
who
are
unwilling or
unable
to
relocate
will
be
at
a
s
disadvantage
for local
promotions
T
am
very
or
somewhat
familiar
with
policy
71
Movement
provides opportunity
to
achieve
career goals
61
T
would
like
a
much
better
understanding of
policy
53
If
one
refuses
a
relocation
offer,
one
will
not
be
asked
again
21
If
the
position
is
a
promotion,
there
is
the attraction
of
increased competition,
status,
and
the
recognition
of
personal
value
from
the
organization.
Learning
new
skills
and
facing
new
challenges
are
also
tempting
(Feldman
&
Brett,
1985).
Some
quotations
that
describe
these
interests
are
“Progressing
in
the
business
and
reaching
my
full
potential
is
extremely
important”
and
“If
financial
incentives
were
attractive
and
the
geographical
area
relatively
attractive,
I
would
relocate.”
The
question
is
whether
a
promotion
is
enough.
Differcnces
were examined
between
those
who
in
the
past
had
accepted
and
those
who
bhad
refused
a
relocation
offer.
When
asked
to
describe
why
they refused
a
relocation
offer,
the
most
frequently
cited
reasons
were
financial
and
the
spouse/partner
and
his
or
her
job.
This
is
supported
in
other research suggesting
that
major
concerns about
relocation
were
cost
of
living,
especially
housing,
in
the
new
area
and
employment
conditions
for the
spouse/
partner
(Mathews,
1984).
It
will
be very
expensive
for
a
family
if
the
spouse/partner has
to
be
without
a
job
for
some
period
of
time.
Even
a
promotion
may
not
make
up
the
difference
in
income.
Table
11T
indicates factors
that
predicted or
did not
predict relocation,
based
on
differences
betwecen
those
who
accepted
(N
=
90)
and
rejected
(N
=
75)
a
relocation
offer.
Some
of
these
results
may
be
counterintuitive.
It
is
often
suggested
that
older
managers
will
be
less
interested
in
relocation or
that
children
who
are
preschoo!
or
of
high
school
age
will
impede
a
family’s
ability
to
relocate.
Neither
was
true
in this
sample
of
managers.
In
regard
to
children,
62
percent
of
managers
without
children
were
willing
to relocate,
and 55
percent
of
managers
Independent Business Review,
Volume
4,
Number
2,
July
2011
8
adult
dependent.
With
the
aging of
the
population,
this
is
a
statistic
that
is
also
likely to
increase.
In
summary,
using
a picture
of
the
current
situation to
project future
employee
attitudes
and
demographics
suggests
that
resistance
to
relocation
is
likely 1o
grow.
Organizations
must
understand
how
employees
might
view
a
relocation offer
and
what
factors
will
be used
to
evaluate
that offer,
SATISFACTION
WITH
RELOCATION
The
literature
tends
to
describe
problems
the
transferee
will
have
on
the
job.
The
spouse/partner
and
children
are
viewed
as
less
problematic.
When
a
manager
or professional
relocates,
he
or
she
is
often
expected
to
adjust
quickly
to
the
new
Jjob
and
environment. Less
social
support
and
more
anxiety
are
likely
because of
new
and
different
responsibilities
(Feldman,
1988).
The
individual
may
work
longer
hours
to
adjust
to
the
new
job
and
delegate
more
frequently
to
subordinates
(Feldman
&
Brett,
1983).
Although
the
move
may
disrupt
the
spouse/partner
and
children,
one
study
found
that
most
spouses
had
positive
attitudes
toward
moving
again.
Wives
who
had
moved
were
more
satisfied
with
their
marriages
and
family
lives
than
wives
who
had
not
moved.
Children
were
reported
to
have
more
difficulties
than
the
wives
but
also
demonstrated
stronger
social
skills
as
a result
of
the relocation
experience.
Adolescents
had
morc
trouble
than
younger
children.
Forty-eight
percent
of
children
age
thirteen
to
eighteen
had
adjustment problems,
whereas
only
15
percent
of
those
age
six
and younger
had
problems
(Brett
&
Werbel,
1980).
Table
IV
presents
satisfaction
ratings
for
three
separate
dimensions
of
experience:
job
and
organization, personal,
and
spouse/partner
and
family.
Table
1V: Satisfaction
with
Relocation
Dimensions Explored
Percentage
satisfied
or
very
satisfied
Jobs
and
organization
Support
from
new
supervisor
%
flexibility
of
schedule
75
Extent
felt
welcome
by
organization
71
Receiving
realistic
information
about
new
job
66
Feeling
free
to
accept/reject
job without
pressure
64
Receiving
information about
organization’s relocation
policies
61
Relocation
Trauma:
Fact
or
Fiction?
9
Having
sufficient
time
to
decided about
relocation
offer
61
Overall
organizational
support
(
financial. etc
)
52
Receiving
information about
new
community
41
Personal
Adjustment
to
new
job
86
Adjustment
to
new
organization
84
Likelihood
of
reaching
career
goals
68
Personal
happiness
58
Extent
to
which
new
company
interested
in
career
53
Spouse
/Partner
and
Family
Children adjustment
(
N
=
49)
73
Search
for
new
home
with family
input
63
Children happiness
(N
=
63
)
59
Closeness
to
family
52
Spouse/Partner’s
social
adjustment
(N
=71)
52
Spouse/Partner’s
social
adjustment
to
a
new
job
(N=40)
43
Spouse/Partner’s
happiness
(N
=71
)
©
42
Ability
to
visit
home
when
desired
during
transition/
38
move
32
Spouse/Partner’s
career
(N
=50)
Of
the
ninety
relocatees,
about
half
had been
relocated
with
a
promotion.
One
significant
caution
is
that
these
perceptions
are
reported
by
the
person
who
relocated,
not
directly
by
the
spouse/partner
or
children.
There
are,
however.
some
objective
data
available
that
will
be discussed
regarding
the
spouse/partner’s
job
search.
Overall,
88
percent
felt
that
the right
decision
had
been
made
to
relocate.
Relocatees
tended
to
feel fairly
positive
about
the
new
organization, supervisor,
and
the
welcome
they
had
received.
However,
total
organizational
support
was
not
perceived very
positively
and
only
41
percent
were
satisfied
with
information
about
their
new
community.
Some
representative
quotes
are:
My
cost
of
living
was
up
and
my
income down.
This
was
a
lateral
with
no
cost-of-living
adjustment
plus the
loss
of
my
spouse’s
job.
[There
is
a]
need
for
(a]
cost-of-living
and an
adequate housing
adjustment.
I
needed
more
assistance
after
the
move;
for
example,
a
service
to
accept
deliveries
[and]
deal
with
workmen
who
need
access
to
the
house
while
I'm
at
work.
I
also
needed
information
on
reliable
services
such
as,
day
care,
lawn
service,
accountants,
cleaning
services,
and
so
on.
Independent Business Review.
Volume
4.
Number
2,
july
2011
10
Recognition
[is
needed]
that
single
people
{with
and
without
children]
are
moving.
The
current
plans
and
expectations
of
upper
management
are
that
you
arc
available
to
work
immediately and
someone
else
is
handling
the
move
for
you.
It
is
very
stressful.
There
should
be
consideration
of
the
need
to
relocate
a
dependent
parent
who
needs
assisted
living
or
a
nursing
home
environment.
In
general,
it
appears
that
managers were
relatively
satistied
with
personal
issues.
However,
they perceived
that
their
families
had
experienced
negative
conscquences. Children appeared
to
fare
reasonably
well,
but the
spouse/partner’s
social
adjustment,
happiness,
and
especially career
satisfaction
were
reported
as
quite
low.
The
statistics
about
spouse/partner
employment
present
a
bleak
picture,
Whereas
56
percent
of
the
spouse/partners
were
employed
before
the
move,
more
than
half
of
this
group
did not
seck
employment
within
the
first
six
months
of
the
move.
The
reason
most
often
cited
for
this
was
the
perceived
need
for
time
to
support family
and
personal adjustment.
Of
the
twenty-four
spouse/partners
who
did
scarch
for
work, approximately
half
found
jobs
within
six
months,
one-fifth
took
more
than
six
months,
and
almost
one-third
were
still
unemployed.
Of
those
who
had found
jobs,
64
percent
took
jobs
paying
less
than
the
former
job,
and 50
percent
perceived
the
new
jobs
to
be
of
lower
quality than the
former
job.
Although
the
numbers
at
this
point
are
quite small,
this
clearly
represents
a
significant
concern.
Quotations
describing
the
relocation
experience of
spouse/partners include
the
foliowing:
My
wife’s
adjustment |was
a
problem].
We
moved
into a
neighborhood
of
permanent
residents.
They
didn’t care
about
us
transients.
There
is
currently
no
help
given
in
finding
new
jobs
for
spouses.
The
husband
of
district-level
woman
I
know
is
still
unemployed
nine
months
after their
relocation,
and
it
is
ruining
their
lives.
If
you
can't
feel
good
about
where you
live
and
work
and what
it
provides
for
your
family,
it
is
difficult to
concentrate
on
and
feel
good
about
the
job.
Relocation
resulted
in
her
(my
spouse’s)
dissatisfaction
and
a
reduction
in
income
for
the family.
If
this
company
wants
two-career
families
to
move,
they’re
going
to
have
to
make
an
effort to
help
find
meaningful
employment
for
the
spouse
(for
example,
introductions
to
good
headhunters
and
companies
that
the
spouse
may
be
interested
in).
Relocation
Trauma:
Fact
or
Fiction?
1
Add
child
care
ance—not
necessarily
money,
mostly
advice,
information,
referrals,
and
alternatives.
Show
some
competence
in
the area
instead of
blank
stares.
This
is
an important
issue.
They
have
asked
me
to
uproot
my
partner.
risk
my
partner’s
income
(which
represented
more
than
50
percent
of
house
hold
income),
and
they
do
nothing.
There
were few
significant
differences
in
satistaction
between
the
men
and
women
managers
who
had
relocated
except
that
women
reported being
happier.
Women
also
felt
that their
spouses
were
better
adjusted
to
their
new
jobs
than
female spouses
were
reported
to be.
There
were,
however,
only
nine
male
spouses
who
relocated.
Table
V:
How
Critical
Organization Actions Related
to
Relocation
Outcomes
Measures
of
Satisfaction
(Correlation Coefficient)
Personal
Spouse/Partner
Family
butlsf.actlon
Organization
Actions
Happiness
Happiness
Happiness
w1.th
.
Organization
No
undue
pressure
to
46
43
38
27
make
move
Time
1o
make
decision
34
37
27
.30
to
move
Organizational
actions
were
cxamined
to
determine
which
might
predict
adjustment
and
satisfaction.
Table
V
shows
the
most
predictive
factors
that
related
to
several
measures
of
satisfaction.
It
is
not necessarily
true
that
less
pressure
to
accept
the
offer
and
more
time
to
decide
whether
to
relocate
will
cause
satisfaction
later;
however,
the relationship
is
psychologically
logical.
Control
by
the
individual
over
the
decision
may
increase
the
likelihood
that
the
employee
will
work
hard
to
ensure
that
the
decision
works
because
he
or
she experiences
personal
responsibility
for
it.
If
the
organization pressures
the
individual
to
accept
relocation,
it
may
be very
easy
for
the individual to
blame
the
organization
for
negative
consequences
and
take
less
personal
responsibility
for
a
successful
outcome,
Independent Business Review,
Volume
4,
Number
2,
July
2011
12
RECOMMENDATIONS
A
relocation
policy
and procedure
should
be defined
by
an
crganization’s
situation
and
demographics.
A
policy
should
cosure
eguitable
treatment
of
employces.
Allowing
individuals
to
negotiate
their
own
move
can
be
unfair
and
certainly
does
not
ensure
that
the
most
valuable
employees
will
receive
the
best
treatment.
Without
specific
practices
o
identify
and
address
needs.
art
organization
cannot
assume
that
individual
needs
will
be
met.
Without
help, the
relocatee
may
not
recognize
what
needs
exist
until
the
relocation
is
completed
unsatisfactorily.
The
organization
should
be
aware
that
relocation
may
be considered
a
critical,
and
perhaps
the
most
critical,
carcer decision
of
a
manager’s
life,
It
may
represent
a
decision
to
commit
more
personal
and
family support
to
one
family
member’s
career
than
has
occurred
in
the
past.
Personal
career
counseling
should
be
available and,
although obviously no promises
can be
made,
the individual
must
be
provided
a
long-term
perspective
about
the
tmpact
of
the relocation
and
the
new
position
on
future
career
prospects.
If
the
organization
is
clearly
attempting
only
to
fill
4
position
without
considering
the
developmental
implications
for
the
relocatee,
an
offer
is
more
likely to
be
refused,
or
if
accepted,
future
opportunities
are
likely to
be
viewed
with
skepticism.
Many
employees
may
not
ask
for
help
they
need and
yet
will
be
angry about
not
being
offered
help.
For
example,
only
13
percent
of
married
female
transferees
currently
request
spouse
assistance.
It
may
be
that
employees
are
uncomfortable
about
asking
because
they
feel
that
the
assistance
will
be
inadequate
or
because
help
is
either
not
offered
or
offered
informaliy
(Cetron,
Lucken,
McFadden,
&
Weir,
1987).
A
manager
in
this
study
stated:
“Transfer
ring
employees
do
not share
all
their
problems
with
their
bosses
because
it
may
be
perceived
as
weakness.
An
effective
third-party
provided
service
could
be
purchased
to
help
the relocating family.
When
properly provided,
it
would
pay
for
itself
by
reducing
lost
time
and
productivity. Further,
this
service
would
help
the
whole
family
adjust
and
learn to
accept
and
enjoy
the
new
area.”
In
formulating
a
policy,
a
choice
must
be
made
about
the
extent
of
the
support
that
is
considered
financially
viable
and
appropriate
for
the organization.
Many
organizations
still
feel
no
responsibility for
family
issues;
however,
this
study
suggested
that
the
perceived
dissatisfaction
of
the
spouse/
partner
is
an
important
issue
for
relocatees.
It
is
critical
that
a
company
not
write off
a
manager
who
indicates lack
of
mobility
at
any
point
in
time.
The
passage
of
time
will
ofien
change
family
conditions or
constraints,
and
an
offer
refused
two
years
ago
might
be
accepted
today.
Even
though
a
profile
of an
individual
who
is
likely to
refuse relocation
