The main focus of the “influence process model” is the interaction between managers and employees. This model encompasses the personalities of the people involved, the cha-racteristics of the tasks and the constraints of the situation. Leadership is thus considered to be an influence process. The flexible consideration of various situations and the regard of organizational developments allow the influence process model to be qualified as the optimal management approach for mergers in the public sector.According to Article 21 paragraph 1 B-VG regarding staff service regulations within various countries, the communities and the local government, there is a legislative and executive authority in the countries. Due to this, those people who are directly employed at the SHV which is constructed in a similar way as an association of local authorities fall within the scope of the G-VBG. The use of AngG or ABGB under these service conditi-ons is not applicable. Although the G-VBG has substantive regulations, several passages refer to other provincial rules and regulati-ons.If there is a transfer of labour contracts be-longing to the SHV which is constructed similar to an association of local authorities, then the employees may wish that the trans-fer of operations directive be applied based on the fact the AVRAG is not applicable and because there are a lack of provincial regula-tions. The direct use of the transfer of opera-tions directive is, however, not an obligation for individual employees. No transfer of la-bour contracts is possible against the will of the employees if there is an absence of pro-vincial regulations.