Downsizing outcomes: Better a victim than a survivor?

Kay Stratton Devine · Trish Reay · Linda Stainton · Ruth Collins‐Nakai

103 citations0/0 files storedHuman Resource Management

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Organizational Downsizing and Restructuring Workplace Health and Well-being Employment and Welfare Studies

Abstract

Abstract Is it better to be laid off when a downsizing initiative is announced? We analyze the outcomes experienced by both victims and survivors involved in a major downsizing program, and present a model of downsizing stress. Results indicate that displaced employees, or “victims,” who secure new employment fare better than survivors. The victims in our study perceive higher levels of control, less stress, and fewer negative job strains than continuing workers, or “survivors.” These results lend credence to suggestions that stress and control are critical factors in understanding employee reactions to downsizing. © 2003 Wiley Periodicals, Inc.

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References

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2007The Interactive Effects of Job Insecurity and Organizational Cynicism on Work Effort Following a Layoff 2005Coping With Downsizing: A Comparison of Executive-Level and Middle Managers.2008Grief and the Workplace 2020Downsizing and surviving employees' engagement and strain: The role of job resources and job demands 2011Causes and consequences of downsizing: Towards an integrative framework

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