Layoff-Survivor Sickness: A Missing Topic in Organizational Behavior

Stephen P. Robbins

36 citations0/0 files storedOrganizational Behavior Teaching Review

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

Abstract

The focus on corporate downsizing has typically been on those who have been laid ff. But for every layoff victim, there are probably 5 to 10 remaining survivors. The Organizational Behavior (OB) literature has given scant attention to layoff-survivor sickness. This is ironic, because today it is the unusual organization that has not undergone downsizing. Managing people at work in the late 1990s essentially means managing people who suffer from layoff-survivor sickness. This article describes how layoffs affect survivors. It provides basic material that can be added to OB courses so they more fully reflect the realities of today's organizational life.

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References

1992LAYOFFS, JOB INSECURITY, AND SURVIVORS' WORK EFFORT: EVIDENCE OF AN INVERTED-U RELATIONSHIP.1987Survivors' Reactions to Layoffs: We Get by with a Little Help for Our Friends 1992Managing the Effects of Layoffs on Survivors 1985Layoffs, self-esteem, and survivor guilt: Motivational, affective, and attitudinal consequences 1996Changing the deal while keeping the people 1986LAYOFFS, EQUITY THEORY, AND WORK PERFORMANCE: FURTHER EVIDENCE OF THE IMPACT OF SURVIVOR GUILT.

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2002Preparing the way for mergers in South African higher and further education institutions: An investigation into staff perceptions 2012Examining Burnout and Engagement in Layoff Survivors 2001The realistic downsizing preview: a multiple case study, part I: the methodology and results of data collection 2001The Effects of Downsizing on Organizational Buying Behavior: An Empirical Investigation 2008On Closedowns: Towards a Pattern of Explanations to the Closedown effect 2001The realistic downsizing preview: a management intervention in the prevention of survivor syndrome (part II)2001

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