Article1993

Survivors Reactions to a Workforce Reduction: A Comparison of Blue‐collar Workers and their Supervisors

62 citations0/0 files storedCanadian Journal of Administrative Sciences / Revue Canadienne des Sciences de l Administration

No readable copy stored yet — this record is metadata only.

No open-access location is known for this record yet.

Literature note Cite in a project Citation map

Organizational Downsizing and Restructuring Job Satisfaction and Organizational Behavior Employment and Welfare Studies

Abstract

Abstract This study investigated how management and non‐management survivors reacted to a workforce reduction involving across‐the‐board permanent layoffs. The participants included 50 supervisors and two groups of technicians (n=200) employed in a telecommunications company. Supervisors were significantly more likely to perceive the company's reason for the cutbacks as fair, and reported greater job security and higher organizational commitment than did the technicians. However, there were significant differences between the two groups of technicians in perceived fairness of the distribution of the layoffs, action coping, and organizational morale. The results suggest that researchers investigating survivors' reactions need to examine differences within as well as across occupational levels. Résumé Cette étude a examiné la réaction des survivants administratifs et non‐administratifs à une réduction de personnel impliquant des licenciements permanents à tous les niveaux. Les participants étaient composés de cinquante contrôleurs et de deux groupes detechniciens (n=200) employés par une compagnie de télécommunications. La probabilité de percevoir la rationalisation des réductions comme étant juste et de ressentir plus de sécurité au travail ainsi qu'un sentiment d'appartenance à l'organisation était considérablement plus élevée chez les contrôleurs que chez les techniciens. Cependant, des différences significatives existaient entre les deux groupes de techniciens au sujet de l'équité perçue concernant la distribution des licenciements, le traitement actif et la morale organisationnelle. Les résultats suggèrent que les chercheurs enquêtant sur la réaction de survivants doivent examiner les différences à l'intérieur ainsi que parmi les rangs professionnels.

Paper brief

Loading…

Cite this work

Citation unavailable for this work.

BibTeX RIS CSL-JSON

No public copy is stored for this record, so only the metadata is cited.

Citations in this library

Citation map →

Stored only when both papers are in the corpus — 62 citations exist upstream.

References

1986Research in Organizational Behavior.1974Organizational commitment, job satisfaction, and turnover among psychiatric technicians.1980New work attitude measures of trust, organizational commitment and personal need non‐fulfilment 1987Interactional fairness judgments: The influence of causal accounts 1992The Influence of Prior Commitment to an Institution on Reactions to Perceived Unfairness: The Higher They Are, The Harder They Fall 1988Individual Strategies for Coping with Stress during Organizational Transitions 1986Coping with job stress: Measures and future directions for scale development.1991Best practices in white-collar downsizing: managing contradictions

Cited by

1998Exploring the Consequences of Workforce Reduction 2003Survivors' reactions to downsizing: the importance of contextual factors 2006Managers' reactions to implementing layoffs: Relationship to health problems and withdrawal behaviors 2001Reactions of Older Employees to Organizational Downsizing: The Role of Gender, Job Level, and Time 2001Downsizing in britain and its effects on survivors and their organizations

Explore the map →

Papers that cite the same references — the relational fallback while embeddings are still backfilling.

Imported from OpenAlex (CC0) — nothing here is generated.