11th International Conference on
Human Resource Development on Research and Practice
DOWNSIZING EFFECTS ON SURVIVORS
Sopian Bujang and Noorfiza Sani
Faculty of Cognitive Science and Human Development. University Malaysia Sarawak (UNIMAS)
94300 Kota Samarahan, Sarawak. MALAYSIA
Phone: +6082581540
Email: bsopian@fcs.unimas.my
Abstract
This paper focused on the evaluation and analysis of 50 recent studies (2000-2008) of
literature search on the downsizing effects on survivors at the individual level, of the
organization. Most of the empirical studies in previous years before year 2000 had
focused on negative responses of survivors. 50 relevant studies in the literature search
within the year 2000 until 2008 were analyzed and be compared to the studies that
had been done before year 2000. The findings show that almost all 50 relevant studies
of the downsizing practices have direct and indirectly negative consequences on
survivors emotionally and behaviorally which were then grouped under ‘Survivor
Syndrome’ reactions table. This downsizing effects were known to be almost similar
with the findings of other researchers in previous years (1980 until 1999) suggesting
that negative effects of downsizing on survivors are unavoidable. Several
recommendations derived from the study to find gaps in the literature for future
research.
Keywords: Downsizing, Survivors, Survivor Syndrome, Organization
11th International Conference on
Human Resource Development on Research and Practice
Introduction
The literature has drawn on various theories originate from psychological and social
sciences about downsizing. Downsizing is an extremely applicable issue to
organizations today in that it has become the most common problem in recent years.
Downsizing can be defined as a purposeful reduction in the size of an organization’s
workforce (Cascio 1993; Spreitzer & Mishra 2002). Sometimes, it alternatively
termed as rightsizing, reorganization, restructuring, and rationalization downsizing
(Cummings & Worley 2002) in which mostly the reason is to strengthen
competitiveness (Freeman & Cameron 1993; Kozlowski et al. 1993; Leung & Chang
2002). The current tendency of organizations to downsize has a major impact on
everyone; to the government, society, organizations, terminated employees and even
the remaining employees, the survivors. It seems to have become more the rule than
the exception today and for the future since survivors react to the change in numerous
ways (Appelbaum & Donia 2001).The involuntary job loss experienced by the
survivors also has a number of psychological, social, and financial effects not only on
themselves, but on their families as well. This article examines downsizing as a
“problem” or “stressor” because, as will be seen, it is a painful process for the
survivors, and its success or failure has major implications for all concerned. More
specifically, the purpose of this research is therefore to investigate the effects of
current downsizing practices on survivors and to find gaps that exist in the recent
literature compared to previous literature.
Downsizing Effects on Survivors
Determinants of downsizing usually link with job insecurity (Brockner 1988;
Brockner et al. 1992; Greenhalgh & Rosenblatt 1984; Armstrong-Stassen 2002), role
ambiguity (Greenhalgh & Rosenblatt 1984; Fisher & Gitelson 1983; Rizzo et al.
1970; Jackson & Schuler 1985; Shannon et al. 2001), role overload, added
responsibilities (Forst 1996; Woodward et al. 1999, Lewin and Johnson 2000; Buhler
2003), shifted positions, realign (Spreitzer & Mishra 2002; Holmes 2007) and
demographic information. Empirical studies demonstrate that effects of downsizing
on survivors are more negative than positive (Grunberg et al. 2001). Mostly survivor
syndrome has become the most known effects of downsizing (Brockner 1988, 1992;
Brockner et al. 1997; Ciancio 2000; Davy et al. 1991; Guiniven, 2000; Bashford
2004) which refer as the emotional and attitudinal characteristics of those who have
survived a downsizing (Kozlowski et al. 1993; Allen et al. 2001) while Fong &
Kleiner (2004) defined survivor syndrome as the increased workload for remaining
workers in the aftermath of downsizing. Some of the reactions are the survivors
expressed grief for those who had been laid off, felt resentment and anger at
employers for not giving them adequate time to say good-bye or acknowledge the loss
(Leana and Feldman 1992; Armstrong-Stassen 1993; Noer 1993; Cook 2002).
Moreover, Grunberg et al. (2001) reported that survivors with coworkers who were
laid-off reported significantly more health problems and incidences of depression than
those with no experience with layoffs. This agreed by Shah (2000), survivors had a
profound impact watching how those laid off were treated. However there are
empirical findings that there does not actually exist such a survivor syndrome has
presented an interesting view particularly for the management (Baruch and Hind
2000).
11th International Conference on
Human Resource Development on Research and Practice
Many psychological, psychosocial, behavioral, socialization, health and well-being
were reported with the effects of downsizing on survivors. However, certain
researches have identified instances where no such syndrome characteristics are
evident. Many survivors also experience decreased satisfaction or involvement in
their jobs after the downsizing (Brockner, Grover, & Blonder, 1988; Brockner,
DeWitt, Grover, & Reed 1990) coupled with increased absenteeism and turnover
intention (Brockner, Grover, Reed, DeWitt, & O’Malley 1987; Brockner et al., 1990).
David M. Noer (1993) has found that survivors experience 12 different types of
negative feelings (job insecurity, unfairness, depression, anxiety or fatigue, reduced
risk taking and motivation, distrust and betrayal, lack of reciprocal commitment,
dissatisfaction with planning and communication, lack of strategic direction, lack of
management credibility, short-term profit orientation, and sense of permanent
change). Some other known consequences of downsizing on survivors are the impact
it has on the social relationship of employee both at work and at home (Farewell
2007).
Methodology
A review of past literature studies are descriptive, qualitative, quantitative or
anecdotal to achieve the following objectives: to identify the effects of downsizing on
survivors. The purpose of this research is to give a better understanding of the effects
of downsizing on survivors. This is achieved by systematically analyzing and
combining the findings from independent studies of past research to measure
behaviors and attitudes prevalent among downsizing survivors. Thus findings from
the study will able to find gaps that exist in the literature empirically. This project
began with a selection of 50 relevant studies for literature search within the year 2000
until 2008 and its findings were analyzed and compared to the previous years (1980
until 1999) of literature. The study of the effects of downsizing were summarized and
put into group for further discussion. Search were conducted using the reference
section of journal, thesis and dissertation from various databases as illustrated in
Table1.
11th International Conference on
Human Resource Development on Research and Practice
Table 1: Downsizing Effects on Survivors
Year
Author
Title
Findings
1
2008
Sears, Elizabeth Ann.
The impact of downsizing on the long-term employees’
self-concept.
Negative long term employee’s self concept.
Effect on trust, top-down communication, employee’s
productivity.
2
2007
Erickson R.A and Michael E.
Roloff
Here today but what about tomorrow? Reducing the
attrition of downsizing survivors by increasing their
organizational commitment.
Attrition of survivors (organizational commitment)
The effects of globalization and corporate downsizing on
employee health.
Employee’s health, nature of work, social relationships.
Not able to adjust, lose ability to cope, interference
normal work activities in/out home), marital tension at
home.
3
2007
Farwell, Rose-Marie.
4
2007
Chetse, Ernest.
5
2007
Clark, Kief J.
6
2007
Holmes, Kimberly J.
7
2007
Roed and Fevang
8
2007
9
2006
Meghna Virick, Juliana D.
Lilly, Wendy J. Casper
Bravenec, Shannon.
10
2006
Brewer, Craig
11
2006
Sahibzada, Khatera.
12
2005
Rone, Rita S.
The relationship between self-efficacy and intent to leave
during organizational downsizing in an insurance
organization.
Survivors of downsizing in the automotive industry and
how their behavior affects productivity following a
workforce reduction
Post-downsizing: what to do with the surviving
employees to bring back morale and motivation?
Organizational change, absenteeism and welfare
dependency
Doing more with less: an analysis of work life balance
among layoff survivors
Impact of time on survivor syndrome.
Strategies that foster retention among academic support
personnel in higher education during organizational
downsizing
Job insecurity and work-family conflict: the
organizational, situational and individual influences on
the job strain process.
Workforce under siege: Experiences of layoff survivors in
an environment of prolonged downsizing threat
Intent to leave, turnover
Survivor’s behavior (Productivity decline)
Survivor syndrome (turnover, sick leave, low morale)
Significance increase in the level of sickness absence.
Higher levels of workload impact role overload, affects
work life balance. Reduced job satisfaction
Survivor syndrome
Sources of satisfaction and dissatisfaction in their
decision to stay or leave their current position
Job insecurity impact on employee’s work behavior,
work-family outcomes or conflict
Survivor’s emotional reactions (sadness, shock,
abandonment, betrayal, feelings of devastation).
No security (feelings of loss, family, friends, fulfilling
work)
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13
2005
Montgomery, Deborea D.
Pay-cuts, lay-offs, buy-outs and terminations: The
emotional impact of organizational downsizing in K-12
educational organizations on surviving administrators.
Survivor syndrome: emotions, morale and performance,
perceptions of job as safe & psychological contract
14
2005
Mirabal and DeYoung
Downsizing as a Strategic Intervention
Workplace social relationships and destructions
The effect of work role transition on survivor responses to
layoffs
work role-transition negatively impact survivor (lack of
trust, lack of clear, consistent and frequent
communication from the leadership), negative effect on
their thoughts and attitudes to organization/reaction
Feelings of anger, guilt, lower motivation and morale,
questioning self-worth, anxiety
Survivors with lower job satisfaction and job security.
Grief reactions due to loss of their coworkers friends
15
2004
Pfaff, Kenneth M.
16
2004
Amundson, Borgen, , Jordan
and Erlebach
17
2004
Lahner, Jessica M.
18
2004
Fong and Kleiner
19
2004
Chadwick, Hunter and
Walston
Effects of downsizing practice on the performance of
hospitals
20
2004
Kaiser, Gary M.
The effects of downsizing on employee stress and
organizational loyalty in the literature in the healthcare
industry
21
2004
Tschan et al
Work related and “private” social interactions
at work
22
2004
Bashford
The survivor syndrome
Survivor syndrome
23
2004
Calderone, W.K.
Survivor reactions to organizational downsizing: The
influence of justice perceptions and the psychological
contract.
Organizational commitment, job satisfaction, turnover
intentions, trust in management
24
2004
Spangenburg, J.M
An empirical evaluation of the effects of federal
downsizing on select organizational variables
25
2003
Cemalcilar, Canbeyli, & Sunar
Learned Helplessness, therapy, and personality traits: An
experimental study
Survivors of Downsizing: Helpful and Hindering
Experiences
The impact of downsizing on survivor’s career
development: A test of Super’s theory
New development concerning the effect of work overload
on employees
Survivor syndrome
Increased workload, job insecurity, declining employee
productivity, declining employee innovation and
initiative, passivity toward career development and
severe morale problems
Fear of recurrence of downsizing, lack of faith in
organization, the role of family ties to employment,
longing former situation and pre-downsizing
how people get along with their colleagues, supervisors,
or subordinates is part of their overall perception of their
work situation
Survivor sickness and survivor syndrome, relationship
with supervisor, commitment, organizational citizenship
behavior
Job Insecurity of downsizing leads to passivity,
procrastination, and lowered self-esteem, depression
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26
2003
Devine et al.
27
2003
Lo, Yen-Fen.
28
2003
Kalimo, Taris & Schaufeli
29
2003
Pepper et al.
30
2002
Ferrie, Shipley, Stansfeld, and
armot
31
2002
Spreitzer and Mishra,
32
2002
Kernan and Hanges
33
2002
Paterson and Cary
34
2002
Mau, Dianne Cheryl
35
2002
Trochiano, William Charles
36
2002
Henkens and Van Solinge
37
2002
Guindon and Smith
Downsizing Outcomes: Better a Victim than a Survivor
The perceived impact of organizational layoff on
organizational morale: Study of a Taiwanese company
The effects of past and anticipated future downsizing on
survivor well-being: An equity perspective
Downsizing and Health at the United States Department
of Energy
Effects of chronic job insecurity and change in job
security on self-reported health, minor psychiatric
morbidity, physiological measures, and health related
behaviors in British civil servants: The Whitehall II study
To stay or to go: Voluntary turnover following an
organizational downsizing
Survivor reactions to reorganization: Antecedents and
consequences of procedural, interpersonal, and
informational justice
Organizational justice, change anxiety, and acceptance of
downsizing: Preliminary tests of an AET-based model
Survivors of downsizing: Informal learning of older adults
who remain in the workplace after their organization
experiences a downsizing
Successful career management in a downsizing
organization
Spousal influences on the decision to retire
Emotional barriers to successful reemployment:
Implications for counselors
Time to grieve and adjust essential for successful
restructuring
Stress and coping among layoff survivors: A selfaffirmation analysis
Employee loyalty, motivation and morale
Working relationships from familial to competitive,
negative attitudes (low morale)
Job insecurity. Intent to quit, health
Survivor syndrome, health problems
Job Insecurity of downsizing leads to poor health and
depression
Individual stress, empowerment and trust
Lower organizational commitment and decreased trust
Lower motivation and productivity
Survivor syndrome, cognitive and emotional reactions
Fear of lose job, loss and grief
Workplace relationship and marital tension at home
Stress in survivors. Perceive that any demands placed
exceed their ability to function within the organization’s
structure
38
2002
Michael Cook
Grief reactions
39
2001
Wiesenfeld et al.
40
2001
Kivimaki, Vahtera, Pentti
and Ferrie,
Downsizing, changes in work, and self-rated health of
employees: A 7-year 3-wave panel study.
Deterioration of health, risk of conflict between
coworkers, upper management and other groups of
employees
41
2001
Grunberg et al.
Differences in psychological and physical health among
layoff survivors: The effect of layoff contact
Lost friends and co-workers, symptoms of depression.
Decreased self-est
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42
2001
Hubbard, Kay Frances
43
2001
Appelbaum and Donia
44
2001
Guiniven
45
2000
Shah
46
2000
Kinicki et al.,
47
2000
Hughes
48
2000
Pieplow, Thomas Charles
49
2000
Fiona Campbell, Les
Worrall and Cary Cooper
50
2000
Landsbergis et al.
The job adjustment experience of survivors of
downsizing: A case study in a hospital setting
The realistic downsizing preview: A multiple case study,
Part I.
The lessons of survivor literature in communicating
decisions to downsize
Network destruction: the structural implications of
downsizing
A panel study of coping with
involuntary job loss
Avoidance of emotional pain during downsizing in a
public agency.
An analysis of the impact of downsizing on the survivors
of the downsizing within the Department of Defense
The Psychological Effects of Downsizing and
Privatization
Reliability and validity of the Job Content Questionnaire
(JCQ) decision latitude scale
Fear of job loss, physical and health responses, loss and
grief, excitement, guilt, pressure from greater work
demands, loss of confidence
Survivor Syndrome (trust, communication)
guilt, anger, and hatred, lowered productivity, lowered
quality, and sabotage
Negative alterations in survivors’ social functioning
Negative psychological issues (anticipatory and
outcome – stress and productivity)
Nontrivial changes in surviving employee attitudes,
performance, and well-being
Organizational behavior, morale, intent to remain
Emotional, attitudinal, behavioral, organizational
morale, motivation, organizational loyalty, job security
Workplace social relationships and destructions
11th International Conference on
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Discussion
Table 2 below are the summarized tables of survivor reactions reviewed from recent
literature of 2000-2009;
Table 2: Review of Downsizing Effects in Recent Years (2000-2009)
Emotions, Psychological States and Work Attitudes
Anger (Bravenec 2006; Montgomery 2005; Rone 2005; Fong & Kleiner 2004; Amundsen et al. 2004;
Mau 2002; Pepper et al. 2003; Kinicki et al. 2000)
Anxiety/Fear (Bravenec 2006; Montgomery 2005; Fong & Kleiner 2004; Kaiser 2004; Amundsen et
al. 2004; Mau, 2002; Trochiano 2002; Hubbard 2001; Pepper et al. 2003)
Guilt (Bravenec 2006; Montgomery 2005; Rone 2005; Fong & Kleiner 2004; Amundsen et al. 2004;
Mau 2002; Hubbard 2001; Pepper et al. 2003; Kinicki et al. 2000)
Depression ( Cemalcilar et al. 2003; Ferrie et al. 2002; Mau 2002; Grunberg et al. 2001; Pepper et al.
2003; Kinicki et al. 2000)
Increased work stress/load (Holmes 2007; Chadwick et al. 2004; Buhler 2003; Spreitzer & Mishra
2002; Kinicki et al. 2000)
Job insecurity (Sahibzada 2006; Montgomery 2005; Rone 2005; Chadwick et al. 2004; Kaiser 2004;
Lahner 2004; Kalimo et al. 2003; Trochiano 2002; Hubbard 2001; Campbell et al. 2000)
Job satisfaction (Brewer 2006; Lahner 2004; Calderone 2004)
Lower morale (Holmes 2007; Montgomery 2005; Chadwick 2004; Amundsen et al. 2004; Devine et al.
2003; Lo 2003; Campbell et al. 2000; Pieplow 2000)
Organizational commitment/loyalty (Erickson 2007; Spangenburg 2004; Calderone 2004; Devine
2003; Kernan & Hanges 2002; Campbell et al. 2000)
Perceived fairness/justice ( Rone 2005; Calderone 2004)
Trust (Sears 2008; Pfaff 2004; Calderone 2004; Spreitzer & Mishra 2002; Kernan & Hanges 2002;
Appelbaum & Donia 2001).
Self esteem, Self concept (Sears 2008; Amundsen et al. 2004; Cemalcilar et al. 2003; Trochiano 2002;
Wiesenfield et al. 2001)
Grief /Bereavement ( Lahner 2004; Corr et al. 2003; Trochiano 2002; Cook 2002)
Behavioral Reactions
Absenteeism (Roed & Fevang 2007)
Intention to leave/turnover (Chetse 2007; Holmes 2007; Calderone 2004; Kalimo et al. 2003; Kernan
& Hanges 2000; Pieplow 2000)
Work effort/performance/Productivity (Sears 2008; Clark 2007; Montgomery 2005; Chadwick et al.
2004; Paterson & Cary 2002; Hughes 2000; Kinicki et al. 2000)
Communication (Pfaff 2004; Applebaum & Donia 2001)
Workplace social relationships/conflicts (Farwell 2007; Rone 2005; Mirabal 2005;Lahner 2004;
Kaiser 2004; Tschan 2004; Lo 2003; Kivimaki et al. 2001; Grunberg et al. 2001; Landbergis et al. 2000;
Shah 2000; Henkens & Van Solinge 2002)
Family/Home conflicts (Farewell 2007; Sahibzada 2006; Rone 2005; Kaiser 2004; Henkens & Van
Solinge 2002)
Most of the findings from the reviewed literature indicate ‘survivor syndrome’ as the
common effects of downsizing. As stated by the previous researchers of (Kozlowski
et al.1993; Cascio 1993; Noer 1993) which refer survivor syndrome as the survivor’s
emotional and attitudinal characteristics, Doherty and Horsted (1995 p.26) also
defined survivor syndrome as “mix bag of behaviours and emotions following an
organizational downsizing” . It also is characterized by the feelings of guilt, anger,
loss of motivation, loss of morale, questioning of self worth and anxiety (Amundsen,
Borgen Jordan and Erlebach 2004), self preservation, guilt, anger, hatred were also
common emotional themes present in survivors (Guiniven 2001). Survivor syndrome
manifested by feelings of loss, anxiety, anger, insecurity, mistrust and stress
11th International Conference on
Human Resource Development on Research and Practice
(McGarvey 2001). All this reactions and behaviors have been linked with survivor
syndrome.
Table 3 below are the summarized tables of survivor reactions reviewed from
previous years of 1980-1999;
Table 3: Review of Downsizing Effects in Previous Years (1980-1999)
Emotions, Psychological States and Work Attitudes
Anger (e.g. Armstrong-Stassen 1993; Noer 1993; Leana and Feldman 1992; Brockner et al. 1986)
Anxiety (e.g. Astrachan 1995, Noer 1993;
Guilt (e.g. Brockner et al. 1986; Young & Brown 1998)
Depression (e.g. Greenhalgh & Rosenblatt 1984; Noer 1993; Kets de Vries & Balazs 1997; Young
& Brown 1998; Noronha & Sharma 1999)
Increased work stress/load (e.g. Tombaugh and White 1990; Armstrong-Stassen, 1994)
Job insecurity (e.g. Greenhalgh and Rosenblatt 1984; Brockner et al. 1985; Davy et al. 1991;
Brockner et al. 1992; Armstrong-Stassen 1993; Noer 1993).
Job satisfaction (e.g.; Tombaugh and White 1990; Davy et al. 1991; Noer 1993, Verdi 1996)
Lower morale (e.g. Sutton et al. 1986; Koonce 1991; Armstrong-Stassen 1993, Mishra & Mishra
1994)
Organizational commitment/loyalty (e.g. Brockner et al. 1987; Davy et al. 1991; Brockner et al.
1992; Armstrong-Stassen 1993; Noer 1993; Mishra & Mishra 1994; Naumann et al. 1995, Young &
Brown 1998)
Perceived fairness/justice (e.g. Greenhalgh and Rosenblatt 1984; Brockner 1998 and 1990; Brockner
and Greenberg 1990; Brockner et al. 1990; Davy et al. 1991; Armstrong-Stassen 1993; Noer 1993;
Brockner et al. 1994; Daly and Geyer 1994; Verdi 1996)
Trust (e.g. Noer 1993, Young & Brown 1998)
Self esteem, self concept (Noer 1993; Greenhalgh and Rosenblatt 1984; Brockner et al. 1985 and
1992; Armstrong-Stassen,1994; Kets de Vries & Balazs 1997; Noronha & Sharma 1999)
Grief ( Conti 1998)
Behavioral Reactions
Absenteeism (e.g. Brockner et al. 1990; Feldman 1989; Brockner et al.1988)
Intention to leave/turnover (e.g. Greenhalgh 1983; Brockner et al, 1990; Tombaugh and White
1990; Davy et al. 1991; Daly and Geyer 1994)
Work effort/performance (e.g. Greenhalgh and Rosenblatt 1984; Brockner et al 1986; Brockner et
al. 1987; Brockner 1988 and 1990; Brockner and Greenberg 1990; Brockner et al. 1990; Brockner
Grover, Reed, and DeWitt 1992; Brockner, Tyler and Cooper-Shneider 1992; Armstrong-Stassen
1993; Corum 1996)
Communication (Susskind 1996; Miller 1992)
Workplace social relationships/conflicts (Koeber 1999; Bailey 1999)
Family/Home conflicts (Carraway 1997; Crouter & Manke 1994; Chafin 1992)
Most of the empirical studies above show findings of negative effects of downsizing
on survivors mainly psychological distress for example anxiety, depression, anger and
guilt (Amundsen et al. 2004). Psychological distress is a mental health disorder
involves the body, mood, and thoughts (Tourish et al. 2004). This is also aligned with
Noer (1993) who noted that higher levels of depression is still in layoff survivors
even five years after the downsizing incident.
Some other emotions include depression, confusion, helplessness, isolation, rejection,
and shock (Guindon & Smith 2002). This is because survivors have high levels of
stress; they feel that their careers are in risk, and for some, their self-esteem plummet.
Decreased organizational commitment, deterioration in organizational morale,
increased conflict in the workplace and outside workplace (at home), decreased
11th International Conference on
Human Resource Development on Research and Practice
motivation and satisfaction and other behavior problems also found in the literature
indicate some of the behavioral responses of the survivors.
Some findings state the effects on employees’ well-being by social interactions both
at work and at home. Previous literatures have least findings on socialization impact
on survivors however during recent years; many literatures have come out with the
role of social support as the moderator and mediator. Perhaps, survivors are trying to
adapt to the new working environment. The loss of a co-worker also relate to
bereavement or grief situation.
Overall, the reviews on the 50 literatures were almost similar to the findings of
previous years (below 2000) of literature mainly on survivor’s emotions,
psychological, attitudes, behavioral well-being and health. However, there are some
recent review of literature indicate on positive effects of downsizing on survivors
which could not be found in the previous literature search suggesting that the gap of
downsizing effects on survivors need to be studied more. Although survivor’s
reactions might vary based on individual’s differences (perception, demographic,
adaptive behavior or social support received), the outcomes of downsizing are clearly
negative on the remaining employees and very limit studies indicate the positive side
of downsizing on survivors (e.g. Pomponio 2008) for example; career alternate path,
learning new skills, further education, optimistic). There is also lack of findings on the
effects of downsizing on career decisions and planning on survivors (e.g. Marshall
and Bonner 2003).
Conclusion and Recommendation
While downsizing is aimed to improve the organization’s competitiveness,
productivity and effectiveness, organizations and society should not under-estimated
the negative effects of downsizing and must take into account the difficulties of the
survivors who are majority emotionally damaged. Survivor syndrome can be reduced
by actions of many parties. Findings from Noer (1993), Cascio (1993) and Brockner
studies describe that employee, employer and the organization roles are essential to
overcome the problem so that the remaining employee becomes more motivated for
example; good communication and employee empowerment to deal with the survivors
before, during and after downsizing. The studies also mostly describe the negative
effects of survivors which match with almost all the recent studies.
Some additional suggestions are by giving opportunities for employees to involve in
the downsizing decision, provide financial and training assistance to manage change
and transition or perceived organizational support. There is a need to explore the
moderating and mediating variables between downsizing practices and survivor’s
reactions and its significant relationship in future research. Moderator variables will
help explain why the incidence occurs. There is also a need to review the existing the
models that had been proposed in the downsizing literature in relation to the employee
and organizational outcomes. Besides, due to the limited literature review on the
positive effects of downsizing, such research should also explore the positive side of
downsizing can have on the employees and organization. Although downsizing topic
is extremely sensitive and confidential issues, findings from this area would be the
biggest contribution to the industry, organization, managers and country in managing
termination of employee without their consent.
11th International Conference on
Human Resource Development on Research and Practice
Acknowledgement
The authors would like to express their gratitude and appreciation to Universiti
Malaysia Sarawak for supporting and allowing them embarking for this research.
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