Personality and Perceived Justice as Predictors of Survivors’ Reactions Following Downsizing1

Downsizing, when deemed unfair, can result in negative outcomes in terras of survivors’ job attitudes and behaviors. Little research to date has examined whether a survivor's personality moderates these reactions. The present study examines the roles of personality and organizational justice in survivors’ reactions to downsizing. Results show that angry hostility moderates the relationships between survivors’ perceived interactional justice and (a) their organizational commitment, and (b) their intention to quit following downsizing. Specifically, the relationship between interactional justice and both criterion variables was significant only when angry hostility was low. Self‐discipline was found to moderate the relationship between survivors’ interactional justice and their organizational citizenship behavior (OCB) such that there was a significant positive correlation between interactional justice and OCB only for those employees who were low on self‐discipline. These findings are discussed in light of how supervisors could best manage downsizing.     

Revisiting the survivor syndrome: The role of leadership in implementing downsizing

This article examines the key strategic and operational aspects of managing downsizing in Barclaycard, a credit card company, and SKF (UK), a bearings manufacturing company. The article begins by briefly reviewing the literature on downsizing; it then presents the data collection methods used in this study. The main areas explored were the strategic reasons for downsizing, the implementation strategies used, and the reactions of middle managers and nonmanagerial staff. In both organizations, downsizing was accompanied by significant redesign and transformation. The underlying theme in Barclaycard was that downsizing was a proactive measure in order to protect future jobs; despite this, the survivors' reactions were negative. SKF (UK) had experienced many rounds of downsizing over the years, yet the reactions of survivors were positive. This article provides possible explanations for these contrasting findings and concludes by suggesting actions that organizations need to take in order to avoid the survivor syndrome.     

The Effects on Layoff Survivors of Their Fellow Survivors' Reactions1

A multimethod series of studies examined factors that moderate the effects on layoff survivors of their fellow survivors' reactions. Studies 1 and 2 showed that survivors' work performance was more influenced by the reactions of fellow survivors who were relatively attractive. Study 3 revealed that survivors' work performance and turnover intention were more positively related to the reactions of relatively attractive fellow survivors, but only when the survivors had relatively little communication with their fellow survivors about the layoff; among those who communicated a great deal with fellow survivors about the layoff, work performance, and turnover intention were positively related to their fellow survivors' reactions, regardless of the attractiveness of their fellow survivors. The discussion focuses on theoretical and practical implications, limitations of the studies, and areas for further research.     

Hospital downsizing,individual resources,and occupational stressors in nurses

Abstract

Restructuring and downsizing are occurring increasingly throughout the workplace. As a result, many individuals are losing their jobs. Many others experience job insecurity as a result of the threat of downsizing. As with most other work spheres, several hospitals are closing, resulting in thousands of layoffs. Since nurses constitute one of the main groups employed in hospitals, they are faced with increasing job shortages. This study examines psychological reactions of nurses in response to stressors resulting from hospital downsizing. Individual resources, particularly coping strategies and self-efficacy, can affect the extent to which individuals experience distress as a result of downsizing. A self-report, anonymous questionnaire was filled out and returned by 1363 nurses employed in hospitals in Canada. Results of this study show that amount of work was a consistent and significant stressor in nurses. The greater the nurse's workload, the greater her emotional exhaustion, cynicism, depression and anxiety. Further results reported here indicated that control coping and self-efficacy lessened distress on the job and increased job satisfaction, while escape coping was associated with greater psychological distress and less job security.     

Help yourself by helping others: The joint impact of group member organizational citizenship behaviors and group cohesiveness on group member objective task performance change

This paper examines how a group member's individual‐targeted citizenship behavior (OCBI) and organization‐targeted citizenship behavior (OCBO) interact with a salient group‐level contextual variable, group cohesiveness, to foster positive change for that group member, starting with job self‐efficacy change, and followed by objective task performance change. Over a span of 6 months, we engaged in multilevel, multisource, multistage data collection and surveyed 587 members in 83 work groups. Our results indicate that a group member's OCBI, in comparison with OCBO, is more positively related to his or her job self‐efficacy change. Group cohesiveness was found to attenuate the relationship between a group member's OCBI and job self‐efficacy change, and conversely, to accentuate the relationship between a group member's OCBO and job self‐efficacy change. Furthermore, a group member's job self‐efficacy change mediated the interactive effects of the group member's OCBI and group cohesiveness (as well as the group member's OCBO and group cohesiveness) on his or her objective task performance change.     

The impact of balance‐focused attitudes on job stress: Gender differences evidenced in American and Chinese samples

Based on gender role expectations model, we examined how balance‐focused attitudes would affect job stress by influencing individuals' perceptions of family interference with work (FIW), and investigated whether a gender difference would exist in the relationships among balance‐focused attitudes, FIW and job stress. Using two independent samples from the United States and China, we found support for the indirect influence of balance‐focused attitudes on job stress, through FIW. Participants with balance‐focused attitudes experienced lower levels of job stress as they perceived less interference from family to work. As expected, such indirect effect was more pronounce among male participants, meaning that the male participants benefited more from having balance‐focused attitudes. Discussion, theoretical and practical implications are provided.     

Empathic Experience and Attitudes Toward Stigmatized Groups: Evidence for Attitude Generalization

Two studies investigated the extent to which empathizing with a single member of a stigmatized group can yield positive attitudes toward other stigmatized groups. Participants read a scenario in which a member of a socially stigmatized group described the experiences of group membership. Participants then reported their attitudes toward the target group and a second group. Both studies revealed a generalization effect such that experiencing empathy for the target was associated with more positive attitudes, both toward the target group and the second group. Study 2 demonstrated that this generalization effect is confined to those groups located within the same superordinate category. Implications of these findings for attempts to structure people's orientation to stigmatized groups are discussed.     

Cultural Values as Moderators of Employee Reactions to Job Insecurity: The Role of Individualism and Collectivism

Cette recherche part de l’hypothèse que les valeurs culturelles sont l’un des déterminants des réactions des salariés face à l’insécurité professionnelle. Dans la première investigation, les valeurs culturelles ont été appréhendées au niveau de l’individu à partir des réponses de 141 salariés de diverses origines ethniques appartenant à une grande entreprise agro‐alimentaire américaine qui réduisait ses effectifs. Les répondants ont rempli des questionnaires évaluant leurs valeurs culturelles, leur perception de la sécurité au travail, leurs attitudes professionnelles, leurs réactions affectives vis‐à‐vis de la réduction des effectifs et leur niveau de stress lié au travail. Les résultats ont montré que le sentiment d’insécurité professionnelle avait un impact généralement négatif sur les employés. Toutefois, les salariés présentant des valeurs culturelles communautaires ressentaient plus négativement que leurs homologues individualistes le sentiment d’insécurité professionnelle. Dans le second volet de la recherche, la culture a été définie au niveau national. On a proposé aux salariés de sept organisations, quatre chinoises et trois américaines, de remplir des questionnaires appréciant leurs réactions à leur perception de l’insécurité professionnelle. Il apparut que les Chinois (mentalité communautaire) réagissaient plus négativement que les Américains individualistes face à la menace constituée par l’insécurité professionnelle. Les résultats sont analysés à la lumière du développement de pratiques organisationnelles qui comprennent la réduction des effectifs et autres procédures qui impliquent une moindre stabilité des emplois. This research explored the hypothesis that cultural values moderate employee reactions to job insecurity. In the first study, cultural values were measured at an individual level of analysis based on responses from one hundred and forty‐one ethnically diverse employees of a large US‐based food‐processing company undergoing a downsizing. Participants completed surveys assessing their cultural values, perceptions of job security, job attitudes, affective reactions to the downsizing, and job‐related stress levels. Results indicated that the perception of job insecurity had a generally negative impact on employees. However, employees with collectivist cultural values were more negatively affected by the perception of job insecurity than their individualist counterparts. In the second study, culture was operationalised at the national level of analysis. Employees from seven organisations (four based in China; three based in the US) completed surveys assessing their reactions to perceived job insecurity. Results suggest that Chinese (i.e. collectivist) employees reacted more negatively to the threat of job insecurity than their US counterparts (i.e. individualist employees). These results are discussed in light of growing organisational trends that include the use of downsizing and other techniques that herald a decrease in job stability.     

Being in one's chosen job determines pre‐training attitudes and training outcomes

The present study introduces a new important variable into a model of training motivation, namely that of being in one's chosen job. Evidence exists that having some control and choice over aspects of training have positive effects on training motivation. We propose that being in one's chosen job will also have such an effect, as it provides trainees with greater autonomy regarding their career progression (e.g., Gagné & Deci, 2005 ) and aligns their training activity closely with their personal goals (e.g., Locke & Latham, 2002 ). Pre‐ and post‐training surveys were completed by 232 instructors who were themselves on a military training course. Results confirmed the positive effects of being in one's chosen job on the pre‐training attitudes of self‐efficacy and training motivation with further direct effects on motivation to transfer, and indirect effects on knowledge acquisition and post‐training self‐efficacy. Findings have both theoretical and practical ramifications. Being in one's chosen job should be incorporated into models of training motivation and, whenever possible, employees being re‐deployed should be granted their job preference because this is associated with important positive effects on pre‐training attitudes and motivation to transfer new skills to the work environment.     

Productivity,counterproductivity and creativity: The ups and downs of job insecurity

Organizations frequently downsize in the hopes of creating a ‘lean and mean’ company able to be flexible and quick to adapt to changing environmental needs. The purpose of the current research was to assess the effects of job insecurity on productivity, counterproductivity, and creativity in a simulated organizational environment and a field setting. In the first study, 104 non‐traditional undergraduate students (M = 30.48 years) participated in a laboratory experiment that manipulated the threat of lay‐offs (job insecurity) and measured creativity and productivity over two time periods. Compared to control group participants, results indicate that participant productivity increased in the condition of higher levels of job insecurity, whereas creative problem solving decreased. In the second study, 144 employees in five organizations completed a survey measuring their job insecurity perceptions, enactment of counterproductive work behaviours, and creative problem‐solving ability. Regression analyses indicate that job insecurity predicted lower creativity scores, yet was also related to lower numbers of counterproductive work behaviours. Taken together, these studies suggest that job insecurity may have adverse effects on creativity, yet moderately beneficial effects on productivity. Results are interpreted in light of the increasing prevalence of job insecurity and organizational downsizing in today's workplace.     

Examining antecedents and outcomes of part‐time working nurses' motives to search and not to search for a full‐time position

Grounded in self‐determination theory, this study sought to examine the antecedents and outcomes of part‐time working nurses' (n = 404) motives for searching and not searching for full‐time employment. After controlling for various background variables, autonomous motivation and economic motivation to search for a full‐time job related positively to job search intensity, controlled motivation to search related negatively to experienced positive experiences of part‐time work, whereas autonomous motivation not to search related negatively to job search intensity and positively to positive experiences from part‐time work. Finally, experienced managerial autonomy support toward part‐time work and negative feedback from colleagues regarding part‐time work were established as contextual antecedents of part‐time nurses' autonomous and controlled motives to search and not to search.     

A model for the effects of job insecurity on performance,turnover intention,and absenteeism

This study investigates the effects of job insecurity on four organizationally important outcomes: in‐role behaviour, organizational citizenship behaviour, turnover intention, and absenteeism. A model is tested in which job insecurity is simultaneously a hindrance and a challenge stressor. In particular, job insecurity is proposed to have a predominantly harmful effect on performance, turnover intention, and absenteeism, and it is argued that these effects are mediated by (reduced) work attitudes. In addition, job insecurity is also assumed to affect these behaviours in the opposite way (i.e. a suppressor effect) because job insecurity might motivate employees to make themselves more valuable to the organization by working harder and being less absent. The model is tested with a sample of 136 German non‐managerial employees. Data from supervisors (i.e. in‐role behaviour and organizational citizenship behaviour), the company's personnel files (i.e. absenteeism), and self‐reports (i.e. job insecurity, work attitudes, turnover intention, in‐role behaviour, and organizational citizenship behaviour) were used. Structural equation modelling showed that a model that included both negative and positive effects fitted the data best. The negative effect was stronger than the positive effect. The results show that the effects of job insecurity are more complex than previously assumed. In addition, the results also extend previous research into hindrance and challenge stressors because they show that stressors should not be categorized as either hindrance or challenge. Instead, it might be more appropriate to conceptualize hindrance and challenge as two dimensions.     

Employee attitudes toward job changes: An application and extension of Rusbult and Farrell's investment model

The present study applied and extended Rusbult and Farrell's (1983) investment model to investigate employees' attitudes toward different job changes, that is, changing job content, changing department, relocation, and voluntary turnover. Employees of three hospitals filled out a questionnaire (N=953; response rate 55%). The data generally supported the model. Employees who perceived a more favourable job rewards‐costs ratio reported greater satisfaction and affective commitment, and were less positive toward changing their present working situation. The same was true for employees who reported less job alternatives, more investments, and a larger continuance commitment. In addition, employees' expectations of the benefits and costs associated with job changes, weighed by their valence, were related to job change attitudes. Although the predictors' impact varied with job change, the results suggested that attitudes toward different, internal and external, job changes may have similar determinants. The theoretical and practical implications of these findings are discussed.     

Work values: Some demographic and cultural correlates

Employment‐related values were recorded at two levels of scope: perceived importance of the work‐role and of particular job characteristics. Associations with workers' sex, age, employment status, and education level were significant. Work values also differed among countries with a different cultural heritage – historically catholic, historically communist, or historically protestant. Implications for research into job content and reactions and for evaluative judgments in the operation of traits, motives, and attitudes were considered.     

Predicting Job‐Related Expectancies and Affective Reactions to Employees With Disabilities From Previous Work Experience1

The relationship between the quality of previous work experience with a coworker who was disabled, job‐related expectancies of employees with disabilities, and affective reactions to employees with disabilities was investigated. Data from individuals who had worked with a coworker who was disabled were collected via an Internet‐based survey. The quality of previous experience with coworkers with disabilities predicted job‐related expectancies of employees with disabilities and affective reactions to employees with disabilities. More positive work experiences were associated with more positive expectancies and affective reactions. The relationship between previous experience and affective reactions was mediated by job‐related expectancies. Perceptions of increased job difficulty that were attributed to a coworker who was disabled predicted less positive job‐related expectancies and affective reactions.     

Uncertainty and prejudice: The role of religiosity in shaping group attitudes

Past research indicates that being religious is frequently motivated by the need to avoid uncertainty and associated with prejudice against value‐violating groups. The present research clarifies these previous findings and shows for the first time a causal link between a sense of uncertainty and group attitudes through religiosity and the perception of the target group's mindset. Study 1 demonstrates that belief in God is associated with uncertainty avoidance and increases prejudice against value‐violating groups, but simultaneously increases positive attitudes towards value‐consistent groups. Study 2 demonstrates experimentally that a sense of uncertainty shapes intergroup attitudes when the relationship is mediated through the belief in God and the perception that a target group actually violated perceivers' values. The results corroborate and broaden previous findings on religiosity, ambiguity avoidance, and prejudice and, for the first time, show a causal link between a sense of uncertainty and attitudes towards value‐violating and value‐consistent groups.     

Warm or competent? Improving intergroup relations by addressing threatened identities of advantaged and disadvantaged groups

Applying the Needs‐Based Model of Reconciliation to contexts of group disparity, two studies examined how messages from outgroup representatives that affirmed the warmth or competence of advantaged or disadvantaged groups influenced their members' intergroup attitudes. Study 1 involved natural groups differing in status; Study 2 experimentally manipulated status. In both studies, advantaged‐group members responded more favorably, reporting more positive outgroup attitudes and willingness to change the status quo toward equality, to messages reassuring their group's warmth. Disadvantaged‐group members responded more favorably to messages affirming their group's competence. Study 2 further demonstrated that the effectiveness of reassuring a disadvantaged group's competence stemmed from restoring its threatened dimension of identity, irrespective of a change of the status quo. In line with Social Identity Theory (Tajfel & Turner, 1979), these results indicate that beyond the competition over tangible resources, groups are concerned with restoring threatened dimensions of their identities. Exchanging messages that remove identity‐related threats may promote not only positive intergroup attitudes but also greater willingness to act collectively for intergroup equality. Copyright © 2013 John Wiley & Sons, Ltd.     

A Multilevel Analysis of Relationships Between Leaders' and Subordinates' Emotional Intelligence and Emotional Outcomes

The present study examined relationships between leaders' emotional intelligence (EI) and subordinates' emotion and work attitudes and between leaders' and subordinates' EI and work outcomes. School directors and educators completed measures of EI, affect at work, job satisfaction, and burnout. A series of multilevel analyses found that leaders' use of emotion was positively related to subordinates' work emotionality and attitudes, whereas leaders' emotion regulation and self‐emotion appraisal were negatively related to subordinates' emotion and work attitudes. Leaders' and subordinates' own EI was positively related to their own work emotionality and job satisfaction. These findings support a social interactionist perspective on emotions at work and a multilevel understanding of the effects of leaders' emotions intrapersonally and interpersonally.     

Moral and Group‐based Criteria in Children's Evaluation of Peers after Transgressions

The present study investigated how group membership criteria and moral understanding can affect children's evaluations of peers after different types of transgressions. In all, the study included 47 participants attending a junior school in Cornwall. All participants were allocated to an in‐group and responded to a number of questions which tested intergroup bias and the differential evaluation of norm‐violating peers from the in‐group and the out‐group. Overall, moral transgressions (physical and relational aggression) were evaluated more negatively than a social‐conventional transgression. However, those who violated group norms by expressing positive attitudes towards the out‐group were viewed differently depending on both moral and group‐based criteria. These different criteria for evaluating peers were uncorrelated. Copyright © 2011 John Wiley & Sons, Ltd.