Increasing commitment after downsizing: the role of involvement and voluntary redundancies. Issue 4 (2nd October 2017)

• Record Type: Journal Article
• Authors: Bergström, Ola; Arman, Rebecka
• Is Part Of: Journal of change management. Volume 17:Issue 4(2017)
• Page Start: 297
• Page End: 320
• Publication Date: 2017-10-02
• Subjects: Downsizing -- voluntary redundancy -- involvement -- survivors -- commitment; Organizational change -- Management -- Periodicals; Management -- Periodicals; Changement organisationnel -- Gestion -- Périodiques; Gestion -- Périodiques; 658.406
• DOI: 10.1080/14697017.2016.1252784
• Languages: English
• ISSNs: 1469-7017

Abstract

ABSTRACT: Workforce reduction is often found to have a negative impact on the remaining workers. This study examines a case where organizational commitment increased among the remaining workers after a workforce reduction programme. Following the process in which the workforce reduction programme was implemented, the paper identifies several elements in the way the workforce reduction was implemented that may have contributed to the increasing commitment among the remaining workers. More specifically, the involvement of workers' representatives, the way the workforce reduction was communicated, how the future of the workplace was framed and how workers were offered a choice to leave voluntarily, were identified as important for the remaining workers' reactions. The paper thus contributes to previous research by adding to our understanding of how involvement and the nature of voluntary redundancies can affect the remaining workers, and can therefore also provide more specific recommendations to change managers of how to manage redundancies in a way that does not reduce the capability of the company in the future.