The Relationship between Personality Traits and Survivors' Organizational Commitment following Layoffs in Selected Organisations in Ghana (original) (raw)
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2014
This research examined how perception of procedural justice relates to organisational commitment of survivors of layoffs. It also examined the effects of locus of control and self esteem on perception of procedural justice. Two hundred and nineteen (219) participants (Survivors of layoffs) were made to complete survey items on perceived procedural justice, locus of control, self-esteem and organisational commitment. Pearson ProductMoment correlation, Hierarchical Multiple regression and independent ttest analysis of results revealed that perceived procedural justice was significantly positively related to affective commitment but did not relate to normative and continuance commitment. Internals were also found to perceive significantly higher procedural justice than externals and finally, self-esteem positively predicted procedural justice. The findings of the current study have practical implications for managing downsizing in organisations. These implications have been discussed.
2016
Two field studies tested the hypothesis that high per-ceived control may serve as an antidote to the negative effects of layoffs on the employees who are not laid off (survivors). In Study 1, some participants witnessed the layoffs of fellow employees, but others did not. In Study 2, all participants survived a layoff, but they varied in the extent to which they experienced the post-layoff environ-ment as threatening to their well-being. Conceptually analogous results emerged across the two studies. Study 1 showed that the negative impact of layoffs on sur-vivors ' organizational commitment was reduced when perceived control was relatively high. Study 2 showed that the tendency for survivors ' job performance to be adversely affected by high threat to their well-being was reduced when perceived control was relatively high. In other words, perceived control was more strongly related
The study assessed the mediating role of locus of control and job status on the relationship between employee’s perception of downsizing and their commitment to work in selected public sector establishments in Nigeria. The study employed descriptive survey design and a Multi- stage sampling technique was adopted. Purposive sampling technique was used to select six Federal Government establishments in Abuja and Lagos State. Using stratified random sampling, a total of 604 respondents comprising (58.9%) males and (41.1%) females were selected from these establishments. Data were collected through the administration of standardized psychological tests: General Perception of Downsizing (GPD), Locus of Control Scale (LCS), and Organizational Commitment Questionnaire (OCQ). Data collected were analyzed using appropriate descriptive and inferential statistics. The results showed a significant positive relationship between employee’s perception of downsizing and their work commitment (r = 0...
Journal of Management and Strategy, 2011
The study assessed the mediating role of psychosocial factors on the relationship between employee's perception of downsizing exercise and their commitment to work in selected public sector establishments in Nigeria. The study employed descriptive survey design and a Multi-stage sampling technique was adopted. Purposive sampling technique was used to select six Federal Government establishments in Abuja and Lagos State. Using stratified random sampling, a total of 604 respondents comprising (58.9%) males and (41.1%) females were selected from these establishments. Data were collected through the administration of standardized psychological tests: General Perception of Downsizing (GPD), Tennessee Self-Concept Scale (TSCS), and Organizational Commitment Questionnaire (OCQ). Data collected were analyzed using appropriate descriptive and inferential statistics. The results showed a significant positive relationship between employee's perception of downsizing and their work commitment (r = 0.17; p< 0.05). That is, employee's perception of downsizing exercise influenced their commitment to work. The results also showed that employees' perception of downsizing was significantly related to psychosocial factors, i.e. Self-Concept (r = 0.25; p<0.01); and Length of Service (r = 0.11; p<0.01). Furthermore, the results showed that Self-Concept and Length of service significantly and independently mediated the relationship between employee's perception of downsizing and their commitment to work, (β = 0.36; t = 9.24; p<0.01); and (β = 0.14; t = 3.56; p<0.01) respectively. The study concluded that employees' perception of downsizing related to their commitment to work. This relationship was, however, mediated by employees' self-concept and length of service.
The relationship among survivor qualities attitude, commitment and motivation after downsizing
2010
The psychological well-being of employees who survive organizational downsizing and restructuring remains a contemporary theme in the work environment. This situation has a substantial influence on organizational success. This study examined the relationship among survivor attributes (attitude, commitment and motivation) after downsizing in selected manufacturing organizations. To have a better understanding of the relationship between survivor attributes after downsizing, a total of one hundred and fifty survivors (n = 150) who had experienced downsizing participated in the study. Four null hypotheses, investigating the levels and relationships among the attributes were tested by means of specific statistical methods, such as measures of central tendency and correlation analysis. The results showed that survivors had high levels of motivation and moderate to satisfactory levels of attitude and motivation. A significant relationship was observed between survivor motivation and commi...
2011
The purpose of this research is to focus on supervisor support and organizational support factors that facilitate organizational commitment among downsizing survivors to reduce high attrition. This is a causal study in which data was collected from 300 employees of Telecommunication Sector of Pakistan who survived after downsizing. By using regression and correlation analysis, it was found out that both supervisor support and organizational support can help in organizational commitment among survivors. Further the supervisory support mediates the relationship between organizational support and organizational commitment.
Effects of Downsizing Strategies on Survivors' Organizational Commitment: The Case of Ethio Telecom
The study sought to analyze the effects of downsizing strategies on survivors' organizational commitment (affective, continuous, and normative) at Ethio Telecom. This study used descriptive and causal effect type of study. It focused on both qualitative and quantitative approaches for collection and analysis of data. This research made use of both primary and secondary sources of data. The researcher employed simple random sampling technique to select 362respondents from each zone and headquarter offices. In this study, Structural Equation Modeling (SEM) was employed. As the findings depict that positive and significant effect of exogenous variables (organizational justice: procedural and distributive justice) with the standardized estimate for procedural justice on affective, continuous, and normative commitment effects were all significant but they are not that much strong (ß =0.22, 0.18, 0.17) while distributive justice had high effect on affective, continuous, and normative commitment0.97, 0.99, 0.98 and respectively. Based on the above findings the researcher inferred that there was organizational procedural injustice in the time of downsizing at Ethio Telecom. Consequently, these perceptions affected adversely survivors' organizational commitment. As a result, survivors are neither emotionally attached nor have feeling of continuous commitment to the company. Hence, the researcher recommends that the strategists should do the following in order to make it effective: plan the process properly, study the overall scenario prior to the attempt, do human resource planning industriously, set clear selection criteria, make the process transparent, communicate timely, conduct behavioral trainings, align each unit activity with company's strategic objectives, and prepare victims for other jobs.
TIJ journal Singapore, 2017
The question of employee turnover has come to gain greater attention especially in this 21st century where organizations all over the world, in various industries, have faced this problem at some stages of their evolution (Zahra et al 2013). Hitherto, organizational studies suggest that intentions to leave are important for organizations and researchers because once people have actually implemented the behavior to quit; there is little likelihood of gaining access to them to understand their prior situation (Juhdi et al 2011). A turnover intention is a mental decision prevailing between an individual's approach with reference to a job whether to continue or leave the job (Jacobs and Roodt, 2007). In other words, it represents conscious and deliberate willingness to leave the organization (Tett and Meyer, 1993). Ongori (2007) contended that the meaning of turnover intention is the plan to leave an organization, and this appears to be the immediate antecedent to actually quitting. Turnover intention is a psychological variable of the tendency to leave that is closely related to turnover (Janseen, 1999). Mobley (1982) describes employee turnover as the cessation of membership in an organization by an individual who received monetary compensation from the organization. Several researchers have pointed out that turnover intention is commonly endorsed in the literature as a predictor of turnover The changes occurred in the theory of management has also significantly affected the attitude of organizations to their workers. The management paradigm, which until the mid of 20th century was under the influence of the " classical organization theory " , considered organizations as " closed-mechanical " systems and its workers as mere elements composing them. This approach tended to see them as parts of a machine rather than socio-psychological beings. Any lack of productivity or mistake of a worker was repaired by simply removing this worker and bringing a new one in his place. In this approach workers had no importance as " individuals " at all and their contribution to the organization was limited strictly to their job description. This attitude of the management reflected on the workers, causing that these were not trying to become more useful for the organization. When found a better job they used to quit their organizations to new one and to stay there until they find even better. INTRODUCTION: Organizational commitment has a long history, and has been the subject of a great deal of research and empirical attention both as a consequence and an antecedent of other work-related variables of interest. It has also an important place in the study of organizational behavior and evolved as a wide range of 'types' (e.g. engagement, attachment, commitment, involvement) within a wide spectrum of foci (e.g. work, job, career, profession/ occupation, organization, union), while studies on commitment varied between the categories of behavioral, attitudinal and motivational within three broad research streams through sociological, industrial/organizational psychology and health psychology (Roodt, 2004a). It has been studied in the public, private, and non-profit sector, and more recently internationally. Organizations implement various policies to overcome the commitment problem. In essence of this effort, more duty-bound, more hardworking for the organizational goals and more consistent with the organization position of the individuals with higher organizational commitment. Organizational commitment goes beyond the classical concept of commitment. It implies a more active commitment. Employees are willing to give their personal contribution to the well-being of the organization. Therefore, the organizational commitment reflects not only on their expressions and statements but also appears in their acts and deeds (Mow day, Steers and Porter, 1979: 226).