IMPACT OF REDUNDANCY ON EMPLOYEE COMMITMENT (original) (raw)
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Zenodo (CERN European Organization for Nuclear Research), 2022
With hard economic situation for organizations, the businesses are today using employee redundancy in order to reduce expenses. Although employee redundancy is aimed at cutting costs, there is a general assumption that if companies retain the best employees and managers during redundancy, the company should perform better. However, several employee redundancy exercises in various organizations negate this thought. Some unexpected negative outcomes have drawn both theoretical and practical experts' attention to the outcomes of employee redundancy and the main questions involved in managing. This study utilized case study research design. The total target population for the study was 120 respondents where responses were received from 102 giving a response rate of 85%. Both structure and unstructured questionnaire was used to collect data from the respondents in this study. Data was analyzed using descriptive and inferential statistics and the findings presented in tables and charts. The study concludes that redundancy was undertaken in James Finlay Limited and that there were employee survivors still working in the organization who does not enjoy their work and that their quality of work had not improved and have been thinking of quitting their present job. The study recommends that employees need to accept almost any type of job assignment in order to keep working for the organization and this is only possible if they are encouraged and are provided with good working conditions so that they enjoy their work and accepts responsibility given to them hence not think of quitting their job.
British Journal of Management, 1996
Increases in managerial redundancies have followed in the wake of recession and fiercer competition. Although popular accounts have warned of a growing disaffection among managers, few studies have examined the effects of abandoning their traditional job security. This article examines changes in the work attachments of long-service managers under the threat of redundancy. Over a 12-month period, interviews were conducted with 42 middle managers who, at the beginning of the research, had been warned of possible redundancy. Initially, most of the managers experienced significant threats to their established views about themselves and their employers. The development of these early perceptions into altered work attachments depended largely on outcomes of the redundancy process. For reprieved managers organizational commitment was quickly re-established. In contrast, those demoted to engineering roles or reemployed by other companies became less trusting and developed new explanations of their past employment experiences. These findings illustrate the tension between the need of managers to be assured of their place within the organizational structure and recent threats to their traditional careers and employment security. Also we may expect difficulties in the development of organizational commitment to emerge as the personal risks to managers increase.
Surviving redundancy: the perceptions of UK managers
Journal of Managerial Psychology, 2000
Redundancy, delayering and other forms of organizational change have become increasingly prevalent over the last ten years. This paper is based on a five year UMIST-Institute of Management research programme which has been used to explore the impact of redundancy on UK managers' sense of loyalty, motivation, morale and loyalty to the organization. The paper reveals that redundancy is a particularly damaging form of organizational change even on the survivors of redundancy. The research reveals that where redundancy has been used as a means of change surviving managers' perceptions of their organizations are significantly more adversely affected than where change is enacted without the use of delayering or redundancy. The research raises significant questions about how change is managed in organizations.
Layoffs continue to plague organizations around the world especially as organizations attempt to optimize labor costs and other expenses. While there have been studies to attempt to understand the impact of layoffs, there are still gaps in the literature especially as we look at layoffs in the 21 st century. This research examined i) the impact of layoffs on individuals' psychological and physical well-being, ii) the impact of layoffs on the employees affective commitment, iii) coping strategies used by employees, and iv) job search strategies people are using to find new jobs. While, downsizing is a relatively common change management strategy that has been adopted for more than two decades, the prime impetus of most downsizing efforts is the desire for an immediate reduction of costs and simply survival. We found that individuals will experience significant more health problems after being laid off from their jobs. Individuals who have been unemployed for longer periods will have lower affective commitment to their former employers. We also found that maintaining more control-oriented coping strategies will be more progressive in their job searches and more able to cope with layoffs and that coping strategies are positively related to reemployment. In addition, individuals who are receiving unemployment insurance and other benefits, financial hardships exist resulting in significant challenges and life style changes and coping strategies are positively related to financial resources available to an individual.
EMPLOYEE INVOLVEMENT: REDUNDANCY AS A CRITICAL CASE
Human Resource Management Journal, 1992
One of the features of industrial relations in the United Kingdom during the 1980s was the increased interest in employee involvement and human resource management. This represented a marked contrast with the 1970s debate on the scope of union participation ...
European Journal of Social Security
In downsizing organisations, redundant workers suffer from insecurities about work and income. Social security provides income security to the unemployed in the event of job loss. The role played by employers in unemployment prevention for redundant workers, and the effects on unemployment spells and transitions on the labour market, are neglected in both the social policy and HRM literatures. This article addresses the following question: Which factors play a role in the decision to offer job-to-job support and in determining its effect? This article provides the context for the theoretical assumptions regarding why employers initiate job-to-job measures for redundant employees and distinguishes the different types of measures based on a literature review. Secondly, this article contributes to empirical knowledge in the field of unemployment prevention among employers and the effects of job-to-job activities facilitated by employers on redundant workers’ unemployment spells. A two-...