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To stay or to go:voluntary survivorturnover following anorganizationaldownsizing Gretchen M. SpreitzerAneil K. Mishra2002 год

To stay or to go: voluntary survivor turnover following an organizational downsizing
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Аннотация: Abstract This paper examines the relationship between survivor reactions to a downsizing and retention subsequent to a downsizing. We hypothesize that survivors who experience the downsizing as distributively, procedurally, and interactionally just and who see top management as trustworthy will feel more attached to the organization because each reduces the threat inherent in downsizing. In addition, we hypothesize that survivors who feel empowered will also feel more attached to the organization because they feel better able to cope with the downsizing. We further hypothesize that those survivors who feel more attached to the organization following the downsizing will be more likely to remain with the organization in the coming year. The theoretical model is tested on a sample of aerospace employees who survived an organizational downsizing. The trustworthiness of management, distributive justice, procedural justice, and three dimensions of empowerment are found to facilitate more organizational attachment. Higher levels of attachment are found, in turn, to facilitate less voluntary turnover in the year following the downsizing. Copyright © 2002 John Wiley & Sons, Ltd.
Год издания: 2002
Авторы: Gretchen M. Spreitzer, Aneil K. Mishra
Издательство: Wiley
Источник: Journal of Organizational Behavior
Ключевые слова: Job Satisfaction and Organizational Behavior, Organizational Downsizing and Restructuring, Outsourcing and Supply Chain Management
Другие ссылки: Journal of Organizational Behavior (HTML)
Deep Blue (University of Michigan) (PDF)
Deep Blue (University of Michigan) (HTML)