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This study developed and tested a model of job uncertainty for survivors and victims of downsizing. Data were collected from three samples of employees in a public hospital, each representing three phases of the downsizing process: immediately before the announcement of the redeployment of staff, during the implementation of the downsizing, and towards the end of the official change programme. As predicted, levels of job uncertainty and personal control had a direct relationship with emotional exhaustion and job satisfaction. In addition, there was evidence to suggest that personal control mediated the relationship between job uncertainty and employee adjustment, a pattern of results that varied across each of the three phases of the change event. From the perspective of the organization’s overall climate, it was found that levels of job uncertainty, personal control and job satisfaction improved and/or stabilized over the downsizing process. During the implementation phase, survivors experienced higher levels of personal control than victims, but both groups of employees reported similar levels of job uncertainty. We discuss the implications of our results for strategically managing uncertainty during and after organizational change.

The present studies investigated the processes by which group members integrate a new social identity. Based on a newly developed theoretical model, we anticipated that social factors (social support and need satisfaction) would be facilitators of this change process and should have an impact on the coping and adaptation strategies group members use to deal with the membership in a new group. These strategies, in turn, should predict intra-individual changes in level of identification with the new group, which should then predict enhanced psychological adjustment over time. The proposed associations were tested among university students over the course of their first academic year (Study 1) and among on-line gamers joining a newly established on-line community (Study 2). Path analyses provided support for the hypothesized associations. The results are discussed in light of recent theoretical developments pertaining to intra-individual changes in social identities.

Three experiments examine the extent to which newcomers are able to influence their groups relative to old-timers. Specifically, how group members respond to criticisms of their group was assessed as a function of the intragroup position of the speaker. When criticizing their workplace (Experiment 1; N = 116), their profession (Experiment 2; N = 106), or an Internet community (Experiment 3; N = 189), newcomers aroused more resistance than old-timers, an effect that was mediated by perceptions of how attached critics were to their group identity. Experiment 3 also showed that newcomers could reduce resistance to their criticisms by distancing themselves from a group of which they were previously members. Theoretical and practical implications of these findings are discussed.

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