Auswirkungen von Downsizing-Maßnahmen auf das organisationale Commitment der verbleibenden Mitarbeiter: Ein Vorher-Nachher-Vergleich

Krause, Andreas; Stadil, Timo; Bünke, Jessica

doi:10.1007/s11612-003-0038-6

Cited by 3 publications

(1 citation statement)

References 31 publications

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“…For example, Allen, Freeman, Russell, Reizenstein, and Rentz (2001) found that reductions in downsizing survivors' feelings of employment security were associated with lowered organizational commitment (β = .31) and heightened turnover intentions (β = −.18), with the decrease in organizational commitment persisting 1 year after the downsizing. Krause, Stadil, and Bunke (2003) reported similar findings from a study with employees who simply witnessed layoffs in another organization rather than experiencing layoffs within their own organization.…”

Section: Careers and The Psychological Contractsupporting

confidence: 53%

Career issues.

Baruch¹,

Bozionelos²

2011

APA Handbook of Industrial and Organizational Psychology, Vol 2: Selecting and Developing Members for the Organization.

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Furthermore, individuals appear to understand the concept of career and to think in terms of their own career development as early as in preadolescent years (Hartung et al., 2005). Most important, this period of life is associated with the accumulation of basic knowledge as well as with the development of fundamental values, attitudes, and aspirations that serve as anchors that guide, constrain, stabilize, and reinforce subsequent career direction and progress (Schein, 1978;Watson & McMahon, 2005). Indeed, attitudes toward work, occupational aspirations, and occupational expectations that are formed during that part of life are predictive of occupational aspirations, expectations, and career outcomes in adulthood (Helwig, 2008). 2. Career entry, which involves the acquisition of knowledge, skills, and qualifications (e.g., by means of tertiary education, apprenticeship, or on-the-job training) to enter a job or a profession. This can be either within an organization or independently (e.g., one's own business). 3. Advancement, which involves development of expertise in the job or profession as well as generally upward movements in the organizational hierarchy, or expansion of one's own business. This stage may be characterized by moves between functions and organizations, or by failures in one's own business endeavors. In some cases, and especially for those whose work lives evolve within organizations, this stage may be associated with reaching a plateau, that is, a level with no prospects, either objectively or subjectively evaluated, for further advancement (see Chao, 1990). 4. Reevaluation, which involves appraisal of the extent to which one's aspirations have been fulfilled. This may be triggered either by endogenous factors (e.g., lack of challenge in one's job) or by exogenous factors (e.g., plateauing, redundancy, or realization that one's skills or profession are facing obsolescence). 5. Reinforcement, which involves implementation of decisions that have been made in the previous stage. This may be revealed in a number of ways, ranging from refocusing on one's job or profes-

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Section: Careers and The Psychological Contractsupporting

confidence: 53%

Career issues.

Baruch¹,

Bozionelos²

2011

APA Handbook of Industrial and Organizational Psychology, Vol 2: Selecting and Developing Members for the Organization.

View full text Add to dashboard Cite

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Career and work attitudes of blue-collar workers, and the impact of a natural disaster chance event on the relationships between intention to quit and actual quit behaviour

Baruch

Wordsworth

Mills

et al. 2015

European Journal of Work and Organizational Psychology

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How does regulatory focus affect uncertainty towards organizational change?

Tseng

Kang

2008

Leadership &Amp; Organization Development Journal

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Purpose -The purpose of this paper is to develop and test a research model on Taiwan's National Police Administration setting, extending the theory of planned behavior, reasoned action, and expectancy-valence, and developing the more neglected aspects of the goal-setting theory. Design/methodology/approach -Participants were Taiwan's National Police Administration employing 500 full-time employees. Structural Equation Modeling was used to explore the relationship among regulatory focus, uncertainty towards organizational change, and organizational commitment. Findings -The results were that promotion focus or prevention focus had a significantly positive influence on uncertainty towards organizational change, and only promotion focus had a significantly positive influence on organizational commitment. In addition, uncertainty towards organizational change had a significantly negative influence on organizational commitment. The results supported the significant role of uncertainty towards organizational change as a mediator in the relationship between promotion focus (or prevention focus) and organizational commitment. Originality/value -The results of the research help fill important research gaps (lack of empirical research and generalization) in the regulatory focus theory literature, clarifying the special role of regulatory focus in a traditional police organization's change processing, and its implications for police officers utilizing a non-US setting to allow a cross-cultural examination of regulatory focus theory.

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Auswirkungen von Downsizing-Maßnahmen auf das organisationale Commitment der verbleibenden Mitarbeiter: Ein Vorher-Nachher-Vergleich

Cited by 3 publications

References 31 publications

Career issues.

Career issues.

Career and work attitudes of blue-collar workers, and the impact of a natural disaster chance event on the relationships between intention to quit and actual quit behaviour

How does regulatory focus affect uncertainty towards organizational change?

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