Demotion

Effects of a downward status transition on perceptions of career success, role performance and job identification

“…Early research on demoted workers indicates that those who reported either blaming themselves or management, were more disturbed than those who were not concerned by the demotion, or those who attributed the demotion to uncontrollable situational determinants (Lieberman, 1956). In a similar vein, More (1962More ( , 1968 found that there are at least three sets of consequences stemming from demotions. The first consequence demonstrated by employees was an increasing negativism, bitterness, and resistance to direction within the firm.…”

“…Hall and Isabella refer to a downward move as "one in which the person perceives a reduced level of responsibility and authority" (1985, p. 13). However, early research by More (1962More ( , 1968) provides a more comprehensive list of the different types of downward moves in organisations. Based on More's work, downward moves may include a decrease in status, compensation, a less desirable job function, or reduced responsibility and authority.…”

“…The present study extends earlier research on downward status transitions by assessing job performance and job identification. More's (1962More's ( , 1968) case analysis reported diminished levels of productivity and loyalty among demoted workers. Not surprisingly this type of organisational action sends a cue to employees about how much they are valued by the organisation.…”

Job Insecurity and Employee Commitment: Managers' Reactions to the Threat and Outcomes of Redundancy Selection1

“…Undoubtedly, the avoidance of job loss will remove worries over anticipated loss of income, the search for new employment and restricted activity. Nevertheless, the role and stigma of enforced redeployment or demotion may generate new uncertainties and dilemmas requiring further interpretation and adjustment (Martin and Strauss, 1968;More, 1968Hedaa, 1978. In particular, work attitudes and expectations may be reassessed in the light of their experience and alter long-held work and organizational commitments.…”

Patterns of Organizational and Occupational Socialization

“…Inevitably some will have to settle for lesser positions or, at some point, will have to be demoted because of changes in organizational demand or need. Such processes may require changes in self-attitudes that can be destructive; More [24] has noted that some persons may then become alienated. Further, demoting persons reflects on their sponsors and such demotions are not encouraging to younger persons, who speculate that the same sort of thing could happen to them in twenty or thirty years.…”