Organizational downsizing: Constraining, cloning, learning

An empirical study on measuring the effect of layoff on job satisfaction and employee commitment: A case study of detergent producer unit

“…An immediate layoff decision is to expect the remaining workers to work harder and produce more products, which could put more pressure and increase their working stress (McKinley et al, 1995). The ultimate objective of layoff could be to increase profitability through reducing direct payment but the layoff could lead to opposite results since workers may not work as well as they used to do (Rigby, 2002).…”

“…Prahalad and Hamel (1990) recommend special attention on maintaining human resources since they are considered as intangible assets. There are different plans to measure the effects of supportive plans on remaining employees (Hoppock, 1935;McKinley et al, 1995McKinley et al, , 2000Greenhalgh et al, 1988;Baron, 1999;Seal & Knight, 1988). Shah (2000) measures the relationship between the impact of layoff on the remaining employees' job satisfaction and confidence.…”

Living on Both Sides of the Fence: A Phenomenological Study of Human Resource Development Professionals as Downsizing Survivors and Strategic Human Resource Development Facilitators

“…Coercive pressures (DiMaggio & Powell, 1983;Mizruchi & Fein, 1999), also known as constraining forces (McKinley, Sanchez, & Schick, 1995), are social or political pressures to conform that are imposed on organizations through their external environments. Healthy or stable organizations, for example, might feel pressured to adopt "lean and mean" or "faster, better, cheaper" mentalities that society has promoted as legitimate.…”

“…Healthy or stable organizations, for example, might feel pressured to adopt "lean and mean" or "faster, better, cheaper" mentalities that society has promoted as legitimate. & Powell, 1983;Mizruchi & Fein, 1999), also known as cloning forces (McKinley et al, 1995), are those that pressure organizations to standardize practices or to copy or model what others in the industry are doing to reduce uncertainty. Seeing an industry leader engage in downsizing might prompt an organization to follow suit because it seems to be the legitimate or acceptable thing to do.…”

“…Normative pressures (DiMaggio & Powell, 1983;Mizruchi & Fein, 1999), also known as learning forces (McKinley et al, 1995), are those resulting from educational institutions and professional networks that socialize members into adopting similar worldviews.…”