Recessionary actions and absence: A workplace‐level study

Wood, Stephen; Michaelides, George; Ogbonnaya, Chidiebere

doi:10.1002/hrm.22008

Cited by 11 publications

(13 citation statements)

References 98 publications

(125 reference statements)

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“…One implication of these findings might be that managers should re‐think downsizing as a measure to improve organizations' profitability. However, this might not always be feasible, as the decision to downsize may depend on multiple factors (Datta et al, 2010), or be a recessionary action (Wood et al, 2020). Thus, organizations should try to prevent or reduce increases in job demands for surviving employees.…”

Section: Discussionmentioning

confidence: 99%

“…We focus on downsizing consequences for those employees who remain in the organization (i.e., downsizing survivors). Downsizing is regarded as a stressor by surviving employees (Devine et al, 2003;Sonnentag & Frese, 2003) and has been positioned in the context of recessions in previous studies (Snorradóttir et al, 2013;Wood, Michaelides, & Ogbonnaya, 2020). However, it is not necessarily a consequence of decreased demand for organizations' products or services, as "proactive" downsizing may also occur during periods of healthy demand with the intention of enhancing long-term competitiveness (Datta & Basuil, 2015).…”

Section: Downsizing Consequencesmentioning

confidence: 99%

“…However, this might not always be feasible, as the decision to downsize may depend on multiple factors (Datta et al, 2010), or be a recessionary action (Wood et al, 2020). Thus, organizations should try to prevent or reduce increases in job demands for surviving employees.…”

Section: Practical Implicationsmentioning

confidence: 99%

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Downsizing and surviving employees' engagement and strain: The role of job resources and job demands

Dlouhy

Casper

2020

Human Resource Management

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Downsizing is widely assumed to detrimentally affect surviving employees' engagement and health through increased demands and decreased resources. Building on job demands–resources theory, we assess whether these effects occur and whether job demands and resources moderate the detrimental effects of downsizing on employee health and engagement. We conceptualize downsizing as a stressor event, and we explain its relationship with employee health through the job demands work overload and job insecurity are (two) job demands, as well as its relationship with employee engagement through the job resources supervisor support and opportunities for development are job resources. Using data from two large representative samples of German employees, we show that job demands mediate the negative relationship between downsizing and employees' psychological and physical health and that job resources mediate the negative relationship between downsizing and engagement. We find little support for the assumption that job resources alleviate the indirect effects of downsizing on surviving employees' health, or that job demands strengthen the indirect effects of downsizing on surviving employees' engagement. We discuss how these findings expand our understanding of downsizing and outline practical implications for human resource practitioners.

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Section: Discussionmentioning

confidence: 99%

Section: Downsizing Consequencesmentioning

confidence: 99%

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Downsizing and surviving employees' engagement and strain: The role of job resources and job demands

Dlouhy

Casper

2020

Human Resource Management

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“…We therefore expect job insecurity to have affected well-being in the lockdown [ 36 , 37 , 38 ]. It is in our terms a COVID-19-related factor as the actions taken to mitigate it depressed demand in the economy and employees feared that employers would begin to lay-off employees or use other recessionary actions, which have been shown to increase job insecurity and decrease well-being [ 39 ]. We thus hypothesize that:…”

Section: Theoretical Focus and Hypothesized Relationshipsmentioning

confidence: 99%

Homeworking, Well-Being and the COVID-19 Pandemic: A Diary Study

Wood

Michaelides

Inceoglu

et al. 2021

IJERPH

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As a response to the COVID-19 pandemic, many governments encouraged or mandated homeworking wherever possible. This study examines the impact of this public health initiative on homeworkers’ well-being. It explores if the general factors such as job autonomy, demands, social support and work–nonwork conflict, which under normal circumstances are crucial for employees’ well-being, are outweighed by factors specific to homeworking and the pandemic as predictors of well-being. Using data from four-week diary studies conducted at two time periods in 2020 involving university employees in the UK, we assessed five factors that may be associated with their well-being: job characteristics, the work–home interface, home location, the enforced nature of the homeworking, and the pandemic context. Multi-level analysis confirms the relationship between four of the five factors and variability in within-person well-being, the exception being variables connected to the enforced homeworking. The results are very similar in both waves. A smaller set of variables explained between-person variability: psychological detachment, loneliness and job insecurity in both periods. Well-being was lower in the second than the first wave, as loneliness increased and the ability to detach from work declined. The findings highlight downsides of homeworking, will be relevant for employees’ and employers’ decisions about working arrangements post-pandemic, and contribute to the debate about the limits of employee well-being models centred on job characteristics.

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“…3 Some of those studies are essentially descriptive in nature, while others attempt to identify the main factors associated with absenteeism, using either individual-level data or organizational-level studies. [4][5][6][7][8][9][10][11][12][13][14][15][16][17][18] Although absence definitions varied, a typological framework could be established using the following classifications of absence: voluntary or involuntary, planned, or unplanned albeit that some authors differentiate involuntary absenteeism (e.g., certified sickness) and voluntary absenteeism (e.g., annual leave or vacation, uncertified sickness). It has been further suggested that unplanned absence is often short-term and sometimes voluntary.…”

Section: Introductionmentioning

confidence: 99%

Sick Leave Determinants in the Healthcare Sector (Part I): A Review of Contextual Factors

Brady

McGrath

Dunne

2023

Journal of Brown Hospital Medicine

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Background: This study aims to describe contextual factors that influence and contribute to sick leave in healthcare, especially in hospital settings. This review would provide a valuable, comprehensive, and evidence-based resource for readers interested in effective human resource management and healthcare or hospital workforce planning. This review referred to studies on the determinants of absenteeism in the healthcare setting. Methods: To ensure that pertinent papers (2004 – 2022) were identified, a literature search was performed searching Google Scholar, Econ Lit, PubMed, ResearchGate, ScienceDirect, Emerald Insight, Scopus, Medline, PsychInfo, and Web of Science. All abstracts were screened to identify papers that empirically investigated contextual factors of work absence in healthcare populations. A total of 126 papers were initially identified. These were reduced to 61 papers using pre-determined inclusion and exclusion criteria. Results: Contextual factors such as nature of work, cultural expectations, economic conditions, and seasonality have moderately strong associations with absence. There is a negative relationship between high psychological demands and work-related absenteeism. The key factors associated with sickness absence in healthcare staff were long hours worked, night shifts, changing rostering patterns, work overload and stress, physically demanding roles, poor social support. Other contextual factors such as cultural norms and expectations that support poor attendance reflected strong association with absence levels. Economic conditions are negatively associated with absenteeism as a result of job security fears. Absenteeism is more pronounced during winter and school holidays. Conclusions: The review concluded that interventions such as screening the prior attendance levels of potential employees would assist greatly in terms of absenteeism rates, while monitoring current absence patterns of existing employees will negate the development of cultural norms in the workplace. Many of the contextual related variables associated with high levels of absenteeism are reducible with the development of screening and monitoring tools.

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Recessionary actions and absence: A workplace‐level study

Cited by 11 publications

References 98 publications

Downsizing and surviving employees' engagement and strain: The role of job resources and job demands

Downsizing and surviving employees' engagement and strain: The role of job resources and job demands

Homeworking, Well-Being and the COVID-19 Pandemic: A Diary Study

Sick Leave Determinants in the Healthcare Sector (Part I): A Review of Contextual Factors

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