Survivors' Information Seeking Following a Reduction in Workforce

Casey, Mary K.; Miller, Vernon D.; Johnson, John R.

doi:10.1177/0093650297024006007

Cited by 41 publications

(41 citation statements)

References 29 publications

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“…Consider alternatives Feldman and Leana, 1994;Cameron et al, 1991;Cameron, 1994;Allen, 1997 Allow time for analysis Cameron, 1994;Freeman, 1994;de Meuse et al, 1994;Burke and Nelson, 1998;Skarlicki, 1998 Leadership Cameron et al, 1991;Cameron, 1994;Freeman, 1994;Mansour-Cole and Scott, 1998 Employee involvement Cameron et al, 1991;Cameron, 1994;Suris;Cascio, 1993;Freeman, 1994;Mishra and Spreitzer, 1998 Employees understand reasons Cameron et al, 1991;Cameron, 1994;Feldman and Leana, 1994;Smeltzer and Zener, 1992;Schweiger and DeNisi, 1991 Use accurate measurement Cameron, 1994;Brockner, 1993 tools Communication of message De Meuse et al, 1994;Mansour-Cole and Scott, 1998;Casey et al, 1997;Johnson et al, 1996;Hopkins and Hopkins, 1999;Schweiger and DeNisi, 1991 An environment of trust Bies, 1987;Bies and Moag;Brockner et al, 1990;Greenberg, 1990;Shapiro et al, 1994;Mishra et al, 1998;Mone, 1997 Give advance notice Feldman and Leana, 1994;Smeltzer and Zener, 1992;…”

Section: Effective Practicementioning

confidence: 99%

The Financial Impact of Organisational Downsizing Practices?The New Zealand Experience

Carswell

2005

Asia Pacific J Manage

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Partly in response to the Asian economic crisis, many organisations in the Asia Pacific rim reduced staff numbers. This research examines the New Zealand experience of this change intervention from 1997 to 1999. This includes an examination of the impact on financial performance, and how the process followed may moderate such an impact. A questionnaire instrument was designed to measure this, to which responses were received from 155 New Zealand for-profit organisations employing fifty or more people.There is some evidence to suggest that those respondents who had downsized over the period of the study reported lower measures of profitability than those who did not ( p < .05). Also, ensuring the procedure was perceived as just by the employees, and offering outplacement help to those who lost their jobs, went some way to improving the financial performance of downsized firms ( p < .05). This may suggest that if downsizing is necessary then attention needs to be given to how the process is implemented in order to maximise the financial return.

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Section: Effective Practicementioning

confidence: 99%

The Financial Impact of Organisational Downsizing Practices?The New Zealand Experience

Carswell

2005

Asia Pacific J Manage

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“…They expressed the need for true and honest participation throughout the entire process, instead of which they thought that there had been too little participation and no opportunity for them to contribute to any decision-making. The results of a study undertaken by Casey, Miller and Johnson (1997) revealed that downsizing appeared to heighten the perception of information deprivation and altered information-seeking patterns at work.…”

Section: Communication During the Changementioning

confidence: 99%

The experiences of remaining nurse tutors during the transformation of nursing colleges

Dyk

Rensburg

Tjallinks

2009

Health SA Gesondheid

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The transformation of public services and education in South Africa is part of the political and socioeconomic transition to democracy. Changes are occurring in every fi eld, including that of the health services. A qualitative study was undertaken to investigate the experiences of the remaining nurse tutors at a school of nursing during the transformation of nursing colleges and the downsizing of staff. The study on which this article is based was aimed at describing the experiences of those individuals undergoing changes in their work environment, with the purpose of contributing to recommendations regarding the 'survival' of transformation and the downsizing of the workplace. Three themes emerged by way of the narrative descriptions and unstructured in-depth interviews conducted during the study. The fi rst theme, revolving around affective responses, relates to the emotions, low morale, depressive moods and anxiety caused by the transformation and downsizing. The second theme, relating to the cognitive and perceptual view of transformation, revealed the thoughts, beliefs, and opinions of the remaining nurse tutors regarding the change. The perceptions of, and opinions about how, nursing education and human dignity have been affected by this transformation were also expressed. The third theme consists of the coping responses made by the nurse tutors in the form of work-related personal and social adjustments to the transformation of the nursing colleges. The maintenance of ongoing communication and participation by the nurse tutors, as part of their counselling process, is advised. OPSOMMINGDie transformasie van die openbare dienste en onderwys in Suid-Afrika vorm deel van die politieke en sosio-ekonomiese oorgang tot demokrasie. Veranderinge vind plaas op elke terrein, wat ook gesondheidsdienste insluit. 'n Kwalitatiewe studie is onderneem om die belewing van die oorblywende verpleegdosente verbonde aan 'n verplegingskool te ondersoek te midde van die transformasie van verpleegkolleges en personeelvermindering wat plaasvind. Die studie het beoog om die belewing van indiwidue gedurende veranderinge by hul werksomgewing te beskryf, met die doel om by te dra tot aanbevelings wat personeel sou kon help om transformasie en personeelvermindering by die werkplek te 'oorleef'. Drie temas het uit die narratiewe beskrywings en ongestruktureerde in-diepte onderhoude na vore gekom. Die eerste tema, affektiewe response, sluit in emosies, lae moraal, depressiewe gemoed en angs wat deur transformasie en personeelvermindering veroorsaak word. Die tweede tema, kognitiewe en perseptuele betekenis, toon die gedagtes, oortuigings en menings van oorblywende verpleegdosente rakende die transformasie en personeelvermindering aan. Persepsies en opinies van hoe verpleegonderrig en menslike waardigheid geraak is, is ook weergegee. Die derde tema toon die hanteringsresponse, wat werkverwante, persoonlike en sosiale aanpassings van verpleegdosente gedurende die transformasie van verpleegkolleges beskryf. Daar word aanbeveel dat...

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“…Companies undergoing the process of downsizing, mergers, acquisitions, and restructuring are fertile ground for the rumor mill. Casey et al (1997) found that employees relied on third parties for information concerning the workplace in times of transition. This results in "water cooler" talk that is often inaccurate and anxiety provoking for the employee.…”

Section: Implications For Counselorsmentioning

confidence: 99%

high anxiety: counseling the job‐insecure client

Canaff¹,

Wright²

2004

Journal of Employment Couns

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In today's workplace, employees are faced with the potential of corporate downsizing, mergers and acquisitions, and job restructuring and relocation. These trends create a sense of job insecurity for the individual. Job insecurity affects the individual's life in a variety of ways, including emotional and psychological consequences, marital and family consequences, and organizational consequences. This article presents an overview of the effects of job insecurity and strategies that counselors can use in working with the job‐insecure client.

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Survivors' Information Seeking Following a Reduction in Workforce

Cited by 41 publications

References 29 publications

The Financial Impact of Organisational Downsizing Practices?The New Zealand Experience

The Financial Impact of Organisational Downsizing Practices?The New Zealand Experience

The experiences of remaining nurse tutors during the transformation of nursing colleges

high anxiety: counseling the job‐insecure client

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