Taking a positive approach to organizational downsizing

Abstract

We drew from the literature on positive organizational behaviour (Luthans & Youssef, 2007) to test a process model relating generalized optimism (Carver & Scheier, 1999) to the cognitions, affect, and behaviour of 237 Canadian federal government managers during and following a major organizational downsizing. Our data supported a model in which generalized optimism measured 18 months prior to the downsizing (T1) associated positively with managers' cognitions, attitudes, job performance, and self‐reported coping effectiveness measured 12 months postdownsizing (T3). Analyses suggested that some of these associations were partially mediated by a positive thinking coping strategy and expectations for future career and job success reported during the downsizing (T2). We advocate for more research that draws from the positive organizational behaviour literature to study the effects of downsizing on survivors. Copyright © 2008 ASAC. Published by John Wiley & Sons, Ltd.

RETRACTED: The relationship between authentic leadership and follower job performance: The mediating role of follower positivity in extreme contexts

“…Prior leadership theorizing has proposed that some leaders work to uplift their followers, especially when addressing threatening or stressful conditions, while others place considerable emphasis on controlling or in many instances destroying the motivation and resilience of followers, organizations, communities and societies while dealing with difficult challenges (Avolio, 2005;Gardner, 1990). Noteworthy in the present study's findings is that authentic leadership potentially can somewhat buffer followers from the effects of stress and challenges (Armstrong-Stassen, 2008). Although we did not directly test for a buffering effect in this study, future research should be encouraged to do so.…”

Promoting Readiness for Change: A Systematic Review of Positive Psychology in Organizational Change Context

“…Bireysel düzeyde gerçekleştirilen çalışmalar Psikolojik sermaye (Psychological capital), Beklenti yaklaşımı (Expectancy theory), Pozitif duygu genişletme ve inşa etme teorisi (Broaden-and-build theory of positive emotions) gibi teorik yaklaşımları benimserken; grup düzeyinde gerçekleştirilen çalışmalar sosyal inşa teorisi (Social construction theory), Duygusal deneyim yaklaşımı (Emotional experience theory) ve örgütsel düzeyde ise olumlu sorgulama (Appreciative inquiry) kuramsal bakış açısından yararlanılmıştır. İncelenen çalışmalardan Armstrong-Stassen & Schlosser (2008) ve Kiefer (2002) hariç tüm çalışmalar planlanmış örgütsel değişim süreçlerini konu edinirken, bu iki çalışma daha ziyade küçülme vb. zorlu süreçleri içeren örgütsel değişim süreçlerinde gerçekleştirilmiştir.…”

Surviving downsizing and innovative behaviors: a matter of organizational commitment

“…For instance, there is evidence that job insecurity is closely related to lower organizational commitment (Ashford et al, 1989;Hartley, 1998;Reisel and Banai, 2002). In fact, there is some evidence that downsizing may surviving employees to lower their involvement (Brockner et al, 2004;Travaglione and Cross, 2006), even if the impact on attachment to the organization and job satisfaction may be short lived (Armstrong-Stassen and Schlosser, 2008).…”