Downsizing, changes in work, and self-rated health of employees: A 7-year 3-wave panel study

Kivimäki, Mika; Vahtera, Jussi; Pentti, Jaana; Thomson, Louise; Griffiths, Amanda; Cox, Tom

doi:10.1080/10615800108248348

Cited by 114 publications

(92 citation statements)

References 41 publications

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“…Moreover, the results suggest that employees may adjust to change more readily when they perceive that they have more personal control over the implementation of change. This is in line with previous findings suggesting that survivors who feel in control are more likely to use control-coping (Armstrong-Stassen, 1998), have improved mental health (Kivimaki et al, 2001), and feel more organizational attachment and loyalty, compared to survivors who do not feel in control (Niehoff et al, 2001). However, in times of relatively high job uncertainty and low levels of personal control (i.e., anticipation stage and the implementation stage for victims), employees reported a sense of job uncertainty that influenced their levels of emotional exhaustion independently of their perceptions of personal control over the future.…”

supporting

confidence: 82%

“…Issues of personal control appear to be less important in the aftermath of change, as it is at this stage that the benefits of change are apparent and the work environment is no longer as uncertain (Kivimaki et al, 2001;Parker et al, 1997). Indeed, in the aftermath of downsizing and restructuring, personal control was not related to emotional exhaustion, whereas job uncertainty was positively related to the stress measure.…”

mentioning

confidence: 87%

“…These negative reactions may be due to a loss of trust in the organization (Niehoff et al, 2001), increased workload (Greenglass & Burke, 2000) and increased job insecurity (Hellgren, Sverke & Isaksson, 1999;Kivimaki et al, 2001). The negative responses of employees who retain their job after downsizing are sometimes referred to as "survivor syndrome" (e.g., Baruch & Hind, 2000); however the research examining survivor responses to downsizing is inconclusive.…”

Section: Aftermath Of Downsizingmentioning

confidence: 98%

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Service Climate, Employee Identification, and Customer Outcomes in Hotel Property Rebrandings

Solnet

Paulsen

2006

Journal of Hospitality & Leisure Marketing

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Word Count: 9884 words (including abstract, body and references) 2 AbstractThe present study developed and tested a model of job uncertainty for survivors and victims of downsizing. Data were collected in a public hospital at three times: immediately before the announcement of the redeployment of staff, during the implementation of the downsizing, and towards the end of the official change program. As predicted, employee attitudes improved across the three stages of the change and, despite major job loss and restructuring, survivor levels of job uncertainty and personal control stabilized after the downsizing. Two key differences were found between survivors and victims during the implementation of the downsizing. First, victims of the downsizing reported lower levels of personal control than survivors. Second, the association between job uncertainty and emotional exhaustion was fully mediated by perceptions of control for survivors of downsizing, but only partially mediated for victims. We discuss the implications of our results for strategically managing uncertainty during and after organizational change.

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supporting

confidence: 82%

mentioning

confidence: 87%

Section: Aftermath Of Downsizingmentioning

confidence: 98%

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Service Climate, Employee Identification, and Customer Outcomes in Hotel Property Rebrandings

Solnet

Paulsen

2006

Journal of Hospitality & Leisure Marketing

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“…Poland is one of these societies. According to the European Restructuring Monitor from 2004, as: job insecurity, and demands [20,22,4]. However, so far there have been no studies on the impact of expansion on psychosocial working conditions.…”

Section: Discussionmentioning

confidence: 99%

“…These survivors pay substantial costs of the change such as more cardiovascular diseases [1], more musculoskeletal problems [2], worse psychological well-being [3], worse self-rated health [4], sleep problems [5,6], depression [7], increased use of medications [8], increased alcohol consumption [9] and worse functioning at work in terms of professional burnout [10], it results in a different employee's appraisal of the benefits and losses resulting from the change, different perceived psychosocial working conditions and different employee's well-being. Before formulating the hypotheses, we will discuss the following introductory issues: a) the scale of restructuring involving business expansion in the European Union (EU), b) appraisal of personal benefits and losses caused by restructuring as a determinant of its psychological consequences, c) type of restructuring and psychosocial working conditions and d) previous studies on the consequences of restructuring involving business expansion.…”

Section: Introductionmentioning

confidence: 99%

Do all types of restructuring threaten employees’ well-being? An exploratory study

Widerszal‐Bazyl

Mockałło

2015

Int J Occup Med Environ Health

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Objectives: Most research on the negative impact of restructuring on employees' health considers restructuring involving personnel reduction. The aim of this study was to explore the assumption that the type of restructuring, business expansion versus restructuring not involving expansion (only reductions and/or change of ownership), influences its psychological responses: appraisal of the change, psychosocial working conditions and well-being after the change. Material and Methods: The study was carried out among 857 employees that experienced restructuring in 2009 and/or 2010 and 538 employees from companies not restructured at that time. The main variables, i.e., assessment of change in terms of personal benefits and losses, psychosocial job characteristics and well-being were measured using a questionnaire developed in "The psychological health and well-being in restructuring: key effects and mechanisms" project (PSYRES). Results: It was found that the employees who experienced business expansion in comparison to those who experienced exclusively change of ownership had a higher appraisal of change, while those who experienced restructuring not involving business expansion did not differ from those who experienced change of ownership. As far as psychosocial working conditions are concerned, those employees who experienced exclusively business expansion did not differ from those in the not restructured companies (except for quantitative demands that were higher), while most psychosocial working conditions of the employees who experienced restructuring not involving expansion were poorer than in the not restructured companies. Also, well-being measures of the employees who experienced exclusively business expansion did not differ from those in the not restructured companies (except for innovative behavior that was even higher), while well-being measure of those who experienced restructuring not involving expansion was poorer than of those in the not restructured companies. Conclusions: Restructuring involving exclusively business expansion is not a threat to psychosocial job characteristics (except for quantitative demands) or to employees' well-being. Therefore, the type of restructuring should be taken into account when the restructuringpsychological health relationship is discussed.

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A Sound Change

Pahkin

Mattila‐Holappa

Nielsen

et al. 2014

Contemporary Occupational Health Psychology

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Downsizing, changes in work, and self-rated health of employees: A 7-year 3-wave panel study

Cited by 114 publications

References 41 publications

Service Climate, Employee Identification, and Customer Outcomes in Hotel Property Rebrandings

Service Climate, Employee Identification, and Customer Outcomes in Hotel Property Rebrandings

Do all types of restructuring threaten employees’ well-being? An exploratory study

A Sound Change

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