Explaining How Survivors Respond to Downsizing: The Roles of Trust, Empowerment, Justice, and Work Redesign

Organizational Cynicism and its Relationship with Employee’s Performance in Teaching Hospitals of Pakistan

“…they may feel anger, anxiety, depression and disgust when they think of their organization. Similarly Mishra and Spreitzer [12] also suggested that cynical employees experience different emotions such as hatred, moral outrage and anger towards their employing organization. In current era it is considered that the organizational cynicism is accompanied by the arrogance as the cynics believe that they have the superior knowledge of the things.…”

The Relationships Between Justice Perceptions, Trust, and Employee Attitudes in a Downsized Organization

“…Brockner and colleagues (1992) found that downsizing caused employees to become more cynical, demotivated, demoralized, and fearful of future downsizing. Otber factors, such as increased stress and burnout, bave been sbown to increa.se among survivors (Mishra & Spreitzer, 1998). Evidence also suggests that decreased perceptions of organizational justice and trust can adversely impact an employee's level of commitment and satisfaction witb the organization (Cohen-Cbarasb & Spector; Mishra & Spreitzer).…”

“…The term survivor refers to an employee in an organization who was retained after reorganization or downsizing occurred (Mishra & Spreitzer, 1998). Survivors "often experience the adverse affects of cbange as profound [ly] as those who have leff" (Baruch & Hind, 1999, p. 296).…”

The Effects of Job Security, Features, Personal Values, and Recognition on Organizational Involvement

“…It is the lack of trust and the perception of injustice stemmed from those actions the company take during a crisis that creates the feeling of helplessness among employees (Mishra & Spreitzer, 1998). This feeling, as claimed by those researchers, is further exacerbated when employees have too many personal commitments, which make them financially attached to their job.…”

“…In order to increase the sense of job security, as stated by Mishra and Spreitzer (1998), those organizations need to increase the level of trust among the employees, they should try to annihilate any perceived feeling of injustice created as well, and this can be achieved by talking to those employees and persuading them that such actions were beyond their control. Mishra and Spreitzer (1998) suggested redesigning the jobs of those survivors, and Hammuda and Dulaimi (1997, p. 295) suggested not to waste any promotion opportunity for them. Enhancing those survivors' job features will also enhance the sense of organizational involvement which was impaired, and, as established in the analysis, it will also help in reducing the job insecurity perception.…”