Managers' reactions to implementing layoffs: Relationship to health problems and withdrawal behaviors

Abstract

In the present study, we investigate several outcome differences among 410 managers who either had or had not implemented layoffs (i.e., handing out warn notices) during one or more years between 2000 and 2003. Using survey data, our findings show that issuing warn notices significantly predicts increased self-reported health problems, seeking treatment for those health problems, sleep problems, feelings of depersonalization, and intent to quit. Emotional exhaustion fully mediates the relationship between issuing warn notices and health problems, depersonalization, and intent to quit, whereas it partially mediates the relationship to seeking treatment and sleep problems. A similar pattern was found for the mediating variable of job security.

Explaining the Relation Between Job Insecurity and Employee Outcomes During Organizational Change: A Multiple Group Comparison

“…Job insecurity can be defined as an employee's feeling or an overall concern that his or her job is at risk or that an employee is likely to face involuntary job loss in the near future (Grunberg, Moore, & Greenberg, ). In recent years, researchers have gained a good understanding of the consequences of job insecurity.…”

The effect of procedural fairness and supervisor support in the relationship between job insecurity and organizational citizenship behavior

“…Perceptions of job insecurity represent a relevant variable for organizational behavior scholars and practitioners, and it has been defined as an employee's feeling or an overall concern that his or her job is at involuntary risk in the near future (Grunberg, Moore, & Greenberg, 2006;Jacobson, 1991).…”

Living on Both Sides of the Fence: A Phenomenological Study of Human Resource Development Professionals as Downsizing Survivors and Strategic Human Resource Development Facilitators

“…Additionally, studies have been done on managers', supervisors', and HR professionals' experiences as change recipients and as change agents charged with delivering termination notices to downsizing's victims (Clair & Dufresne, 2004;Clair, DuFresne, Jackson, & Ladge, 2006;Gandolfi, 2008b;Grunberg, Moore, & Greenberg, 2006;Molinsky & Margolis, 2006;Parker & McKinley, 2008). However, in reviewing the literature, I was unable to find studies that focused specifically on HRD professionals' experiences as downsizing survivors and as change agents charged with facilitating SHRD-organizational learning, organizational performance, and organizational change (Gilley & Gilley, 2003;Gilley & Maycunich, 2000)-before, during, and/or after downsizing.…”

“…Not only must they manage the rational aspects of downsizing and change, they must also cope with their own emotional survivor reactions as well as those of the remaining workforce. This role has been referred to as the downsizing agent (Clair & DuFresne 2004;Clair et al, 2006;Grunberg et al, 2006) or layoff agent (Sronce & McKinley, 2006) role. Downsizing agents include anyone involved with planning or implementing a downsizing event or helping the organization recover following the event (Clair & DuFresne, 2004;Gandolfi, 2008b).…”

“…Other employees may view this involvement negatively causing downsizing agents to feel stigmatized within the organization (Clair & DuFresne, 2004;Clair et al, 2006). Other survivors might go so far as to blame downsizing agents for the emotional trauma they are experiencing, viewing them as grim reapers (Clair & DuFresne, 2004;Clair et al, 2006), angels of death (Sahdev & Vinnecombe, 1998), industrial surgeons (Foote & Robinson, 1999), terminators (Clair et al, 2006), and executioners (Grunberg et al, 2006;Kets de Vries & Balazs, 1996).…”