Survivor reactions to organizational downsizing: Does time ease the pain?

By Tammy D. Allen, D. M. Freeman, Joyce E. A. Russell, R. C. Reizenstein, Joseph O. Rentz. 2001

251 citations recorded by the source corpus.

Subfields: General Health Professions, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/544d42de395966a83707b442d9082a812c1c928d

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In General Health Professions

In Organizational Behavior and Human Resource Management

Citations in the corpus

Keeping Your Headcount When All About You Are Losing Theirs: Downsizing, Voluntary Turnover Rates, and The Moderating Role of HR Practices (2008, background): “This is a particular concern given that turnover intentions appear to peak, relative to predownsizing attitudes, when measured closer to the event itself (Allen et al., 2001).”
Value incongruence, job autonomy, and organization-based self-esteem: A self-based perspective on organizational cynicism (2007, unknown): “Other studies have shown employees' negative attitudinal and health responses to downsizing, outsourcing, and organizational restructuring (eg, Allen, Freeman, Russell, Reizenstein, & Rentz, 2001 ; Hellgren, Sverke, & Isaksson, 1999 ; McElroy, Morrow, & Rude, 2001 ; Nettersrom & Hansen, 2000 ).”
Engendering trust in manager‐subordinate relationships: Predictors and outcomes (2003, background): “, 1997) and negatively related to turnover intention (Allen et al., 2001; Wayne et al., 1997).”
Causes and Effects of Employee Downsizing: A Review and Synthesis (2010, background): “However, research by Allen et al. (2001) and ArmstrongStassen (2002) suggests that adverse effects are relatively short-lived and diminish with time. Link 3-4b: Relationships between downsizing, perceptions of trust and justice, and work environment changes. The limited research belonging to this li”
Human resource development and organizational values (2007, result): “POS has been found to be an antecedent of trust in managers (Tan and Tan, 2000), positively correlated with organizational commitment (Connel et al., 2003) and negatively correlated with turnover intentions ( Allen et al., 2001 ).”
To stay or to go: voluntary survivor turnover following an organizational downsizing (2002, unknown): “This time lag is approximately halfway between the two time lags observed by Allen et al. (2001).”
Good for the Soul: the relationship between work, wellbeing and psychological capital (2009, background): “Allen et al., (2001), in a study on changes”
The Interactive Effects of Job Insecurity and Organizational Cynicism on Work Effort Following a Layoff (2008, background): “As survivors’ attitudes have been shown to change over time (Allen et al., 2001), including involvement, charting the course of behaviors would have been preferred.”
The Structure and Function of Attitudes Toward Organizational Change (2005, background): “Existing literature has a strong tendency to focus on negative reactions (e.g., Allen et al., 2001; Bovey & Hede, 2001a, 2001b; Kotter & Schlesinger, 1979; Piderit, 2000), whereas attitude theory predicts that reactions can span from highly positive, via states of indifference, to strongly…”
Dispositional Sources of Managerial Discretion: CEO Ideology, CEO Personality, and Firm Strategies (2018, background): “Second, the differential impact of narcissism on the CEO’s ability to exercise influence can be explained by the reality that CSR activities are increasingly perceived positively by firms’ constituents (Arya and Zhang, 2009), whereas downsizing is an emotionally charged issue that can be demoralizin”