Managing a downsizing process

By Wayne F. Cascio, P.C. Wynn. 2004

106 citations recorded by the source corpus.

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The impact of positivity and transparency on trust in leaders and their perceived effectiveness (2010, background): “…and how it relates to trust in the leader and the leader's perceived effectiveness, as it has been most consistently linked with the way effective leaders deal with traumatic organizational events such as an organizational downsizing (Cascio & Wynn, 2004; Mullaney, 1989; Tourish et al., 2004).”
The Interactive Effects of Job Insecurity and Organizational Cynicism on Work Effort Following a Layoff (2008, background): “Researchers advocate including contribution and ease of replacement as criteria for choosing downsizing victims (Cascio & Wynn, 2004; Dolan, Belout, & Balkin, 2000), and if these tactics are utilized, it is expected that performance would be at least comparable to prelayoff levels.”
The Psychology of Careers in Industrial - Organizational Settings: A Critical but Appreciative Analysis (2008, background): “…features already noted, are wide-ranging and almost continual processes of re-structuring, such as de-layering and down-sizing which aim to reduce workforce size and the number of hierarchical levels in an effort to increase flexibility and adaptability (Cascio & Wynn, 2004; Noon & Blyton, 2002).”