Job uncertainty and personal control during downsizing: A comparison of survivors and victims

By Neil Paulsen, Victor Callan, Tim A. Grice, David Rooney, C. Gallois, Elizabeth Jones, N. Jimmieson, P. Bordia. 2005

161 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/720b8f9ef78868b298ba1b6d3c318849f6887ff9

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In Organizational Behavior and Human Resource Management

Citations in the corpus

Employee perceptions of organizational change: impact of hierarchical level (2008, background): “This focus upon employees at varying hierarchical levels is also reflected by research that reframes the experience of organizational change as not only an intrapersonal process linked to stress and uncertainty (Paulsen et al., 2005), but also as an intergroup phenomenon (Jones et al.”
On the reciprocal relationship between job insecurity and employee well‐being: Mediation by perceived control? (2014, methodology): “However, consistently with appraisal theory, COR, and previous studies investigating the mediating role of control in the job insecurity–outcome relationship (Vander Elst et al., 2011; Paulsen et al., 2005), we decided to use this scale as a measure of ‘perceived control’.”
Change Recipients’ Reactions to Organizational Change (2011, background): “…(2000); Logan and Ganster (2007); Martin et al. (2005); Morse and Reimer (1956); Mossholder et al. (2000); Naswall et al. (2005); Oreg (2006); Paulsen et al. (2005); Pierce and Dunham (1992); Rafferty and Griffin (2006); Schweiger and DeNisi (1991); Steel and Lloyd (1988); Wanberg and Banas…”
Managing Employee Withdrawal During Organizational Change (2012, background): “…that showed perceptions of control of changes facilitated numerous positive employee changerelated reactions, such as effective coping (Bowman & Stern, 1995; Terry, Callan, & Sartori, 1996), openness to change (Wanberg & Banas, 2000), and employee adjustment over time (Paulsen et al., 2005).”
Change fatigue: Development and initial validation of a new measure (2011, background): “Hence, the organization that is constantly undergoing change places many stressors on employees as they are unable to predict what will come next; thus, employees ‘‘. . . cannot adequately prepare for, or deal with, the unknown’’ (Paulsen et al., 2005, pp. 466 467).”
The Impact of Change Process and Context on Change Reactions and Turnover During a Merger (2010, background): “, 1994), while also minimizing anxiety and uncertainty about change (e.g., Jimmieson et al., 2004; Marks & Mirvis, 1985; Nelson, Cooper, & Jackson, 1995; Paulsen et al., 2005; Rafferty & Griffin, 2006).”
The Interactive Effects of Job Insecurity and Organizational Cynicism on Work Effort Following a Layoff (2008, background): “First, cynicism has been a neglected area of study, despite the fact that the number of survivors or direct victims of layoffs continues to increase (Paulsen et al., 2005).”
Causes of stress before, during and after organizational change: a qualitative study (2015, methodology): “Many previous studies have explored stress during and after change but there appear to be few that also include an analysis of the stress that predated the change (see Paulsen et al., 2005, for an exception).”
Threat of losing valued job features: The role of perceived control in mediating the effect of qualitative job insecurity on job strain and psychological withdrawal (2014, background): “Paulsen et al. (2005) found that perceived control mediated the cross-sectional relationship between employees’ uncertainty about aspects of their immediate work situation (e.g., changes to the job role, job tasks and promotion opportunities), and job satisfaction and emotional exhaustion.”