Perceived Control as an Antidote to the Negative Effects of Layoffs on Survivors' Organizational Commitment and Job Performance

By J. Brockner, Gretchen M. Spreitzer, Aneil K. Mishra, Wayne A. Hochwarter, L. Pepper, J. Weinberg. 2004

284 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/835dfb207723383bdee2a4714e91cb34110e229e

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In General Health Professions

In Organizational Behavior and Human Resource Management

Citations in the corpus

Justice, Fairness, and Employee Reactions (2015, background): “Finally, justice principles would be front and center in any communications regarding separation, to benefit both the victims and the survivors (e.g., Brockner et al. 2004).”
An Approach‐Inhibition Model of Employee Silence: The Joint Effects of Personal Sense of Power and Target Openness (2015, background): “Unlike control at work or job autonomy, which reflects an employee’s perceived ability to influence his or her own work behaviors and outcomes (Brockner et al., 2004; Tangirala & Ramanujam, 2008b), sense of power is inherently a social-relational concept: It reflects influence over other individuals”
When Do Ethical Leaders Become Less Effective? The Moderating Role of Perceived Leader Ethical Conviction on Employee Discretionary Reactions to Ethical Leadership (2019, methodology): “…we further draw on GEM to identify employees’ feelings of personal control (the belief that one has autonomy on the job and impact on work outcomes; Brockner et al. 2004) and perceived voice opportunity (the feelings that one can express his or her views and concerns; Avery et al. 2011) as two…”
The Importance of Ethical Leadership and Personal Control in Promoting Improvement-Centered Voice among Government Employees (2015, background): “An important situational factor that is likely to moderate the influence of ethical leadership on voice is personal control; that is, the level of discretion that employees perceive to have over work behaviors and their perceived influence on decisions or outcomes in the workgroup (Ashforth and Saks”
Causes and Effects of Employee Downsizing: A Review and Synthesis (2010, background): “Although there is general agreement that downsizing results in lower job involvement and reduced organizational commitment among survivors (Allen, Freeman, Russell, Reizenstein, & Rentz, 2001; Brockner et al., 2004; Luthans & Sommer, 1999; Travaglione & Cross, 2006), studies by Armstrong-Stassen (19”
Speaking Up When Water Is Murky: An Uncertainty-Based Model Linking Perceived Organizational Politics to Employee Voice (2018, background): “With limited self-determination over their job responsibilities, individuals must strictly follow the requirements and regulations set by others and are less likely to see a connection between their personal initiative and important work outcomes (Brockner et al., 2004).”
Taking "Fun and Games" Seriously: Proposing the Hedonic-Motivation System Adoption Model (HMSAM) (2012, unknown): “Journal of the Association for Information Systems Vol. 14, Issue 11, pp. 617-671, November 2013 (Bandura, 1992; Brockner et al., 2004; Ghorbani, Krauss, Watson, & LeBreton, 2008; Maddux & Meier, 1995; Zellars, Perrewe, Rossi, Tepper, & Ferris, 2008).”
Estimating the Effects of No Child Left Behind on Teachers’ Work Environments and Job Attitudes (2014, background): “Evidence from the broader literature in public performance reforms suggests that both outcomes are possible (Brockner et al., 2004; Kellman, 2006).”
Taking Stock: A review of more than twenty years of research on empowerment at work (2007, background): “Empowerment has also been shown to be particularly important to preserve the hope and attachment of survivors during times of organizational downsizing (Brockner et al., 2004; Mishra and Spreitzer, 1998).”
Job insecurity and employee health: The buffering potential of job control and job self-efficacy (2010, background): “Similarly, Brockner et al. (2004) demonstrated that perceptions of job control alleviated the negative effects of a threatened job situation on organizational commitment and job performance.”
Downsizing Effects on Survivors: Layoffs, Offshoring, and Outsourcing (2010, background): “First, surviving downsizing can lead to negative emotion toward the organization itself (Brockner et al. 2004), decreasing ‘‘affective attachment’’ (Maertz and Griffeth 2004).”
Demands or resources? The relationship between HR practices, employee engagement and emotional exhaustion within a hybrid model of employment relations (2016, background): “(Brockner et al., 2004), by encouraging greater influence and a more active approach to problem solving.”