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Perceptions of organizational downsizing


Sronce, Robin; McKinley, William (2006). Perceptions of organizational downsizing. Journal of Leadership and Organizational Studies, 12(4):89-108.

Abstract

This paper uses cognitive dissonance theory as a foundation for developing hypotheses about how past experience as a layoff agent influences respondents' perceptions of organizational downsizing. Consistent with many theoretical frameworks in organization studies, cognitive dissonance is conceptualized as an unmeasured construct that mediates between layoff agency and perceptions of organizational downsizing. Perceptions of organizational downsizing are operationalized along four different dimensions. The hypotheses about the effects of layoff agency on perceptions of organizational downsizing are tested with survey data, using controls for the respondent's past experience as a layoff victim and the respondent's ideological beliefs about business. The results show partial support for the hypotheses, indicating that layoff agents see downsizing as more inevitable and less of a breach of the implied contract between employer and employee than respondents without layoff agency experience. The results also reveal persistent effects of respondents' layoff victim experience and their ideological beliefs on their perceptions of downsizing.

Abstract

This paper uses cognitive dissonance theory as a foundation for developing hypotheses about how past experience as a layoff agent influences respondents' perceptions of organizational downsizing. Consistent with many theoretical frameworks in organization studies, cognitive dissonance is conceptualized as an unmeasured construct that mediates between layoff agency and perceptions of organizational downsizing. Perceptions of organizational downsizing are operationalized along four different dimensions. The hypotheses about the effects of layoff agency on perceptions of organizational downsizing are tested with survey data, using controls for the respondent's past experience as a layoff victim and the respondent's ideological beliefs about business. The results show partial support for the hypotheses, indicating that layoff agents see downsizing as more inevitable and less of a breach of the implied contract between employer and employee than respondents without layoff agency experience. The results also reveal persistent effects of respondents' layoff victim experience and their ideological beliefs on their perceptions of downsizing.

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Additional indexing

Item Type:Journal Article, refereed, original work
Communities & Collections:03 Faculty of Economics > Department of Business Administration
Dewey Decimal Classification:330 Economics
Language:English
Date:2006
Deposited On:05 Apr 2013 11:59
Last Modified:07 Dec 2017 17:39
Publisher:Sage Publications, Inc.
ISSN:1548-0518
Publisher DOI:https://doi.org/10.1177/107179190601200406
Other Identification Number:merlin-id:4370

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