Layoff survivors, layoff organizational justice and layoff explanation content: Their effects on organizational commitment and trust in management.
Item
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Title
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Layoff survivors, layoff organizational justice and layoff explanation content: Their effects on organizational commitment and trust in management.
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Identifier
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AAI9618111
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identifier
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9618111
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Creator
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Verdi, William Michael.
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Contributor
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Adviser: Roger E. Millsap
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Date
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1996
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Language
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English
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Publisher
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City University of New York.
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Subject
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Psychology, Industrial | Business Administration, Management
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Abstract
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Layoffs have the ability to create multiple reactions in survivors. If organizations intend to use layoffs as a cost-cutting measure then their consequences upon the remaining workforce must be delineated otherwise the assumed monetary gains received by reducing the workforce will be negated. One hundred ninety-one layoff survivors were surveyed to assess how the perceived organizational justice of the experienced layoff affected their organizational commitment and trust in management. The respondents were full time employees taking courses toward a degree at local universities. Hierarchical multiple regression indicated that procedural and interactional justice were significant predictors of organizational commitment and trust in management. The second half of the study analyzed the content of the layoff explanation using impression management and causal attribution perspectives. Layoff explanations that led layoff survivors to believe the cause of the layoff was due to internal and controllable aspects of management showed less organizational commitment and trust in management. Leaders need to manage their impressions especially in times of change. Impression management, during a layoff, can help the leader and the organization minimize some of the negative reactions experienced by survivors. Research covering layoff survivors, organizational justice and impression management techniques are discussed.
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Type
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dissertation
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Source
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PQT Legacy CUNY.xlsx
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degree
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Ph.D.
