| This study explores survivor reactions to organizational downsizing. Constructs of interest include psychological contract violation, job insecurity, and number of attitudinal (e.g., organizational cynicism, commitment) and behavioral (e.g., organizational citizenship behavior) reactions to downsizing. Study 1 employed a survey methodology to explore the relationships among variables listed above. Little support was found for hypothesized predictors (i.e., age, careerism, organizational tenure, past experience with downsizing) of psychological contract violation. However, contract violation did predict job insecurity, which, in turn predicted organizational cynicism, affective commitment, and continuance commitment. Affective commitment was the only attitudinal reaction to downsizing that related directly to the incidence of organizational citizenship behavior. Study 2 employed a qualitative (i.e., structured interview) methodology and further explored reactions to downsizing. Results of Study 2 provide evidence that employees who survived the downsizing, those who left voluntarily, and those who left involuntarily shared a relatively positive view of the way the downsizing was handled within the organization. Results of Study 2 highlight some fundamental ways that reactions to downsizing in the public sector may differ from those observed in the private sector. Implications for research and practice are discussed. |
