ORGANIZATIONAL JUSTICE – TOOL FOR MANAGING THE REMAINING EMPLOYEES IN THE PROCESS OF DOWNSIZING
Abstract
In the paper the basic forms of organizational justice are analyzed and it highlights the importance of implementation of the concept of organizational justice in the conditions when the company implemented a radical change such as size reduction (downsizing). The starting assumption of the paper is that the attitudes of the remaining employees regarding the level of organizational justice demonstrated by the mangement depend on the assessment of the reasons for downsizing, procedures that have been implemented and the treatment of the personnel that have become redundant. The importance of their attitude stems from the fact that they can significantly affect their behavior and performances in the post transformational period, and consequently significantly affect the efficiency of the whole process. In order to check the above mentioned assumption, the survey was conducted in one unit of the local government in the Republic of Serbia that reduced the number of the employees. The research methodology, in addition to the case study, includes desk research of the relevant literature of downsizing and organizational justice, in-depth interview as an assisting tool for collecting the primary data as well as secondary data analysis.
Keywords
Full Text:
PDF (Cрпски)References
Aaltio, I., & Heilmann, P. (2010). Case Study as a Methodological Approach. У: Encyclopedia of Case Study Research. J. A., Mills, G. Durepos, & Wiebe, E. (Eds) (66–79). Thousand Oaks, CA: Sage Publications.
Al-Zu’bi, H. A. (2002). Organizational justice as a determinant of organizational commitment and intention to leave. Asian Academy of Management Journal, 7(2), 55– 66.
Arshad, R., & Sparrow, P. (2010). Downsizing and survivor reactions in Malaysia: modelling antecedents and outcomes of psychological contract violation. The International Journal of Human Resource Management, 21(11), 1793–1815.
Barclay, L. (2002). The Paradox of „Justice“ Formalization: When Procedures Erode Perceptions of Fairness. Retrived from: http://frontiers.sauder.ubc.ca/Laurie_2002.pdf.
Brockner, J. (1992). Managing the Effects of Layoffs on Survivors. California Management Review, 34(2), 9–28.
Brockner, J., Sprietzer, G., Mishra, A., Hochwarter, W., Pepper, L., & Weinberg, J. (2004). Perceived control as an antidote to the negative effects of layoffs on survivors’ organizational commitment and job performance. Administrative Science Quarterly, 49(1), 76–100.
Budros, A. (1999). A Conceptual Framework for Analyzing Why Organizations Downsize. Organization Science, 10(1), 69–82.
Cameron, S. K., Freeman, J. S., & Mishra, K. A. (1993). Downsizing and redesigning organizations. U G. P. Huber i W. H. Glick (Prir.), Organizational Change and Redesign (pp. 19-63). New York: Oxford University Press.
Cascio, W.F. (1993). Downsizing: What do we know? What have we learned? Academy of Management Executive, 7(1), 95–104.
Colquitt, A. J., Conlon, E. D., Wesson, J. M., Porter, O. L. H. Ch., & Ng, K. Y. (2001). Justice at the millennium: A meta-analytic review of 25 years of organizational justice research. Journal of Applied Psychology, 86(3), 425–445.
Colquitt, J. A. (2001). On the dimensionality of organizational justice: A construct validation of a measure. Journal of Applied Psychology, 86, 386–400.
Cropanzano, R., Bowen, D. E., & Gilliland, S. W. (2007). The management of organizational justice. Academy of Management Perspectives, 21, 34–48.
Datta, D. K, Guthrie. J. P, Basuil, D, & Pandey A. (2010). Causes and effects of employee downsizing: A review and synthesis. Journal of Management 36(1), 281–348.
De Vries, K., & Balazs, K. (1997). The downsizing of downsizing. Human Relations, 50(1), 11–50.
Dolan, S., Belout, A., & Balkin, D. B. (2000). Downsizing Without Downgrading: Learning How Firms Manage their Survivors. International Journal of Manpower, 21(1), 34–46.
Espahbodi, R., John, T., A., Vasudevan, G. (2000). The effects of downsizing on operating performance. Rev. Quant. Finance Accounting 15(2), 107–126.
Evers, J. C., & van Staa, A. L. (2010). Qualitative Analysis in Case Study. У: Encyclopedia of Case Study Research. J. A., Mills, G. Durepos, & Wiebe, E. (Eds) (749–757). Thousand Oaks, CA: Sage Publications.
Farrell, M., & Mavondo, F. (2004). The Effect of Downsizing Strategy and Reorientation Strategy on a Learning Orientation, Personnel Review, 33(4), 383–402.
Friebel, G., Heinz, M., & Zubanov, N. (2016). The Effect of Announced Downsizing on Workplace Performance: Evidence from a Retail Chain. IZA Discussion Paper No. 9739, 1–34.
Gandolfi, F. (2014). Why do Firms Downsize? Journal of Management Research, 14(1), 3–14.
Girak, B. (2016). An exploratory investigation into the impact of downsizing on occupational stress and organisational commitment. Retrieved from http://ro.ecu.edu.au/theses_hons/1471
Gowan, A. M., & Gatewood, D. R. (1997). A Model of Response to the Stress of Involuntary job Loss. Human Resource Management Review, 7(3), 277–297.
Greenberg, J. (1990). Organizational Justice: Yesterday, Today, and Tomorrow. Journal of Management, 16(2), 399–432.
Greenhalgh, L., Lawrence, T. A., & Sutton, I. R. (1988). Determinants of Work Force Reduction Strategies in Declining Organizations, Academy of Management Review, 13(2), 245–250.
Guthrie, J. P., & Datta, D. K. (2008). Dumb and Dumber: The Impact of Downsizing on Firm Performance. Organization Science 19(1), 108–123,
Hasan, A. A. (2010). A Study of Relationship between Organizational Justice and Job Satisfaction. International Journal of Business and Management, 5(12), 102–109.
Iyigun, O., & Tamer, I. (2012). The Impact Of Perceived Organizational Justice On Turnover Intention: Evidence From An International Electronic Chain Store Operating In Turkey. Journal Of Global Strategic Management, 6(1), 5–16.
Jafari, P., & Bidarian, Sh. (2012). The relationship between organizational justice and organizational citizenship behavior. Procedia – Social and BehavioralSciences, 47,1815–1820.
Kasio, F. V. (2003). Odgovorno restrukturiranje [Responsible Restructuring]. Novi Sad: Prometej.
Kurebwa, J. (2011). Organisational Downsizing and Its Impact on Leavers and Survivors: The Case of the Reserve Bank of Zimbabwe. Journal of Emerging Trends in Economics and Management Sciences, 2 (4): 264–269,
Lahner, J., Hayslip, B., McKelvy, T., & Caballero, D. (2014). Employee age and reactions to downsizing. The International Journal of Aging and Human Development, 79(3), 225–255.
Leana, R. C., & Feldman, C.D. (1988). Individual Respones to Job Loss: Perception, Reaction and Coping Behaviors. Journal of Management, 14(3), 375–389.
Leventhal, S. G. (1980). What should be done with equity theory? New approaches to the study of fairness in social relationships. Retrived from: http://files.eric.ed.gov/fulltext/ED142463.pdf
Marks, L. M. (2003). Charging Back Up the Hill – Workplace Recovery after Mergers, Acquisitions, and Downsizing. San Francisco: Jossey-Bass.
Mckinley, W., Zhao, J., & Rust, K. G. (2000). A sociocognitive interpretation of organizational downsizing. Academy of Management Review, 25(1), 227–243.
Mirabal, N., & DeYoung, R. (2005). Downsizing as a Strategic Intervention. Journal of American Academy of Business, 6(1), 39–45.
Nichols, A., Mitchell, J., & Lindner, S. (2013). Consequences of Long-Term Unemployment. Washington: Urban Institute.
Noe, A. R., Hollenbeck, R. J., Gerhart, B., Wright, M. P. (2003). Human Resource Management – Gaining a Competitive Adventage. New York: McGraw-Hill, Irwin.
Noer, M. D. (1993). Healing The Wounds – overcoming the trauma of layoffs and revitalizing downsized organizations. San Francisco: Jossey-Bass, A Wiley Company.
Palliam, R., & Shalhoub, K. Z. (2002). Rationalizing corporate downsizing with long-term profitability – an empirical focus. Management Decision, 40(5), 436–447.
Peter, A. (1997). Minimizing Employee Layoffs While Downsizing: Employer Practices That Work, International Journal of Manpower, 18 (7/8), 576–597.
Probst, M. T., & Jiang, L. (2016). Mitigating Physiological Responses to Layoff Threat: An Experimental Test of the Efficacy of Two Coping Interventions. International Journal of Environmental Research and Public Health, 13, 338, 1–15.
Rightsizing vs. Downsizing? Big Difference! (2017) Retrived from: http://ambler.com/article-library/rightsizing-vs-downsizing-big-difference/
Smeltzer, L. R. & Zener, M. F. (1994). Minimizing the Negative Effect of Employee Layoffs through Effective Announcements, Employee Counseling Today, 6(4), 3–9.
Travaglione, A., & Cross, B. (2006). Diminishing the social network in organizations: Does there need to be such a phenomenon as “survivor syndrome” after downsizing? Strategic Change, 15(1), 1–13.
Wayhan, V., B, & Werner, S. (2000). The impact of workface reductions on financial performance: A longitudinal perspective. Management, 26(2), 341–363.
West, B. G. (2000). The Effects of Downsizing on Survivors: a meta-analysis. Retrived from: http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.511.5346&rep=rep1 &type=pdf
Yin, R. K. (2013). Case Study Research: Design and methods. Thausand Oaks, CA: Sage Publications.
DOI: https://doi.org/10.22190/TEME1801143D
Refbacks
- There are currently no refbacks.
© University of Niš, Serbia
Creative Commons licence CC BY-NC-ND
Print ISSN: 0353-7919
Online ISSN: 1820-7804