The effect of gender and organizational level on how survivors appraise and cope with organizational downsizing

Article Abstract:

This study examined the influence of gender and organizational level on how survivors appraise, cope with, and emotionally react to organizational downsizing involving across-the-board workforce reductions. Study participants included female clerical employees, male and female technicians, and male first-level supervisors employed at a facility of a major corporation in the telecommunications industry. When male and female technicians were compared, the only significant differences was for perceived injustice, with the female technicians perceiving greater procedural and distributive injustice. There were significant differences across organizational levels for procedural injustice, sense of powerlessness, positive thinking, direct action, and help-seeking coping. The findings indicate that intervention strategies designed to help survivors adjust to organizational downsizing should be tailed to meet the diverse needs of different groups of survivors. (Reprinted by permission of the publisher.)

COMMUNICATION, Communications, Broadcasting and Telecommunications, Human resource management, Telecommunications services industry, Telecommunications industry, Sex differences (Psychology), Downsizing (Management)

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Teaching old dogs new tricks: implementing organizational learning in an Asian national police force

Article Abstract:

Research with the Singapore national police force disclosed significant cultural and structural barriers to transformational change that were contested with a bottom-up participative process and experiences that challenged prevailing culture. This study also shows the task, nature, and culture of an organization helps define what approaches are applicable and appropriate.

Singapore, Social science research, Police training

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An ethnography study of culture in the context of organizational change

Article Abstract:

This article examines organization change in a global human resources consulting firm. The author, applying ethnographic methods, maintains organizational culture develops historically, is coherent, and has substantial influence on behavior, both individually and within an organization.

United Kingdom, Science & research, Ethnology, Cultural anthropology, Organizational behaviour

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