Show simple item record

dc.contributor.authorWorrall, Les
dc.contributor.authorParkes, Carole
dc.contributor.authorCooper, Cary L.
dc.date.accessioned2008-05-19T14:31:07Z
dc.date.available2008-05-19T14:31:07Z
dc.date.issued2004
dc.identifier.citationEuropean Journal of Work and Organizational Psychology, 13(2): 139-163
dc.identifier.issn1359432X
dc.identifier.issn14640643
dc.identifier.doi10.1080/13594320444000047
dc.identifier.urihttp://hdl.handle.net/2436/26764
dc.description.abstractRedundancy, delayering, downsizing, and various other forms of organizational change have become increasingly prevalent. This article focuses on the impact of different forms of organizational change on managers' perceptions of the organizations they work within and the comparison between changes that involve redundancy and/or delayering and those that do not involve such changes. The literature has many accounts of the negative effects associated with redundancy and delayering, but are these effects unique to these types of change or are they a consequence of negative experiences of a range of organizational changes? Hypotheses were tested to assess, first, whether there are differences between different levels of management, notably between directors and nondirectors in the way they perceive organizational change, second, to assess how change has affected managers' perceptions of their organizations and their working lives, and third, to explore if different forms of change are associated with differences in managers' perceptions of their organizations “as a place to work”. Hypotheses were tested with data from a cross-sectional survey with 830 managers from the UK. Organizational changes include cost reduction and culture change programmes, delayering, mergers/demergers, outsourcing, redundancy programmes, and contract/ temporary workers. The analyses reported here indicate clearly that specific forms of change are associated with managers' reports of their experiences at work; some forms of change (notably redundancy and delayering) seem to have particularly damaging implications for managers' experiences in the workplace. The analyses also show that there is a difference in the way directors and nondirectors perceive the changes. Finally, the article considers strategies for ameliorating the effects of change including the role of HR.
dc.language.isoen
dc.publisherPsychology Press (Taylor & Francis)
dc.relation.urlhttp://www.informaworld.com/smpp/content~db=all?content=10.1080/13594320444000047
dc.subjectDelayering
dc.subjectManagers
dc.subjectOffice and workplace
dc.subjectOrganisational psychology
dc.subjectOrganisational change
dc.subjectRedundancy
dc.subjectUK
dc.titleThe impact of organizational change on the perceptions of UK managers
dc.typeArticle
dc.identifier.journalEuropean Journal of Work and Organizational Psychology
html.description.abstractRedundancy, delayering, downsizing, and various other forms of organizational change have become increasingly prevalent. This article focuses on the impact of different forms of organizational change on managers' perceptions of the organizations they work within and the comparison between changes that involve redundancy and/or delayering and those that do not involve such changes. The literature has many accounts of the negative effects associated with redundancy and delayering, but are these effects unique to these types of change or are they a consequence of negative experiences of a range of organizational changes? Hypotheses were tested to assess, first, whether there are differences between different levels of management, notably between directors and nondirectors in the way they perceive organizational change, second, to assess how change has affected managers' perceptions of their organizations and their working lives, and third, to explore if different forms of change are associated with differences in managers' perceptions of their organizations “as a place to work”. Hypotheses were tested with data from a cross-sectional survey with 830 managers from the UK. Organizational changes include cost reduction and culture change programmes, delayering, mergers/demergers, outsourcing, redundancy programmes, and contract/ temporary workers. The analyses reported here indicate clearly that specific forms of change are associated with managers' reports of their experiences at work; some forms of change (notably redundancy and delayering) seem to have particularly damaging implications for managers' experiences in the workplace. The analyses also show that there is a difference in the way directors and nondirectors perceive the changes. Finally, the article considers strategies for ameliorating the effects of change including the role of HR.


This item appears in the following Collection(s)

Show simple item record