The impact of downsizing on workplace attitudes - Differing reactions of managers and staff in a health care organization

Downsizing has become a popular organization-wide intervention for improving effectiveness. However, much of the existing literature is based on prescriptions and anecdotes. This article presents a longitudinal, quasi-experimental field study of a downsizing intervention in a healthcare organization. Measures of work attitudes (job satisfaction, organizational commitment, supervisor support, and workgroup trust) were taken at annual intervals over a 3-year period. Results partially supported the hypotheses that managers and front-line employees would report different reactions to downsizing programs. Explanations and implications for future research and practice are discussed.