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The influence of job motivation versus downsizing on individual behavior
Author(s) -
Jalajas David S.,
Bommer Michael
Publication year - 1999
Publication title -
human resource development quarterly
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.756
H-Index - 65
eISSN - 1532-1096
pISSN - 1044-8004
DOI - 10.1002/hrdq.3920100405
Subject(s) - psychology , job performance , social psychology , job stress , applied psychology , human resource management , job satisfaction , management , economics
The turbulence caused when a company downsizes places unusual demands on training and development personnel. For their efforts to be successful in such an environment, these professionals must understand the effects of down‐sizing on the survivors. Studies of the impact of downsizing on the behaviors of survivors have yielded mixed results. We propose and test a model that focuses on job motivation as well as past and future downsizing factors. The results indicate that job motivation dominates the downsizing factors, which may explain why the findings of previous studies are mixed. The implication is that job design that promotes empowerment and intrinsic motivation is more important than the effects of downsizing.