国外裁员幸存者综合征研究综述
外国经济与管理 2008 年 第 30 卷第 02 期, 页码:60 - 65
摘要
参考文献
摘要
幸存者综合征在管理学领域是指组织裁员事件对留岗者心理方面造成的负面影响。从工作方面看,裁员引发的留岗者心理症状主要表现为工作不安全感增强、工作满意度降低以及工作积极性双向变化;从组织方面看,裁员会影响留岗者的组织信任感、心理契约和组织承诺。组织应采取积极的干预措施,减少裁员事件对留岗者的消极影响。
[1]Ashford,S J,Lee,C,and Bobko,P.Content,causes,and consequences of job insecurity:A theory-based measure and substantivetest[J].The Academy of Management Journal,1989,32(4):803-829.
[2]Ulla Kinnunen,Saija Mauno,Jouko Natti,and Mika Happonen.Organizational antecedents and outcomes of job insecurity:A longi-tudinal study in three organizations in Finland[J].Journal of Organizational Behavior,2000,21(4):443-459.
[3]Roskies,E,and Louis-Guerin,C.Job insecurity in managers:Antecedents and consequences[J].Journal of Organizational Behavior,1990,11(5):345-359.
[4]Dougall,A L,Herberman,H B,et al.Similarity of prior trauma exposure as a determinant of chronic stress responding to an airlinedisaster[J].Journal of Consulting and Clinical Psychology,2000,68(2):290-295.
[5]Kim,W B.Economic crisis,downsizing and“layoff survivor’s syndrome”[J].Journal of Contemporary Asia,2003,33(4):449-464.
[6]Wagar,T H.Exploring the consequences of workforce reduction[J].Revue Canadienne des Sciences de l’Administration,1998,15(4):300-309.
[7]Lee,G,and Teo,A.Organizational restructuring:Impact on trust and work satisfaction[J].Asia Pacific Journal of Management,2005,22(1):23-39.
[8]Paulsen,N,Callan,V J,Grice,T A,Rooney,D,et al.Job uncertainty and personal control during downsizing:A comparison ofsurvivors and victims[J].Human Relations,2005,58(4):463-496.
[9]Thomas R,and Dunkerley,D.Careering downwards?Middle managers’experiences in the downsized organization[J].British Jour-nal of Management,1999,10:157-169.
[10]Brockner,J,Grover,S,Reed,T F,and DeWitt,R L.Layoffs,job insecurity and survivors’work effort:Evidence of an inverted-U relationship[J].The Academy of Management Journal,1992b,35(2):413-425.
[11]Farrell,M A.The effect of downsizing on market orientation:The mediating roles of trust and commitment[J].Journal of Strate-gies Marketing,2003,11:55-74.
[12]Tourish,D,Paulsen,N,Hobman,E,and Bordia,P.The downsides of downsizing:Communication processes and informationneeds in the aftermath of a workplace reduction strategy[J].Management Communication Quarterly,2004,17(4):485-516.
[13]Sahdev,K.Revisiting the survivor syndrome:The role of leadership in implementing downsizing[J].European Journal of Work andOrganizational Psychology,2004,13(2):165-196.
[14]Mishra,A K,and Spreitzer,G M.Explaining how survivors respond to downsizing the roles of trust,empowerment,justice,andwork redesign[J].Academy of Management Review,1998,23(3):567-588.
[15]Rust,K G,McKinley,W,Moon,G,and Edwards,J C.Ideological foundations of perceived contract breach associated with down-sizing:An empirical investigation[J].Journal of Leadership and Organizational Studies,2005,12(1):37-52.
[16]Angle,H L,and Lawson,M B.Changes in affective and continuance commitment in times of relocation[J].Journal of Business Re-search,1993,26(1):3-15.
[17]Newell,H,and Dopson,S.Muddle in the middle:Organizational restructuring and middle management careers[J].Personnel Re-view,1996,25(4):4-20.
[18]Leung,A S M,and Chang,L M K.Organizational downsizing:Psychological impact on surviving managers in Hong Kong[J].AsiaPacific Business Review,2002,8(3):76-94.
[19]Brockner,J,Tyler,T R,and Cooper-Schneider,R.The influence of prior commitment to an institution on reactions to perceivedunfairness:The higher they are,the harder they fall[J].Administrative Science Quarterly,1992c,37(2):241-261.
[20]Brockner,J,Spreitzer,G,Mishra,A,et al.Perceived control as an antidote to the negative effects of layoffs on survivors’organi-zational commitment and job performance[J].Administrative Science Quarterly,2004,49(1):76-100.
[2]Ulla Kinnunen,Saija Mauno,Jouko Natti,and Mika Happonen.Organizational antecedents and outcomes of job insecurity:A longi-tudinal study in three organizations in Finland[J].Journal of Organizational Behavior,2000,21(4):443-459.
[3]Roskies,E,and Louis-Guerin,C.Job insecurity in managers:Antecedents and consequences[J].Journal of Organizational Behavior,1990,11(5):345-359.
[4]Dougall,A L,Herberman,H B,et al.Similarity of prior trauma exposure as a determinant of chronic stress responding to an airlinedisaster[J].Journal of Consulting and Clinical Psychology,2000,68(2):290-295.
[5]Kim,W B.Economic crisis,downsizing and“layoff survivor’s syndrome”[J].Journal of Contemporary Asia,2003,33(4):449-464.
[6]Wagar,T H.Exploring the consequences of workforce reduction[J].Revue Canadienne des Sciences de l’Administration,1998,15(4):300-309.
[7]Lee,G,and Teo,A.Organizational restructuring:Impact on trust and work satisfaction[J].Asia Pacific Journal of Management,2005,22(1):23-39.
[8]Paulsen,N,Callan,V J,Grice,T A,Rooney,D,et al.Job uncertainty and personal control during downsizing:A comparison ofsurvivors and victims[J].Human Relations,2005,58(4):463-496.
[9]Thomas R,and Dunkerley,D.Careering downwards?Middle managers’experiences in the downsized organization[J].British Jour-nal of Management,1999,10:157-169.
[10]Brockner,J,Grover,S,Reed,T F,and DeWitt,R L.Layoffs,job insecurity and survivors’work effort:Evidence of an inverted-U relationship[J].The Academy of Management Journal,1992b,35(2):413-425.
[11]Farrell,M A.The effect of downsizing on market orientation:The mediating roles of trust and commitment[J].Journal of Strate-gies Marketing,2003,11:55-74.
[12]Tourish,D,Paulsen,N,Hobman,E,and Bordia,P.The downsides of downsizing:Communication processes and informationneeds in the aftermath of a workplace reduction strategy[J].Management Communication Quarterly,2004,17(4):485-516.
[13]Sahdev,K.Revisiting the survivor syndrome:The role of leadership in implementing downsizing[J].European Journal of Work andOrganizational Psychology,2004,13(2):165-196.
[14]Mishra,A K,and Spreitzer,G M.Explaining how survivors respond to downsizing the roles of trust,empowerment,justice,andwork redesign[J].Academy of Management Review,1998,23(3):567-588.
[15]Rust,K G,McKinley,W,Moon,G,and Edwards,J C.Ideological foundations of perceived contract breach associated with down-sizing:An empirical investigation[J].Journal of Leadership and Organizational Studies,2005,12(1):37-52.
[16]Angle,H L,and Lawson,M B.Changes in affective and continuance commitment in times of relocation[J].Journal of Business Re-search,1993,26(1):3-15.
[17]Newell,H,and Dopson,S.Muddle in the middle:Organizational restructuring and middle management careers[J].Personnel Re-view,1996,25(4):4-20.
[18]Leung,A S M,and Chang,L M K.Organizational downsizing:Psychological impact on surviving managers in Hong Kong[J].AsiaPacific Business Review,2002,8(3):76-94.
[19]Brockner,J,Tyler,T R,and Cooper-Schneider,R.The influence of prior commitment to an institution on reactions to perceivedunfairness:The higher they are,the harder they fall[J].Administrative Science Quarterly,1992c,37(2):241-261.
[20]Brockner,J,Spreitzer,G,Mishra,A,et al.Perceived control as an antidote to the negative effects of layoffs on survivors’organi-zational commitment and job performance[J].Administrative Science Quarterly,2004,49(1):76-100.
引用本文
周文霞, 肖平. 国外裁员幸存者综合征研究综述[J]. 外国经济与管理, 2008, 30(2): 60–65.
导出参考文献,格式为:
上一篇:品牌依恋理论研究探析