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Increasing commitment after downsizing: the role of involvement and voluntary redundancies

Journal article
Authors Ola Bergström
Rebecka Arman
Published in Journal of Change Management
Volume 17
Issue 4
Pages 297–320
ISSN 1469-7017
Publication year 2016
Published at Department of Business Administration, Management & Organisation
Centre for Global Human Resource Management
Pages 297–320
Language en
Keywords Downsizing, voluntary, redundancy, involvement, Survivors, commitment
Subject categories Business Administration


Workforce reduction is often found to have a negative impact on the remaining workers. This study examines a case where organizational commitment increased among the remaining workers after a workforce reduction programme. Following the process in which the workforce reduction programme was implemented, the paper identifies several elements in the way the workforce reduction was implemented that may have contributed to the increasing commitment among the remaining workers. More specifically, the involvement of workers’ representatives, the way the workforce reduction was communicated, how the future of the workplace was framed and how workers were offered a choice to leave voluntarily, were identified as important for the remaining workers’ reactions. The paper thus contributes to previous research by adding to our understanding of how involvement and the nature of voluntary redundancies can affect the remaining workers, and can therefore also provide more specific recommendations to change managers of how to manage redundancies in a way that does not reduce the capability of the company in the future.

Page Manager: Webmaster|Last update: 9/11/2012

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