Strategies to Support Survivors of Corporate Downsizing

Strategies to Support Survivors of Corporate Downsizing by Joseph Linton, Jr. MSM, Troy University, 2006 BS, Southern Illinois University, 2002 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University October 2017 Abstract Between 2003 and 2011, 1.2 million U.S. workers were laid off every year. Some organizational leaders of information technology/telecommunications organizations lack strategies to improve affective commitment to the organization after downsizing events. The strains of overwork, organizational changes, anxiety over job insecurity, and lack of choice often result in physical illness, emotional trauma, and extreme disengagement termed survivor syndrome. The purpose of this single case study was to explore strategies organizational leaders in the Midwest United States in information technology/telecommunications organizations used to improve affective commitment to the organization after downsizing. The conceptual framework was Herzberg’s 2-factor theory. Data were collected via semistructured interviews, retention records, and organizational documents specific to postdownsizing activities. Data were compiled, disassembled, and reassembled into patterns and themes. The data revealed 4 themes: internal communications, organizational support, training, and employee manager relationships. The findings suggested establishing a formalized strategy to support survivors of corporate downsizing is needed to ensure consistency throughout the company. This research might contribute to social change within the organization by identifying and providing strategies to improve affective commitment to the organization after a downsizing event, which might lead to better individual and organizational performance and decrease residual employee turnover. This research could also contribute to social change by stabilizing the emotional state of the employee and removing a source of family instability.Between 2003 and 2011, 1.2 million U.S. workers were laid off every year. Some organizational leaders of information technology/telecommunications organizations lack strategies to improve affective commitment to the organization after downsizing events. The strains of overwork, organizational changes, anxiety over job insecurity, and lack of choice often result in physical illness, emotional trauma, and extreme disengagement termed survivor syndrome. The purpose of this single case study was to explore strategies organizational leaders in the Midwest United States in information technology/telecommunications organizations used to improve affective commitment to the organization after downsizing. The conceptual framework was Herzberg’s 2-factor theory. Data were collected via semistructured interviews, retention records, and organizational documents specific to postdownsizing activities. Data were compiled, disassembled, and reassembled into patterns and themes. The data revealed 4 themes: internal communications, organizational support, training, and employee manager relationships. The findings suggested establishing a formalized strategy to support survivors of corporate downsizing is needed to ensure consistency throughout the company. This research might contribute to social change within the organization by identifying and providing strategies to improve affective commitment to the organization after a downsizing event, which might lead to better individual and organizational performance and decrease residual employee turnover. This research could also contribute to social change by stabilizing the emotional state of the employee and removing a source of family instability. Strategies to Support Survivors of Corporate Downsizing by Joseph Linton, Jr. MSM, Troy University, 2006 BS, Southern Illinois University, 2002 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University October 2017 Dedication This dissertation is dedicated to my parents. They motivated me in ways I did not fully understand or realize as a younger man. Although both have passed away, they are with me each and every day. Acknowledgments I would like to thank Dr. Cheryl McMahan for patiently guiding me through the dissertation path. I would also like to thank the other committee members, Dr. James Glenn and Dr. James Savard, for their invaluable input. It truly took a team of professionals to get this dissertation completed. I will forever be grateful. I would like to thank my family, friends, and coworkers who provided support and inspiration during this journey. I would like to give a special thanks to my son, L. J. Linton, who truly understands the importance of pursuing one’s goals. He inspires and motivates me more than he will ever know. Certainly, I thank God for carrying me every day. Without his grace and mercy, I would not have completed this program. Without faith, I would not be the person I am today.