Facing the staff after a reduction in work force.
The literature is relatively silent on how managers should deal with a reduction in force (RIF). One difficulty is dealing with the "surviving" staff and maintaining credibility. It is important to assess the organizational climate and plan and carry out a forum for the remaining staff. It is especially important to consider the psychologic effects of staff reduction, which include a sense of loss of control, hostility, and a tendency to want to find fault or blame. Lack of attention to these matters can lead to a RIF that compromises the work effectiveness of the organization by reducing the dedication of surviving members of the organization.
Pemberton
J H
JH
University of Alabama at Birmingham, USA.
Davidhizar
R
R
D000288:Administrative Personnel; D003142:Communication; D004651:Employment; D006282:Health Personnel / Q000523:psychology*; D006801:Humans; D007588:Job Satisfaction; D007857:Leadership; D015279:Organizational Culture; D009936:Organizational Innovation; D010559:Personnel Management / Q000379:methods*; D010563:Personnel Turnover; D011590:Psychology, Industrial; D014481:United States