This study examines the impact of employee experiences of restructuring and downsizing on well-being. The job demands-resources model was used to develop hypotheses related to job demands in the form… Click to show full abstract
This study examines the impact of employee experiences of restructuring and downsizing on well-being. The job demands-resources model was used to develop hypotheses related to job demands in the form of work intensity and job resources in the form of consultation. The job demands-resources model allows for direct incorporation of employee perceptions and does not assume a singular, predetermined consequence of HRM practices. Hypotheses were tested via structural equation modelling on a nationally representative sample of over 5,110 employees from the Republic of Ireland in 2009. The findings indicate that work intensity serves as a conduit through which experiences of restructuring and downsizing negatively impact employee well-being. Notably, consultation served as a buffer, diminishing the extent of this negative experience. The findings illuminate the complex pathways that shape how restructuring and downsizing are perceived by employees and the consequences for well-being. We discuss the theoretical and managerial implications of these findings.
               
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