Abstract
This article discusses the need to manage survivors' reactions to downsizing in order to seek to fulfil other organizational goals related to employee commitment and the achievement of high quality. Variables are identified which affect survivors' reactions to a downsizing situation, including those which can be influenced by an organization within which this event occurs. A model of the key areas where managerial action should be focused to manage survivors' reactions, which has been derived from research involving senior human resource management practitioners, is described. A diagnostic tool developed from this model and the research underpinning it is presented. The use of this diagnostic tool, including its validity, is discussed.
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