Organisational downsizing strategies and individual volunteer turnover behaviour in international organisations: a model and propositions

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Corporate reorganisation has generated much attention and controversy internationally. Downsizing typically results in job elimination, lower morale, and other unpleasant consequences. While downsizing affects employees who leave, it also affects those who remain even if they are located in different regions of the world. Survivors of downsizing efforts frequently experience increased stress and insecurity while simultaneously experiencing decreases in loyalty and motivation. The outcome of these increased pressures is often voluntary turnover. This paper develops a model to help predict voluntary turnover behaviour in downsizing environments.