Maintaining Organizational Commitment During Downsizing

• Main Author: Geoff C. Williams
• Other Authors: The Pennsylvania State University CiteSeerX Archives
• Format: Text
• Language: English
• Subjects: Newfoundland
• Online Access: http://citeseerx.ist.psu.edu/viewdoc/summary?doi=10.1.1.114.7328; http://www.nlhba.nl.ca/web_site_files/lr/organizationalbehaviour.pdf

This paper will attempt to define organizational commitment and outline its importance, particularly in periods of restructuring. Initially, the paper will conduct a literature review of organizational commitment in downsizing/restructuring settings. As well, the review will consider effective strategies for maintaining organizational commitment during periods of downsizing and for assessing the impact of downsizing on the organizational commitment of employees remaining with the organization. A subsequent section of the paper will provide a brief overview of the current financial challenges facing the Newfoundland and Labrador Health Boards Association (NLHBA). Finally, the paper will recommend strategies to implement during restructuring at the NLHBA in order to maximize the opportunities for the remaining employees to maintain their organizational commitment. ORGANIZATIONAL COMMITMENT It is recognized that an employee's commitment to an organization can be expressed in three particular ways: affective, continuance, and normative. Affective commitment is focused on an emotional attachment to the organization (Herscovitch, 2002). On the other hand, continuance commitment is when an employee stays with an organization based on a perceived