MIT Sloan Management Review

Human Resource Management and Industrial Relations

Preserving Employee Morale during Downsizing

By Karen E. Mishra, Gretchen M. Spreitzer and Aneil K. Mishra

January 15, 1998

How to avoid destroying employees’ trust and empowerment during layoffs.

“The real question is how downsizing is done, rather than whether to downsize. Companies that downsize through buy-outs and attrition, that help their workers get new jobs, and that sometimes provide outplacement services, end up much better positioned than companies which simply wield the ax. [They have] a better chance of retaining the loyalty of the surviving workers. Trust is one of the most valuable yet brittle assets in any enterprise. So over the long term, it’s far better for companies to downsize in a humane way.” — Robert Reich1

Companies began downsizing in the late 1970s to cut costs and improve the bottom line. Today, companies with record profits carry on the quest to become lean and mean. More than 3 million jobs have been eliminated each year since 1989, for a loss of 43 million jobs since 1979. Government budget cuts alone have resulted in more than 1.1 million lost jobs in the defense industry since 1987, with another 700,000 cuts expected through 1998.2 To put these numbers in perspective, 50 percent more people have been victims of layoffs than victims of violent crime.

Downsizing has become almost a way of life for U.S. companies. In fact, a first round of downsizing is generally followed by a second round a... To read the complete article, login or sign-up using the form below.

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