This multi-phased study of 201 car salespeople working for 93 different car dealerships identifies that quitting behaviour depends on two factors; who else leaves and employee relationship with managers. In academic circles, this is known as turnover contagion. Without support and timely communication from leaders, employees may begin to engage in mass exodus when other employees leave.
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Through data analysis on 976 employee profiles, this research shows that which employees volunteer for a layoff when the option is presented versus who is selected by management for involuntary layoffs differs roughly 50% of the time. Although voluntary layoffs may be viewed as more humane, firms need proper policies and procedures in place to correct mismatched or dysfunctional exit of employees if voluntary layoffs are used.
Data analysis on 388 downsizing announcements demonstrates that shareholders react differently to layoff announcements based on the level of responsibility assumed in the message, the positioning of how negative the event is and the inclusion/exclusion of the CEO in the announcement. Firms must remain genuine but also manage the explanation for downsizing activity to minimize negative stakeholder reactions (which impacts stock prices).
A survey of 99 employers demonstrates that employers shift the onus of responsibility for SIEs integration to other stakeholders (namely, the immigrant or government agencies), require documentation to evaluate human capital attainment of SIEs and may be systemically discriminating against SIEs. Employers must take accountability for integrating SIE’s, partner/collaborate with critical stakeholders for skills assessment and remove barriers to entry, which in turn will benefit the competitive advantage that foreign trained professionals bring to the workplace.
A mixed methods approach was used to pair content analysis of 178 downsizing announcements from 2005 to 2011 with firm’s financial data pre- and post-downsizing event. This research helps to explain the divergent relationships between downsizing and firm’s financial performance by identifying downsizing as a multi-dimensional event. Firms experiencing both financial growth and decline engage in downsizing, but they rationalize the downsizing differently (according to social accounts: excuses, justifications, denials and apologies).
Once limited to North American firms in decline, layoffs are now a prolific, global firm activity, used both proactively and
reactively. This research compares 229 layoffs during COVID-19 with 209 ‘normal’ times layoffs, indicating that expected blame shifting and cost-focus occurred during COVID-19. However, more layoff supplements but less layoff alternatives were used during COVID-19, indicating that layoffs may now be viewed as a normal business activity.
Data analysis of 1,147 mass layoffs in Ontario (Canada) shows that firms absorb labour surpluses to minimize reasonable notice obligations. Also, firms approach layoffs differently; some widely adopting layoffs (engaging in large, frequent layoffs) while others avoid layoffs or use them as a last resort (engaging in small, infrequent layoffs).
Dissatisfied workers experience quit intentions, but this study of 481 Engineers in France explored what might trigger employees to act on those intentions and actually quit. We found that both negative perceptions of direct manager support (moreso than firm-level support) and positive perceptions of external employment opportunities trigger dissatisfied employees to quit.
An inherent firm challenge when executing layoffs is balancing talent management with the need for cost-containment. This study of 418 mass layoff events identifies that level of layoff activity impacts what approach the firm takes, resulting in differing level of layoff severity, use of alternatives and types of explanations provided.
Communicating bad news is important for firm-level outcomes. This research found that layoff message manipulation occurred by comparing layoff notices to employees and in media for 145 mass layoffs. AI-based text analysis demonstrates that messages for internal receivers are more formal, confident, and succinct while downsizing messages for external receivers are more deceptive and negative.
Ontario is the first jurisdiction in Canada to establish policies regarding worker’s
disconnection from their work responsibilities outside of regular working hours. Effective June 2, 2022, employers with 25 or more employees were required to establish and communicate a written policy on disconnecting from work. This paper examines 16 different employer policies which are critically analyzed in order to reflect the real-life impact of this legislation.