This study, involving 5 DOE sites, is the largest study to date to examine the effects of downsizing on employee health and contributes significant knowledge to a global economic context where downsizing is a commonly used management tool. Data will be presented describing the individual and organizational consequences of downsizing and organizational restructuring in the U.S. Department of Energy (D.O.E.) nuclear defense complex.
The presentation will include an overview of the study, discussing history and context (Cold War and the Department of Energy), study methods (qualitative and quantitative), theoretical underpinnings (work stress, workplace change, justice), and the importance of hierarchical linear modeling in workplace studies. 5,897 employees completed an extensive employee survey. We will present findings from one weapons production site (the Y-12 Plant at Oak Ridge, N=1148). The 2 objective measures of downsizing (downsizing rate and voluntary layoff rate) were rarely predictive of poor health or organizational problems, perceptions of fairness in the workplace. However, the number of downsizing-related impacts one personally experienced and job strain were all significantly related to at least 5 of the 9 study outcomes (3 physical health, 3 mental health and 3 organizational health outcomes). For example, the more one felt that the downsizing was carried out fairly, the greater ones sense of job security, the fewer symptoms of "survivor syndrome" present, and the fewer medical conditions reported.
Learning Objectives: N/A
Keywords: Occupational Health, Workplace Stressors
Presenting author's disclosure statement:
Organization/institution whose products or services will be discussed: None
I do not have any significant financial interest/arrangement or affiliation with any organization/institution whose products or services are being discussed in this session.