The survivor syndrome: aftermath of downsizing

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Abstract
Reports that the fundamental problem with corporate restructuring as it is practised today ‐ as an ongoing strategy even in profitable times, rather than as an emergency move ‐ is that it is based on a flawed vision of what makes people and organizations work well. Excessive downsizing experiences create a new psycho‐social problem: the “survivor syndrome”. Examines survivor syndrome, identifies its causes and suggests remedies that lead to rebuilding employee commitment to the new organization.