Managing Employee Morale After Organizational Downsizing
Date of Conferral
10-20-2023
Degree
Doctor of Business Administration (D.B.A.)
School
Management
Advisor
Ronald Black
Abstract
Business leaders who lack effective strategies to manage employee morale after downsizing may encounter feelings of distrust, disloyalty, and job insecurity from employees, resulting in decreased productivity. This decrease in productivity can cost an organization millions of dollars. Grounded in transformational leadership theory, the purpose of this qualitative single case study was to explore strategies business leaders use to manage employee morale after organizational downsizing. The participants comprised three business leaders in central Maryland who successfully used a strategy to improve employee morale after downsizing within the past 5 years. Data were collected through semistructured interviews and a review of public financial reports and company information. Thematic analysis was used to analyze the data, and three themes emerged: effective communication, team building, and training and support. A key recommendation for business leaders is to open lines of upward communication to understand the emotional state of the employees better. The implications for positive social change include the potential to protect the emotional and physical health of the employees in support of the local communities and families.
Recommended Citation
Coleman, Charlene M., "Managing Employee Morale After Organizational Downsizing" (2023). Walden Dissertations and Doctoral Studies. 14993.
https://scholarworks.waldenu.edu/dissertations/14993
