Date of Conferral
Doctor of Business Administration (D.B.A.)
Between 2003 and 2011, 1.2 million U.S. workers were laid off every year. Some organizational leaders of information technology/telecommunications organizations lack strategies to improve affective commitment to the organization after downsizing events. The strains of overwork, organizational changes, anxiety over job insecurity, and lack of choice often result in physical illness, emotional trauma, and extreme disengagement termed survivor syndrome. The purpose of this single case study was to explore strategies organizational leaders in the Midwest United States in information technology/telecommunications organizations used to improve affective commitment to the organization after downsizing. The conceptual framework was Herzberg's 2-factor theory. Data were collected via semistructured interviews, retention records, and organizational documents specific to postdownsizing activities. Data were compiled, disassembled, and reassembled into patterns and themes. The data revealed 4 themes: internal communications, organizational support, training, and employee manager relationships. The findings suggested establishing a formalized strategy to support survivors of corporate downsizing is needed to ensure consistency throughout the company. This research might contribute to social change within the organization by identifying and providing strategies to improve affective commitment to the organization after a downsizing event, which might lead to better individual and organizational performance and decrease residual employee turnover. This research could also contribute to social change by stabilizing the emotional state of the employee and removing a source of family instability.