An integrated affective and cognitive model to explain employees' responses to downsizing

The organizational change literature offers recommendations about how to manage change to reduce employee resistance and avoid the potentially negative effects of downsizing. This literature suggests that change program characteristics that feature effective communication and change management procedures can increase acceptance of change and have other beneficial outcomes, but there is little agreement on the mechanisms that explain these effects. One popular explanation draws on the stress and coping literature and focuses on the role of emotions by proposing that communication about the change and procedures used to implement it reduce resistance by reducing anxiety. In contrast, the justice-based approach emphasizes the role of cognitions by suggesting that the communication and procedural aspects of change programs reduce resistance, by increasing the perceived fairness of the change. This chapter incorporates these two explanations into a single theoretical model. Specifically, the chapter develops a cognitive-affective model that integrates anxiety emotions and justice cognitions to explain the effects of change program characteristics on employees' responses to downsizing, and proposes that the strategies employees use to cope with downsizing represent acceptance and resistance to change

A conceptual examination of the causal sequences of emotional labor, emotional dissonance, and emotional exhaustion: The argument for the role of contextual and provider characteristics

In response to the increasing interest regarding the emotional consequences facing service providers who perform emotional labor as part of their service roles, this chapter provides a conceptual examination of the causal sequences of emotional labor, emotional dissonance, and emotional exhaustion (the EEE sequence). Specifically, we propose a theoretical model that examines the emotional experience, performance outcomes, and turnover intentions of service providers in a holistic fashion by incorporating affective events theory to integrate the concept of daily hassles and uplifts with the EEE sequence. In addition, the organizational factors of cultural orientation to emotions and workgroup emotional climate, and the individual factors of provider dissonance tolerance, hassle tolerance, and uplift reactivity are introduced and depicted as influencing the EEE sequence. Implications for theory, practice, and future research are discussed

'Dignity and leadership: implications of leaders' language and their assumptions of human nature

Echoing the initiative to reconnect management theory with social welfare (Pirson and Dierksmeier 2014), this chapter focusses on human dignity as it applies to leadership theory and practice. Leaders’ assumptions of human nature underpin their behaviour (Fahrenberg and Cheetham 2008; Heslin and Vande Walle 2008) and influence the extent to which they respect the dignity of their employees