Rational or demoralized responses to work restructuring in Hong Kong?
Human Relations · 2005 · Volume 58 · Issue 2
Abstract
Owing to the paucity of data demonstrating workers’ reactions to work restructuring, the study examines possible reactions in terms of job performance, attendance at training, and voicing of discontent. It predicts the effects of work restructuring and background characteristics with reference to the exit-voice-loyalty model and demoralization theory. A telephone survey of a random sample of households collected data from 1176 workers in Hong Kong. Supportive of the demoralization theory, work restructuring over the previous past year appeared to reduce workers’ intended job performance, attendance at training, and voicing of discontent. These findings hold for workers with various characteristics and restructuring in work outcomes, work processes, and staffing. Demoralization theory offers a reasonable explanation of the findings regarding the negative effects of work restructuring. In addition, income and social class have profound influences on workers’ reactions.
Keywords
demoralization, job training, loyalty-exit-voice model, organizational loyalty, voicing discontent, work restructuring
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