This paper reviews the contemporary literature on organizational downsizing.
It is not intended that the review be definitive. Instead, the objective is to
provide an overview of the field with a view to informing future research
directions and possible human resource management practice. In recent
years, in response to calls for reduced costs and higher productivity, down
sizing has become an increasingly common human resource management
strategy. The paper begins with brief look at the language used to describe
organizational downsizing, together with a discussion of downsizing as pur
posive managerial action. Tbe research on downsizing outcomes is then
reviewed, with a particular focus on the attitudes, behaviour and organiza
tional commitment of those employees who remain after downsizing (the 'sur
vivors'), and those who lose their jobs (the 'victims'). Different strategies for
downsizing and their outcomes are then reviewed, followed by conclusions
and suggestions for further research.
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