Perceived control as an antidote to the negative effects of layoffs on survivor's organizational commitment and job performance

A discussion on two field studies undertaken to test the negative effects of layoffs on the employees who are still working and the hypothesis that high-perceived control may serve as an antidote to those effects is presented. Findings of the two field studies as well as steps to be followed by the management of an organization downsizing, that heighten survivors perceived control are discussed.