Rational or demoralized responses to work restructuring in Hong Kong?

Research output: Journal Publications and Reviews (RGC: 21, 22, 62)21_Publication in refereed journalpeer-review

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Author(s)

Detail(s)

Original languageEnglish
Pages (from-to)223-247
Journal / PublicationHuman Relations
Volume58
Issue number2
Publication statusPublished - Feb 2005
Externally publishedYes

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. Copyright © 2005.

Research Area(s)

  • Demoralization, Job training, Loyalty-exit-voice model, Organizational loyalty, Voicing discontent, Work restructuring