Bobic-and-Davis-A-Kind-Word-for-Theory-X

Subsequent to that action other companies began to

Info iconThis preview shows page 1. Sign up to view the full content.

View Full Document Right Arrow Icon
This is the end of the preview. Sign up to access the rest of the document.

Unformatted text preview: 1999) found that during the 1990s workers were more fearful of job loss and were less optimistic about the possibility of finding new employment than they had been in twenty years. Schmidt and Svorny (1998) found that the decline in a sense of job security correlated with a rise in “involuntary separations” as opposed to employees quitting. Stuart Walesh (1997) argued that the point at which “job security die[d]” was in early 1996 when AT&T announced a substantial reduction in force, laying off more than fifty thousand employees. Subsequent to that action, other companies began to reduce their workforces as well. The result was perceived loss of job security among American workers. Walesh concludes his article with a series of recommendations to prepare workers for the eventual loss of a job. Bobic and Davis A Kind Word for Theory X Those recommendations, interestingly enough, include making contacts in other companies. In other words, Walesh inadvertently linked the loss of job security to a strategy which involved decreased loyalty to one’s company based on the assumption that the company would no longer be loyal to employees (for a similar analysis of that AT&T layoff, see Ciulla 2000, 153). The impact of lesser job security and lesser job loyalty has altered employee perceptions about what they seek from jobs. For instance, the Hart survey indicated that workers preferred job security to “finding the ideal job” by a margin of three to one. When asked to choose whether they preferred having a job that provided greater financial success but also had greater risks or a job with fewer monetary rewards and fewer risks, 58 percent chose the stable job with fewer risks. Only when risk was not at issue did 54 percent indicate that they preferred a job that allowed them to use their talents and “make a difference” as opposed to a job that provided a good income and good benefits (Hart and Associates 1998). Ciulla (2000, 232) found a similar pattern, particularly among younger employees. As employees perceive the workplace to be less secure, they consequently desire and value secur...
View Full Document

Ask a homework question - tutors are online