Goal setting and plant closure: When bad things turn good
2011 (English)In: Economic and Industrial Democracy, ISSN 0143-831X, E-ISSN 1461-7099, Vol. 32, no 1, 135-156 p.Article in journal (Refereed) Published
Research has shown that closedowns seem to result in increased productivity even though allproductivity targets have been abandoned. The closedown case analysed in this article is differentfrom previous research since management came to employ high goals for productivity and efficiencythroughout the entire closedown process (29 months). The article argues that individuals gradually accept the demise and detach themselves from the dying organization by adopting new careergoals which they can start pursuing after the actual closure, thus the closure becomes a subgoal.
This study examines change in the dependent variables’ mean values, and the relationships betweengoal setting, job performance, goal commitment, organizational citizenship behaviour (OCB), jobsatisfaction and job-induced tension. A longitudinal design (N = 151) based on two data points (T1:February 2006, T2: February 2007) were tapped into the annual goal setting process. The resultssupports that goal setting was effective in this specific closedown scenario.
Place, publisher, year, edition, pages
2011. Vol. 32, no 1, 135-156 p.
commitment, control, job loss, productivity, restructuring
Research subject Psychology
IdentifiersURN: urn:nbn:se:su:diva-43596DOI: 10.1177/0143831X10376615ISI: 000286375700008OAI: oai:DiVA.org:su-43596DiVA: diva2:358547