310), she found managers reported a significant decrease in r job performance and commitment.

             To add to the literature regarding both positive and negative impacts to downsizing, Amundson (2005) interviewed 31 employees from a variety of organizations, including a federal human resources department, hospital, retailer, private employment consulting group, and two oil and gas companies. All individuals had remained in their organizations throughout the time of restructuring. Thirteen of the participants were men, and 18 were women. Their ages ranged from early 20s to mid-50s.

             Participants were interviewed within six months of the completion of downsizing in their organization. Participants were asked to describe, in behavioral terms, the positive and negative incidents they experienced during the downsizing period. The interviews highlighted three major questions: (a) What recent changes have you experienced in the organization? (b) What helped you to adjust to these changes (the positive incidents)? and (c) What hindered your adjustment (the negative incidents)?.

             The responses by the interviewees of both negative and positive incidents demonstrated the mixed and sometimes confused reactions that survivors have to the downsizing experience. Participants reported both hindering and helpful aspects, regardless of gender or line of work. No event or concern was experienced as negative by everyone, although there definitely were more negative incidents. Throughout the interviews, survivors explained their experiences during the notification and implementation of the layoffs and the downsizing process and the way it was communicated. As the ramifications to downsize became clearer, workers reacted to the possible loss of their own position, changing coworker relations, organizational support programs, leadership, and the effect work changes had on their home life. The survivors cited 102 critical incidents (75 negative, 27 positive) about the restructuring process.