While much of the focus has been on those who have lost their jobs, what companies do for “surviving staff” is also crucial, says psychologist Dr Elizabeth Nair.
Commentary: In wake of tech layoffs, culled workers are biding their timeWith the advent of the COVID-19 pandemic, and more recent technological and AI-related upheavals, there has been globally an increasing number of draconian measures in organisational restructuring, re-deployments and staff layoffs.
Nevertheless, certain fundamental expectations are likely to remain in the workplace psychological contract. This would centre around a sense of fairness or balance in the relationship. Specifics could be to do with transparency, and to be treated with respect. Employee organisational identification is a highly prized asset for employers, and is marked by staff loyalty, willingness to take pay cuts when the organisation is under duress, and demonstrated acts of organisational citizenship behaviour such as helping colleagues at work even though it is not part of their job scope.
As international air travel slowly picked up, re-deployed staff and those who were on no-pay leave, came back on board. Understanding the exigencies of the business challenge, and perhaps good internal communication and a sense of corporate fairness and sound decision-making, may have enhanced employee organisational identification.
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