All Chapters - Revised After Feedback

Analysis of the Impact of Downsizing on Job Satisfaction of Surviving Employees at ICRC
Yemen
1 Abstract
The current investigation has focused on examining the impact of downsizing decisions
undertaken within organizations towards surviving employees' well-being and satisfaction levels.
The investigator has emphasized conducting an investigation on employees within ICRC Yemen
to inspect the influence of layoff during the post-downsizing phase on the remaining group of
workers. The researcher has used a quantitative research design to explore insightful knowledge
of the objectives of the study. By using the primary data collection method, researchers have
gathered responses from participants of the study. 103 participants have been included in the
study who are employees working in ICRC Yemen. With a 5-point Likert scale closed-ended
questionnaire, primary responses have been collected from research participants. For data
analysis, SPSS software has been used as various statistical tests have been conducted, including
frequency, descriptive statistics, correlation, and regression. Based on the results of the study, it
is evident that higher job insecurity, lower employee morale, reduced dedication, etc., have been
identified among surviving employees based on downsizing strategies used by firms. While
inspecting employees of ICRC Yemen, communication effectiveness has been predicted to be a
considerable factor that positively influences towards job satisfaction ratio among surviving
employees during the post-downsizing phase. However, perceived fairness has been determined
to have a negative influence towards the job satisfaction margin for employees working in ICRC
Yemen.
Table of Contents
1 Abstract....................................................................................................................................2
2 Chapter:1 Introduction.............................................................................................................6
2.1 General Introduction.........................................................................................................7
2.2 Research rationale.............................................................................................................8
2.3 Research questions............................................................................................................8
2.4 Literature review...............................................................................................................8
2.5 Research hypothesis statements......................................................................................11
2.6 Methodology...................................................................................................................11
2.7 Foreseen limitations........................................................................................................11
2.8 Organization of study outline..........................................................................................12
3 Chapter:2 Literature review...................................................................................................12
3.1 Introduction.....................................................................................................................12
3.2 Theories...........................................................................................................................13
3.2.1 Hofstede six-factor model........................................................................................13
3.2.2 Self-determination theory........................................................................................15
3.2.3 Hackman and Oldham model..................................................................................16
3.3 Impact of employee downsizing on remaining workers' satisfaction margin.................17
3.4 Workplace conditions and employee outcomes based on organizational downsizing. . .20
3.5 Health impact due to downsizing on surviving employees.............................................22
3.6 Literature gap and Conclusion........................................................................................25
3.6.1 Literature gap...........................................................................................................25
3.6.2 Conclusion...............................................................................................................26
4 Chapter:3 Research Methodology.........................................................................................26
4.1 Introduction.....................................................................................................................26
4.2 Research philosophy.......................................................................................................26
4.3 Research approach..........................................................................................................27
4.4 Research design...............................................................................................................28
4.5 Research validity and reliability.....................................................................................30
4.6 Research sample..............................................................................................................30
4.7 Data collection methods..................................................................................................31
4.7.1 Primary data collection method...............................................................................31
4.7.2 Secondary data collection method...........................................................................31
4.7.3 The data collection method used.............................................................................32
4.8 Ethical Issues...................................................................................................................32
4.9 Data Analysis..................................................................................................................33
4.10 Conclusion...................................................................................................................34
5 Results and Findings..............................................................................................................35
5.1 Introduction to the study.................................................................................................35
5.2 Analysis of response.......................................................................................................36
5.2.1 Frequency Table......................................................................................................36
5.2.2 Descriptive statistics................................................................................................48
5.2.3 Correlation test.........................................................................................................50
5.3 Interpretation and Discussion of results..........................................................................55
1.1.1 Perceived Fairness in Downsizing...........................................................................55
1.1.2 Informed Reasoning and Justifications....................................................................56
5.4 Hypothesis testing...........................................................................................................58
5.4.1 Hypothesis statements and acceptance region.........................................................58
5.5 Reliability of scales.........................................................................................................59
5.6 Conclusion......................................................................................................................60
6 Chapter:5 Conclusions, recommendations and Limitations..................................................60
6.1 Conclusion......................................................................................................................60
6.2 Recommendations...........................................................................................................63
6.3 Study limitations and Further Research..........................................................................64
7 References..............................................................................................................................65
8 Appendix................................................................................................................................76
List of figures
Figure 1 Hofstede’s six factor model.............................................................................................13
List of tables
Table:1 Demographic information................................................................................................36

Table:2 Demographic information................................................................................................37
Table:3 Downsizing perceptions...................................................................................................37
Table:7 Downsizing strategies and job satisfaction.......................................................................40
Table:10 Downsizing strategies and job satisfaction.....................................................................43
Table:11 Post Downsizing support................................................................................................45
Table:14 Descriptive statistics.......................................................................................................48
Table:15 Model Summary.............................................................................................................51
Table:16 Anova Test......................................................................................................................52
Table:17 Table of coefficients.......................................................................................................53
Table:18 Hypothesis acceptance region........................................................................................58
Table:19 Reliability test.................................................................................................................59
Table:20 Correlation test...............................................................................................................76
2 Chapter:1 Introduction
2.1 General Introduction
Downsizing has been investigated as a critical organizational factor that might have a positive or
negative influence on working employees. Decisions related to downsizing are potentially
considered by firms in order to survive an economic downturn or business decline (Weaven et
al.,2021, p.115). The contraction of the workforce has a crucial influence on operational
activities and business decisions. Reducing workers' influence on the quality of performance and
operational productivity levels. Employees who survived based on downsizing decisions have
higher stress levels with increased mental burdens that might negatively impact their efficiencies.
A study conducted by López et al.(2021, p.598) on a sample of 681 workers working in four
various private retail organizations in Chile has been performed. Study results elaborate that
during the downsizing phase, organizations need to consider actions and strategies to enhance
job security among employees.
The study concluded that downsizing decisions might raise further job turnover margin due to
increased job insecurity among working employees.
The study will investigate insights into the well-renowned International Committee of Red Cross
(ICRC) in Yemen. Evaluating how employees are impacted due to downsizing decisions is the
primary rationale of the investigation. Findings of Coleman. (2020, p.722) argued about any
factors that are predicted based on downsizing decisions, including lower reliance and level of
trust in managers by employees, decreased concentration in performing tasks, decreased morale,
etc. However, clarity and communication have been inspected to be considerable factors
impacting employee engagement and higher satisfaction within workplace settings.
2.2 Research rationale

The rationale for conducting research is to explore insights about post-impacts imposed due to
downsizing decisions undertaken by organizations. By investigation by the International
Committee of Red Cross (ICRC) Yemen, the impact on workers' satisfaction would be
examined. With quantitative analysis, in-depth knowledge would be gathered about the impact
on staff members due to downsizing challenges faced by the corporation. By presenting
statistical results and empirical data during the course of the investigation, sound knowledge
would be presented to enhance sustainable decisions that can be practised in the post-downsizing
phase.
2.3 Research questions

 How has an impactful staff satisfaction margin been identified among surviving workers
in ICRC Yemen based on downsizing decisions?
 How influential can communication tactics be towards an increased level of job
motivation among remaining workers in ICRC Yemen based on staff laying-off
decisions?
 How closely do the ICRC Yemen’s downsizing strategies match its core values?
 How do ICRC Yemen's post-downsizing support initiatives influence employee well-
being?
2.4 Literature review

A study conducted by Dlouhy & Casper. (2021, p.444) argued that a higher level of job
insecurity has been observed among workers due to an increased ratio of downsizing. The
remaining workers have a higher level of concern due to the downsizing decisions undertaken.
Academic scholars have mentioned the adverse influence on health outcomes in working
employees due to downsizing. Increased job absenteeism has been identified within public sector
organizations. However, a study conducted by Grinza & Rycx. (2020, p.166) on identifying a
longitudinal relationship between employees and employers in Belgium by using a semi-
parametric control function method constructed by Ackerberg, Caves and Fraser. Study findings
elaborate that sickness absenteeism minimizes organizational productivity margin. Additionally,
absenteeism among remaining employees is more harmful for small-sized firms. Further study
identifies organizational challenges that occur due to higher levels of absenteeism among
experienced surviving workers during a post-downsizing phase.
A study conducted on Norwegian nurses presents statistics showing that a 20% increase in the
reduction of the workforce based on downsizing would result in an increase in 6% sickness and
absenteeism margin on female staff (Aronsson et al.,2021, p. 100890). This study is related to the
current investigation as both studies have been evaluating the impact of downsizing on
remaining workers. Additionally, 13% decrease in the workers' return ratio among nurses.
Another study conducted in Finland on municipal employees outlines that with 18% downsizing,
nearly 22% of elevation within the occurrence of absenteeism is determined among workers
(Fujino et al.,2021, p.222). However, empirical evidence is limited due to the minimal proportion
of findings on the relationship between turnover margin and sickness and absenteeism.
Downsizing, being the most common factor determined within organizations, requires research
work on various industries and firms.
Findings by Theorell. (2022, p.182) mentioned long-lasting health challenges faced by the
remaining workforce due to higher levels of downsizing. Increased workplace burdens and
operational stress contribute majorly to the health outcomes of dedicated employees. An
increased ratio of job dissatisfaction has been achieved among workers due to higher levels of
job responsibilities and increased workload on lower proportion of employees. Downsizing
minimizes the ratio of workers and potentially elevates the workload on the remaining
employees (Mujtaba & Senathip.,2020, p.202). Health complications have been investigated
among front-line workers performing in the hospitality industry. The study conducted in China
on 302 field workers and supervisors to examine the health impact based on laying-off decisions
undertaken by hospitality companies during pandemics. Results of the study elaborate that
downsizing decisions have raised increased stress among surviving workers, which leads to
health challenges. Additionally, decreased performance has been examined among remaining
employees working in the hospitality sector (Tu et al.,2021, p.12).
Due to restructuring decisions, a higher ratio of downsizing has been determined within private
firms than in public companies. Thence level of consequences on employees performing in
private sector organizations has been comparatively higher. A study conducted by Arzuaga &
Gandolfi. (2021, p.82) concluded that short-term impacts on workers are potentially larger than
long-term effects during a post-downsizing phase. A study conducted in Atlanta, Georgia, on
employee retention strategies practised by human resource managers during the downsizing
phase, involves six human resource managers working in Fortune 500 service industry
corporations. Primary data has been collected through a semi-structured face-to-face interview
process. Major themes identified based on the findings of the research involve transparent
communication, performance standards, and success planning as key retention strategies during
the downsizing phase. Results mentioned transparent communication during the staff laying-off
phase to reduce labour stress (Smith.,2020, p.16).
Additionally, a study by Frone & Blais. (2020, p.702) stated that a higher proportion of
downsizing adversely impacts other staff members. Personnel influence would be caused by
other external factors, i.e., sustainable employment opportunities, higher wage margins, etc.
Cost-cutting decisions and the organizational redesigning phase are investigated as primary
factors within public corporations. In addition, changes within the operational structure,
organizational policies, managerial decisions, etc., might lead to a downsizing process. To
examine restructuring strategy to reduce the number of employees, a study conducted to examine
organizational impact by including managers from 75 different companies. The questionnaire has
been filled out by participants and analysed through correlation and regression tests. The study's
quantitative findings outline a negative correlation between downsizing and job performance
among managers. Additionally, knowledge management has a positive influence on employers'
productivity margin during the post-downsizing phase (Slavković et al.,2021, p.42).
The lower level of motivation has been determined among remaining workers within
multinational corporations. Increased downsizing has been determined as a non-supportive
decision that influences adversely on the employees of the organization. Higher levels of
dissatisfaction further lead to a labour turnover rate among the remaining staff (Rijal.,2022,
p.112). A study conducted by Chadha. (2021, p.3382) mentioned that a lower level of trust and
relationship with managers has been achieved among the remaining workers during a post-
downsizing phase. A study conducted to examine how downsizing decisions influence managers'
loyalty margin. For this, eight participants were included in the investigation, and 14 open-ended
interview questions were asked. Based on thematic analysis, it is evident that a higher level of
trust among employees enables the management of a sustained and healthy working environment
during downsizing tenure. Additionally, organizational managers can implement creative tactics
for constructing a sustainable workplace environment to elevate employee trust.
2.5 Research hypothesis statements

H1: Perceived Fairness will have a positive impact on Job Satisfaction after the downsizing of
the Remaining Employees at ICRC.
H2: Communication Effectiveness will have a positive impact on Job Satisfaction after the
downsizing of the Remaining Employees at ICRC.
2.6 Methodology
Investigators have been primarily considering selecting methodological patterns within studies.
The selection of a well-defined research approach is essential for the accomplishment of study
objectives. Utilizing an appropriate methodological strategy would enable a researcher to
identify insightful knowledge about the topic of investigation (Newman & Gough.,2020, p.15).
Research methodology has been categorized into two main types, i.e. quantitative, qualitative,
etc. (Matović & Ovesni.,2023, p.62). The majority of researchers utilize quantitative design to
gain impactful knowledge. While conducting quantitative investigations, researchers utilize
primary data collection techniques. A survey questionnaire approach was used to collect the
primary data set.
For an existing course of investigation, investigators' interest is to analyze the impact of

downsizing decisions carried out within ICRC Yemen. The impact of downsizing procedures
considered by managers on employees will be examined. To understand the level of job
satisfaction margin at post-downsizing phase staff members who work in ICRC Yemen. To
consider participants' consent is a necessary aspect and ethical requirement within studies. By
providing ethical consent forms, informed consent and individual approval will be obtained from
respondents.
For the collection of primary data, a closed-ended questionnaire would be used by the researcher,
which is a resourceful method for gaining transparent information from the study participants.
With an online method, a questionnaire/survey would be distributed to workers performing in
IRCR due to the convenience of reaching a higher proportion of workers. An online survey will
be conducted.
2.7 Foreseen limitations

The adequate limitation of the study is time constraints, as being a research student and
employee, it has been challenging for a researcher to spend plenty of time conducting the study.
A study conducted by Armond et al.(2021, p.3) mentioned that to transparently adhere to
research ethical implications, investigators are liable to perform research with integrity.
Additionally, a researcher might exhibit bias during the selection phase of participants. A
random selection procedure will be performed to select employees who work in ICRC Yemen.
To overcome the limitation of time management and to maintain integrity within the participants'
selection phase, the investigator has considered a convenient random sampling technique during
the course of the investigation. As with the transparent selection of participants, an element of
bias would be omitted from the study.
2.8 Organization of study outline

For the current investigation, the researcher is interested in examining the International
Committee of Red Cross (IRCR) Yemen. IRCR is a well-renowned humanitarian corporation
that has focused on promoting humanitarian practices (Faiza.,2023, p.2044). IRCR is based in
Geneva, from where voluntary donations are carried out. With approximately 20,000 workers,
IRCR has been operationalized across more than 100 countries globally. Switzerland Under the
Geneva Convention, the ICRC has been granted authorization to preserve human rights by
protecting victims who are affected by armed conflicts globally. IRCR has been awarded with
Nobel Peace Prize awareness about thrice. Additionally, the organization has been working with
14 million volunteers to contribute to the societal development and well-being of humanity
(Pinto.,2020, p.752).
3 Chapter:2 Literature review

3.1 Introduction
The chapter on literature would provide valuable knowledge about the impact of downsizing on
workers' satisfaction margin and on their performance ratio while observing through varied
courses of literature work. To gain insightful information, various sectors and organizations will
be explored to gain a literature gap based on which further inspection will be performed. With
theoretical understanding, readers would become aware of the implications of relevant key
theories related to the topic.
3.2 Theories
3.2.1 Hofstede six-factor model
Geert Hofstede presented a six-factor model to understand the significance of cultural factors
while conducting research on various countries (Sent & Kroese.,2022, p.22). Differences within
cultural values across regions based on the mentioned factors:
 Power distance
 Uncertainty avoidance
 Individualism vs collectivism
 Masculinity vs feminity
 Short-vs long-term orientation
 Restraint bs indulgence
Figure 1 Hofstede’s six factor model

Source: (Hofstede’s Cultural Dimensions Theory & Examples, 2022)
3.2.1.1 Power distance

Power distance factors elaborate inequality within power distribution within societies; however,
the fair practice of authority delivery across other regions of the society (Bouderbala et al.,2020,
p.265). The lower power distance index has been examined as a significant factor in practising
equality across societies; however, higher power distance leads to an authoritarian approach from
concerned authorities towards subordinates.
3.2.1.2 Uncertainty avoidance
The uncertainty avoidance factor elaborates on the level of tolerance among people of the society
and their extent to cope with their mental distress and anxiety. A higher level of uncertainty
avoidance index influences lower tolerance towards uncertainties; however, at a lower
uncertainty avoidance level, people feel convenient within unpredictable situations (Pareek &
Kumar.,2020, p.32).
3.2.1.3 Individualism vs collectivism

Individual and collectivist cultural factors potentially emphasize the societal rights of individuals
and collective groups of people residing within a particular society (Escandon-Barbosa et
al.,2022, p.5842).
3.2.1.4 Masculinity vs feminity

Gender-based evaluation is the most common cultural factor through which comparison is
carried out based on societal participation between males and females (Minkov & Kaasa.,2021,
p.254).
3.2.1.5 Short-vs long-term orientation

Short-term orientation emphasizes short-term goals within a particular society; however, long-
term orientation emphasizes the accomplishment of long-term objectives (Chun et al.,2021,
p.362).
3.2.1.6 Restraint vs indulgence

Restraint cultural factors impose social restrictions on societal norms while limiting people in
society to practice a higher level of gratification; however, indulgence enables workers to
execute gratification while living in a particular society (Sent & Kroese.,2022, p.20).
3.2.1.7 Hofstede's six-factor model used in the current study

The study's literature has been focused on examining in-depth knowledge by exploring studies
from various demographic regions. Proposing study findings from various countries while
discussing the impact of downsizing on the remaining workers' satisfaction margin has been the
investigator's primary emphasis. To gain insightful knowledge on the post-down-sizing phase
across different organizations, relevant literature studies will be discussed to make readers aware
of factors that surviving employees consider based on lay-off decisions undertaken by firms.
3.2.2 Self-determination theory
Self-determination theory is proposed by Richard Ryan and Edward Deci in 2000 as theory
impose emphasis on human motivation and personality traits that are distinctive to human nature.
People’s psychological needs are behind respective choices and decisions undertaken by people
that motivate them. Self-motivation and determination relies on personal behaviours and choices
that people made which satisfy consumers. Theory elaborate people’s growth tendencies and
psychological choices that foster positive motivation. While relating theory with topic it is
evident that employees working as surviving candidates within organizations that undertake
downsizing decisions are motivated based on factors including i.e. autonomy, competence and
relatedness. Intrinsic aspirations are developed among staff based on factors that self-satisfy
workers within organizational setting.
During post-downsizing phase employees seek managerial cooperation and favourable policy
implementation that would influence on performance dimensions. Theory well-explains
significance of intrinsic and extrinsic motivation factors at workplace. Job satisfaction depends
on how well corporations prioritize employees concerns and their working priorities. By
providing autonomy within workplace setting improved performance and increase within group
based productivity is determined among labors. At downsizing phase employees are highly
demotivated due to job security concerns as majority of workers perceive lack of support from
managerial bodies. However to provide sustained workplace opportunities to employees
providing freedom to work would positively motivate and engage workers within organizations.
Organizations by valuing recognition at workplace would enable employees to practice

autonomy during post-downsizing tenure. Firms support intrinsic motivation factors that workers
value that would lead to self-dedication. Workers psychological intentions and self-interests
performs pivotal role towards their engagement within workplace setting. Self-dedication to
contribute depends on how well organizations interact and accommodate workers priorities.
Intrinsic motivational factors includes self-interest to perform, self-satisfaction at workplace

which depends on internal organizational contribution by managers. Transparency towards
employees while facilitating through employment benefits prescribes about how well firms have
been engaged in accommodating self-choices for employees. Additionally extrinsic motivation
factors are associated with organizational regulations, managerial control, implication of
employment policies etc. In addition it includes internal rewards offered by corporations that
pointed as a primary factor contributing towards employee motivation at workplace.
Social relatedness at workplace engage workers to perform efficiently within diversified

workplace setting. To overcome disputes social orientation and group based sessions are needed
to be conducted by firms to construct collective bonding between workers. Additionally
competency development opportunities would enable workers to feel secured within
organizations. Firms while spending on employee training during post-downsizing phase would
be able to elevate increased job satisfaction and workplace engagement.
Organizations categorize workers based on intrinsic and extrinsic motivation factors that lead to
individual satisfaction. Self-motivation among workers positively influence towards their
performance margin. Career oriented workers are self-satisfied as organizational decisions don’t
have significant impact on demotivation. Higher level of employee motivation has been
examined among staff whom are self-dedicated to perform tasks. Though organizational
restructuring decisions i.e. downsizing etc. might lead to workplace dissatisfaction however by
considering factors that leading to self-satisfaction would encourage employees to retain and
perform efficiently.
3.2.3 Hackman and Oldham model

In 1970, Richard Hackman and Greg Oldham presented a job characteristics model prescribing
the significance of task designing in a manner to improve employee motivation margin (Siruri &
Cheche.,2021, p.164). Task identification and appropriate skill development are essential
components that operational managers are required to consider while assigning tasks. While
relating theory with the topic, it is evident that during the post-downsizing phase, managers need
to consider job characteristics that positively influence workers' satisfaction margin. To consider
employees' personal and professional development is necessary as workers are highly
demotivated due to lay-off decisions of the firm (Bertheau et al.,2022, p.3).
To engage workers within organizational tasks, employee feedback needs to be considered to

ensure that the remaining group of employees perform in parallel with designed job
responsibilities. With the implementation of training, an increased level of performance would be
achieved among employees who would acquire knowledge and relevant job-related skills (Cik et
al.,2021, p.145). To handle job burdens, task autonomy needs to be promoted within an
organizational setting. A study conducted by Awan et al.(2020, p.2) concluded that a higher level
of workplace engagement motivates employees to perform tasks efficiently. Thence job
characteristics model proposed by Hackman and Oldham is determined to be beneficial for
organizations during the post-downsizing phase.
3.3 Impact of employee downsizing on remaining workers' satisfaction margin

With ample literature, work has been performed on the influence of downsizing on its short-term
influence on surviving workers; however, examining the long-term impact still needs attention.
Organizations pursue a varied amount of operational strategies in the post-downsizing phase
while managing remaining employees working at various job designations within various
organizational departments (McLachlan.,2022, p.32). Based on evidence-based experience, while
conducting study in Germany to identify influence of downsizing towards quality of sleeping
behaviour among remaining workers. Study findings outlines about negative influence on firms
downsizing decisions towards sleeping behaviour of workforce. Based on statistical results
calculated mean value while examining satisfaction with sleep is about 6.95. Additionally
workforce reduction lead to increase 2.4% probability of sleeping lower than 7 hours on each
working day. Additionally sleeping disorder for about 1.4% is determined among remaining
workers based on decision related to downsizing. It is evident from quantitative findings of the
investigation that decrease in satisfaction with sleep to 3% is observed within organizations
considering downsizing decisions. Further stress level increase to 3.6% at bedtime leading
dissatisfaction among workers while to perform their job tasks. Based on industry level
downsizing with 3.4% increased in laying-off decisions contributes in reducing 5.1% of sleep
satisfaction rate and raise bedtime stress to 6.1%. Study findings concluded that insufficient
sleeping order increase to 1.7% and sleep disorders by 0.6%. The overall quantitative results
shows that lay-off decisions impose firm impact on quantity and quality of sleeping among
remaining workers. Stress at bedtime has been majorly identified among workers at post-
downsizing phase (Chadi.,2023, p.102).
The study was conducted on employees working in the Indian IT sector, and a sample of 118
participants was considered to investigate the impact of downsizing decisions on workers
(Dhanya et al.,2023, p.511). Nearly 3.1 million staff have been employed across India's IT
sector. This study is related to current investigation as both investigations have been focusing to
investigate on impact of downsizing decision on remaining workers. Study conducted by Dhanya
(2023) can be compared through Hofstedes cultural dimensions as investigation of Dhanya has
been focusing to explore how people in India are influence based on their organizational culture.
By including varied studies from different cultural backgrounds investigator would compare
influence of lay-off based on regional segmentation. For cultural based evaluation investigator
has been considering Hofstede’s cultural factors to explore impact of downsizing on firms.
Primary data has been collected through closed-ended questionnaire techniques. Results were
statically evaluated as descriptive statistics were performed to gain insightful knowledge from
the participants. The average value of standard deviation was calculated using descriptive
statistics, which is 1.493 for the factor examined using the Likert scale. Participants provided
their responses while being asked about how they experienced layoff decisions carried out within
their organizations. The average mean value for responses is calculated to be 3.23 for each
survey question. Statistical results obtained from study are related to current investigation while
showing corresponding average mean responses from considered participants within study
conducted by Dhanya (2023). Respective value of standard deviation are lower than mean values
denoting that calculated mean values are within the range of average mean value denoting
accurate responses from participants. Study outlines that majority of workers have faced
downsizing and its consequences during post-downsizing phase.
A study conducted on the IT sector of India potentially demonstrates fear of job loss among
surviving workers based on downsizing decisions performed by IT firms. Job insecurity has been
observed mainly among workers due to changes in job responsibilities and innovation within
operational management (Qian et al.,2022, p.963). This investigation has been examined to
identify relationship between job performance among workers with job insecurity within
workplace setting. Study elaborate mediating role of job embeddedness towards affective
commitment. Study has been conducted on Chinese manufacturing firms while involving 725
contract workers. Study has been quantitative explored by using 5-point Likert scale closed
ended questionnaire to gather participants responses. Data has been evaluated through SPSS
software to identify relationship between job insecurity and job performance among remaining
workers across Chinese firms. Data has been evaluated through SPSS through descriptive
statistics and regression analysis. Negative association has been identified between job insecurity
and job embeddedness with job performance based on statistical values calculated to be t = -9.66
and value of significance lower than 0.001 with slope of -0.31. However at higher level of job
embeddedness there exist positive correlation between job insecurity with job performance at
values of t = 2.13, value of significance lower than 0.05 which slope of 0.07. It is evident from
investigation conducted by Qian (2022) that at higher job embeddedness workers have more
resources to protect from job stress as it contributes in raising workplace engagement and higher
satisfaction among remaining employees.
A lower level of performance among workers has been observed due to a lack of skills and
capabilities to perform tasks from other functional designations. It is evident from responses
collected from 118 participants that no managerial support has been received during a post-
downsizing phase (Dhanya et al.,2023, p.511). Study has been performed on employees working
in IT sector as research has included 118 participants to examine factors that lead to
demotivation at post-downsizing phase. Lack of managerial involvement lead to increased job
stress among remaining workers whom surviving based on effects of lay-off decision. Survey
based analysis has been performed by using 5-point Likert scale survey approach. Investigation
has been quantitatively examined that elaborate about negative impact on workers satisfaction
margin due to lay-off. By conducting descriptive statistics test through SPSS average mean value
is calculated to be 3 on each of survey question. Additionally value of standard deviation is 1.4
that is lower than average mean value indicating that collected responses are clustered across
mean value. Calculated values through statistical test shows that major proportion of workers are
well-aware regarding downsizing decisions undertaken by corporations. Additionally higher
level of distress and job dissatisfaction has been measured among remaining workers due to lack
of managerial involvement at workplace leading to job insecurity concerns among surviving
staff. Results of the study elaborates that remaining staff are highly dissatisfied from job loss of
their working colleagues.
Statistical results presented lower values of standard deviation, indicating an impact on team
dynamics and adverse levels of workplace relationships among staff members. Study conducted
by Dhanya (2023) outlines that lower team motivation has been achieved among workers due to
adverse workplace relationship determined among surviving staff. Study has been conducted on
IT firms of India while measuring impact of downsizing on remaining workers within
operational setting. Primary data collection procedure has been used to collect closed-ended
responses from participants of the study. By using descriptive statistics participants responses
have been evaluated. Value of standard deviation calculated to be 1.39 with mean value of 3.25
demonstrating participants reviews about how they experience downsizing phase based on
strategic decisions undertaken by managers to lay-off workers. Statistical results indicates
negative workplace coordination among employees working within IT sector. It denotes that
surviving employees are highly dissatisfied at it would be a significant challenge to maintain
workplace bonding with other workers. Lower level of workplace engagement decrease workers
morale and satisfaction margin to perform tasks efficiently. Study concluded that decrease in job
motivation has been achieved among employees due to lay-off.
However, it is evidently mentioned in the study that downsizing has no impact on the financial
remunerations paid to the remaining workforce. IT firms in India prioritize factors motivating
employees to maintain a higher level of satisfaction margin among the retained workforce
(Haque.,2024, p.3). With a satisfactory level of financial remuneration, i.e., salary, incentives,
etc., increased performance and elevation in job satisfaction margin are achieved among
performing workers (Kopelman.,2022, p.42). Quantitative results proposed in the study elaborate
on participants' perspectives, as nearly 54.2% of workers prefer not to consider downsizing
decisions to take place within organizations. Additionally, 44.1% of participants mentioned that
their organizations are centred on downsizing once a year. It is evident, based on the results of
the study, that downsizing, being a compulsory decision within organizations, would have a
significant influence on the remaining ratio of workers.
3.4 Workplace conditions and employee outcomes based on organizational downsizing

A cross-sectional study conducted on a sample of 2,297 U.S. workers to identify the impact of
organizational downsizing on workplace conditions and employment outcomes (Frone &
Blais.,2020, p.623). Working conductions that are primary factors identified include the demand
for work, conflicts within workers' roles, etc. Additionally, factors leading to interpersonal
relationships include aggression from co-workers and managers, dysfunctional leadership
approaches, etc. Descriptive statistics and correlation tests are performed to understand employee
outcomes based on staff downsizing decisions.
While comparing pre and post-downsizing tenure within organizations, it is evident that higher
levels of workplace satisfaction and increased motivation are achieved among workers during the
pre-laying off phase (Tsai & Yen.,2020, p.1925). However, lack of motivation and increased
dissatisfaction are possible outcomes in the post-downsizing phase. Study conducted by Tsai &
Yen (2020) examines on 277 non-supervisory workers within a company based on mixed
methodology. Primary data collection method has been used to as with 5-point Likert scale
approach employee perspectives have been gathered. To examine how workers perceive job
satisfaction, downsizing decisions and innovation commitment closed ended questionnaire has
been filled-out. Independent variables comprised of factors that impact on job satisfaction among
workers. Major factors include financial remuneration, workplace pressure, career enhancement
opportunities, training at workplace, secure workplace environment, managerial style,
performance evaluation process, departmental contribution etc. By investigating its impact with
innovative commitment at workplace has been measured while downsizing is measured as
moderating variable. Quantitative results have been collected by presenting statistical evaluation
through reliability, correlation, regression tests performed by investigator. Results of the study
elaborate that promotion satisfaction has lower mean value i.e. 2.72 from average mean value of
3. Additionally score of mean value is 2.79 for employee perception pertaining to downsizing
strategy indicating lower than average mean value. In addition tests results calculated based on
regression analysis denotes that workers overall satisfaction is significantly influenced based on
innovative commitment at workplace. Calculated value of significance is less than 0.001 with
Beta value of 0.688. Results of the study outlines that job satisfaction factors including direct
supervision from management, health care benefits, lower level of workplace pressure
contributes positively staff innovation commitment. Additionally while undertaking downsizing
decisions direct supervision from managers regards to be considerable factor leading to increase
employee innovation.
The findings of the study provide a vast amount of knowledge for public health researchers and
organizational managers to consider the mentioned factors that would have adverse impacts due
to higher levels of workplace downsizing on a remaining group of employees (Frone &
Blais.,2020, p.623). Study conducted by Frone & Blais (2020) on U.S workers to identify how
workplace conditions influence as a mediator within downsizing phase while influencing on
workers outcome. Primary data has been gathered from 2,975 workers however 2297 participants
have actually responded. Based on quantitative results of the study working conditions have been
examined based on downsizing. It is evident from results that downsizing is positively associated
with factors including i.e. job conflicts, aggression and supportive attitude from operational
supervisors, lack of effective leadership skills, employment insecurity etc. that lead to workplace
dissatisfaction among employees. Additionally downsizing has negative association with
workplace promotion for employees, social bonding etc. These factors influence workers
positively while enabling workers to remain motivated at workplace. Additionally downsizing
has a significant impact on employee outcomes including higher level of workplace distress,
mental work fatigue etc. It is evident from research findings of the study that downsizing as an
adverse impact on work conditions including conflict at workplace, distributive justice,
employment insecurity etc. Additionally statistical results of the study demonstrate that
downsizing is positively correlated with work demand, role conflict. Study outlines that
workplace exhaustion is raised through increased downsizing within organizations leading to
workers turnover intentions. By discussing about impact of downsizing it can be concluded that
it lead to decrease within job satisfaction and minimize organizational commitment. Other
factors including distributive justice and promotion opportunities are significantly related with
downsizing.
3.5 Health impact due to downsizing on surviving employees

A study conducted in Nigeria while examining health outcomes due to downsizing decisions on
the remaining workforce provides a vast amount of knowledge to understand the influence of the
post-downsizing phase (Eze et al.,2021, p.62). A qualitative investigation was conducted on a
sample of 20 participants, and semi-structured interviews were conducted to observe the
psychological impact on surviving workers. Factors identified based on thematic analysis include
higher levels of anxiety among workers, increased job insecurity margin, emotional uncertainty,
lack of communication with employees and employers, etc. Study conducted by Eze (2021)
elaborates to examine influence of five major factors that are considered as independent
variables of the study including anxiety, feeling of uncertainty, job insecurity, reduction in
workplace motivation among individuals, lack of communication while exploring its impact on
dependent variable of the study psychological impact of downsizing. Anxiety has been examined
among majority of employees based on downsizing decisions undertaken. Emotional influence
on surviving workers have been measured leading to fear of job loss, anger to perform
operational tasks. Additionally feeling of uncertainty and workplace pressure are most
commonly identified among remaining group of employees. In addition negative psychological
pressure has been observed among workers during continuation of their job roles. Stressed
workplace conditions lead to further employee turnover rate. Based on participants responses
collected through interview method it is evident that downsizing at workplace lead to further job
dissatisfaction among remaining staff. Individual dissatisfaction has been most commonly
examined among workers based on downsizing decisions undertaken by management.
Interviewed participants mentioned that are demotivated when they visualize that their
colleagues have been laid-off. Though companies undertake downsizing decisions however it
impacts adversely on remaining workers. Lack of communication regarding downsizing lead to
emotional distress on remaining proportion of employees. Participants elaborate lack of
managerial involvement and inability among leaders to undertake supportive operational
decisions. Companies don’t prefer to acknowledge employees about downsizing decisions that
raise operational distress and higher level of anxiety among remaining proportion of workers.
Results of study evidently validates how implementation of downsizing lead to workplace
dissatisfaction among surviving employees. Organizations prefer to cut-cost while competing in
highly diversified markets however less prioritize emotional stability among labors. Managers
prefer to consider organizational objectives however lack of commitment towards their
employees has been measured respectively. Thorough investigation by Eze (2021) outlines
decrease within individual motivation among workers with higher level of dissatisfaction at
workplace. Uncertainty at workplace regarding their future, lack of managerial involvement are
primary factors contributing to decrease in motivation within organizations. Study proposed
coherent set of knowledge with qualitative inspection regarding managerial decisions to be
undertaken at workplace. With transparent decisions surviving workers are timely informed and
kept in a loop that might reduce the probability of higher extent of dissatisfaction due to
uninformed downsizing. Additionally with planned engagement by offering counselling,
orientation at workplace etc. surviving employees would be positively impacted.
Negative emotional and psychological impacts due to a lower proportion of jobs in the market, a
higher margin of the unemployment rate, etc., are most commonly observed among surviving
employees working in organizations (Miller et al., 2020). Study has been conducted by Miller
(2020) identify emotional influence on employees at post-downsizing phase through qualitative
case study analysis. Study measures impact of emotions on surviving workers within
organizational setting. Study was conducted in Oklahoma City on one of the energy company as
enterprise has experienced downsizing from a decade. Primary data has been collected from nine
employees as each of the participants is impacted due to downsizing decision of the entity. Semi-
structured interviews have been conducted from selected employees. Data has been analysed
through thematic analysis which includes code formation. Major themes outlined in the study
includes resilience, loyalty and moral support. Majority of participants mentioned that at post-
downsizing phase they prefer to engage within new tasks however emotional distress due to los
of co-workers has been measured among employees. Respondents illustrate that additional tasks
are assigned by their supervisors as an immediate responsibility tat raise demotivation at
workplace. Workers elaborate sadness and emotional distress they feel due to job loss by their
supervisors and co-workers. Additionally participants mentioned about their loyalty towards
their job tasks regardless of major lay-off at workplace. Job insecurity is primary concern that
arise at post-downsizing phase due to which workers prioritize to value to perform dedicatedly
towards assigned job responsibilities. Further participants elaborated that shared empathy with
other surviving workers encourage them to perform their tasks. Social learning is considerably
influenced due to layoff decision based on empathic emotion among surviving workers. It is
evident from study findings that empathy needs to be encouraged as by allocating time to
employees to adequately engage with their co-workers would assist them in become emotionally
distressed and physically burdenized at workplace setting. Results of the study outlines that
learning is needed to be promoted at workplace setting at post-layoff phase to strengthen
remaining workers.
Another study conducted in Austria, while examining health externalities due to downsizing,
provides an abundant amount of knowledge on the health outcomes of surviving employees
(Ahammer et al.,2020, p.23). Economic uncertainty during 2020 led to massive layoffs across
organizations in Europe. Increased job loss potentially leads to higher levels of mental distress
and lack of motivation margin among remaining workers within firms. Literature findings
determine a significant correlation between adverse health outcomes, i.e., cardiovascular illness,
mental stress, anxiety, etc. Additionally, female workers are more prone to workplace burdens
leading to ischemia. A study conducted in Austria between 1998 and 2014 to identify the mass
lay-offs performed by organizations. The results of the study elaborate on the adverse influence
due to mass layoffs that took place across country-wide firms. Higher levels of hospital
admissions, employees found addicted to higher dosages of drugs, etc., indicate persistent health
outcomes observed among surviving workers. Study conducted by Ahammer (2020) performed
thorough inspection on examine mass-layoff surviving workers within Austria. Study findings
elaborate that surviving workers are persistent to health complexities. Durg prescription and
higher proportion of hospital admission has been predicted among workers whom working in
various firms in Austria. Within span of one and half year proportion of hospital prescription
raised to 2.4% with hospital days increased to 12.4% among surviving employees. Mental health
challenges are most commonly observed among remaining staff. Further it is evident from study
findings that employees from inadequate socio-economic background are more prone to health
adversities.
Results of the study have shown that downsizing leads to higher levels of job stress with an
increased ratio of visits performed by workers to physicians, psychologists, etc. Thence
controlled investigation performed on workers selected from the general population of Austria
elaborated on a higher level of dissatisfaction and adverse health challenges majorly faced by
remaining employees during the post-downsizing phase (Ahammer et al.,2020, p.23). Study
conducted by Ahammer (20202) on mass-layoff that took-place in Austria investigates on
remaining workers providing knowledge that higher level of job insecurity with excessive
workload potentially lead to negative health complexities on workers. Increase within sick days
have been identified among retained workers upto 18%. Study elaborated insightful knowledge
about health status of surviving workers as results indicates job loss leading to negative effect on
remaining workers. Higher level of workplace stress has been identified among workers at post-
downsizing phase leading to dissatisfaction.
3.6 Literature gap and Conclusion

3.6.1 Literature gap
Based on the literature analysis, it is evident that an ample amount of research has been
conducted on factors that adversely influence surviving workers based on downsizing decisions,
though there is a lack of research evidence on factors that would motivate remaining employees
at the post-downsizing phase. Examining factors that would lead to higher job satisfaction among
staff who survive based on lay-off decisions by organizations would be necessary. Based on the
literature gap, further areas of research have been explored that would be considered by the
investigator in the current study to fill the research gap.
3.6.2 Conclusion
Based on the literature discussion, it is evident that employee downsizing is a major factor that
leads to higher levels of distress for surviving employees. In theoretical underpinning, the
researcher has presented relevant theories that would enable readers to understand factors that
workers consider during post lay-off phase. Increased dissatisfaction at the workplace, lower
level of satisfaction with performing tasks, adverse health outcomes, etc., are a few of the many
factors that have been evidently identified based on literature findings. With a thorough
examination of organizations from various regions, the investigator has provided abundant
knowledge pertaining to the topic.
4 Chapter:3 Research Methodology

4.1 Introduction
The chapter on methodology provides a vast amount of knowledge about research methods,
investigation approaches, and data collection mechanisms that are considered by a researcher. By
examining this section, readers will get to know about the research strategy considered by the
investigator to achieve the objectives of the study.
4.2 Research philosophy

Research philosophy prescribes phenomena and a set of particular beliefs that researchers
consider while inspecting a particular problem (Mbanaso et al.,2023, p.93). However, based on
external reality, researchers explore certain assumptions interrelated to a topic. Additionally,
philosophy outlines the nature of knowledge while enable to inspect through a realistic approach
to identify and compare knowledge based on belief to that with actual attained during the
investigation. Research philosophy is comprised of interpretivism, positivism, etc. (Junjie &
Yingxin,2022, p.12).
The interpretivist school of thought indicates how people perceive a particular wonder the
researcher is interested in examining (Acharya.,2024, p.2). By identifying in-depth knowledge
based on participants' experience, a quality amount of findings are proposed to readers as
investigators are able to present perspectives of participants through interpretivist approach.
Interpretivism philosophy focuses on emphasizing on significance of describing people’s
personality and elaborate their social and cultural lifestyle (Pervin & Mokhtar.,2022, p.422).
By inspecting how respondents interpret a particular research problem, the investigator further
elaborates participants' findings based on their own understanding to gain meaningful
conclusions.
Positivism philosophy describes scientific knowledge collected within controlled experiments

(Mir & Greenwood.,2021, p.3). Observational data gathered within experimental labs elaborate
on a positivist school of thought. Additionally, secondary data gathered from authentic secondary
sources describe the positivism approach. Research findings within primary research mentions
about positivism paradigm within quantitative social science research is analysed based on the
extent to which investigator would be able to reduce internal validity related threats. With
selection of appropriate statistical techniques researcher would present appropriate results based
on primary responses collected from selected set of participants. To obtain accurate data through
positivism approach selection of relevant statistical methods is necessary (Park et al.,2020,
p.692).
For the current study, interpretivism philosophy has been used by the researcher as the
investigator has involved participants during the course of the study from whom primary data
would be gathered. Thence with the interpretivism philosophy, the researcher would identify the
satisfaction level among the remaining employees who working in ICRC Yemen.
4.3 Research approach

The research approach outlines the research direction considered by the investigator within the
study. The research approach provides a layout of research methodologies and techniques being
utilized while inspecting a particular research problem. The research approach can be classified
into inductive, deductive, etc. (Pacheco-Romero et al.,2021, p.5). During the inductive research
approach, the investigator considers inspecting from the initial phase or ground level. To inspect
a particular research problem, the investigator examines it from scratch point to gain an in-depth
understanding of the research problem (Sibeoni et al.,2020, p.8). Further, by validating
hypothesis statements, theories are constructed at the end result. Hypothesis statements would be
validated by using statistical evaluation as by conducting various statistical tests through SPSS
software researcher would be able to inspect relationship between variables of the study with
inductive approach based on which hypothesis statements would be further accepted or rejected.
Hypothesis statements would be developed that would represent relationship between
independent and dependent variables of the study.
The in-contrast deductive research approach enables researchers to consider past social theories
based on which hypothesis statements would be generated (Grinchenko & Shchapova.,2020,
p.203). Further variables are extracted based on the considered hypothesis statement. Within the
deductive approach, the investigators' interest is to evaluate the relationship between variables
based on which hypothesis statement is further accepted or rejected. Additionally, based on the
results of hypothesis statements, theories are validated within research studies.
For the current study, the researcher has considered the deductive research approach to explore
insightful knowledge about a research problem. By considering past social theories, meaningful
knowledge will be presented to readers.
4.4 Research design

Research design describes the research paradigm within research studies as it provides a research
strategy being consumed by the investigator while addressing the objectives of the study. The
selection of research design depends on the researcher’s own convenience and the research topic
to inspect. Research design mainly consists of qualitative and quantitative research
(Dzwigol,2020, p.3).
Qualitative research designs involve using words, definitions, descriptions, etc., while
investigators exclude the utilisation of numeric interpretation within studies (Pyo et al.,2023,
p.6). By thoroughly describing and providing in-depth elaboration, researchers provide a quality
amount of knowledge to readers. Qualitative studies are composed of grounded theories,
narrative discussions, case-study-based elaboration, etc. By detailing research knowledge,
readers propose adequate outcomes based on the findings. By presenting a variety of empirical
material, researchers provide a deeper understanding of real-world problems. Qualitative
investigations gather information from participants prior to their experience pertaining to the
research problem being investigated (Roberts.,2020, p.3). By conducting open-ended interviews,
research problems are adequately addressed. By involving participants during the course of an
investigation, a deeper understanding of phenomena is presented. The interview is a time-
consuming approach in comparison to the questionnaire survey method as it is a lengthier
approach to gathering primary data from participants. The appropriate length for conducting
interviews with participants is approximately 45 minutes (Knott et al.,2022, p.5).
Qualitative studies involve identifying particular phenomena and understanding each aspect of
the problem. Qualitative studies are focused on conducting an inquiry into social phenomena
while understanding in-depth knowledge about proposed phenomena (Tomaszewski et al.,2020,
p.3). Qualitative researchers focus on the systematic collection of material by conducting
secondary research studies that can be accessed through publically available sources. Within
qualitative investigation during secondary data collection method primary research investigations
performed by past researchers could be used in the study. By considering topic related research
studies primary research work performed by investigators whom reference would be included in
the study would be appropriate for researchers while investigating on particular research
problem.
Quantitative studies in-contrary are focused on conducting statistical evaluation by using

numeric interpretation (Robson et al.,2022, p.4659). Researchers avoid discussing theories,
concepts, etc.; however, they emphasize addressing objectives by conducting statistical analysis.
By presenting factual results through statistical tests, theories are validated, and the relationship
between variables is predicted. Quantitative investigations are used to measure the extent of the
relationship and impact between factors of the study. Based on graphical illustration and
mathematical representation, quantitative studies provide a detailed overview of collected
primary data (Taherdoost.,2022, p.59). Investigators involve participants while conducting
quantitative studies to gain their opinions about the research problem to explore. Based on
quantitative analysis, statistical evidence is presented within the research findings.
For the current investigation, the researcher has been focusing on inspecting the research
problem by conducting a quantitative study. The rationale for considering the quantitative
approach is to measure the influence of downsizing on surviving employees who are working
within ICRC Yemen. By involving resident employees as participants, a statistical evaluation
will be performed to evaluate the job satisfaction margin. Research investigation though has been
focusing to perform quantitative investigation as researcher would gather primary data by using
survey questionnaire approach however mixed methodology might would be considered in
which researcher would be collecting primary data by using both qualitative and quantitative
research design. Primary data would be gathered from interview technique and survey
questionnaire approach both.
4.5 Research validity and reliability

With question validation chart research objectives of the study have been constructed. Research
objectives are derived from past secondary research studies. Research questions have been
mentioned in the introductory section of the study.
Research questions that are tied to hypothesis statements have been mentioned below:
 Rather downsizing directly influence on workplace dissatisfaction among remaining

workers within ICRC Yemen?
 Do higher employee turnover margin would lead to decrease within employee motivation
ratio for workers in ICRC Yemen?
 Rather laying-off decisions lead to unexpected complexities for firms to maintain
employee retention in future? (Case study on ICRC Yemen).
Based on above mentioned research questions hypothesis statements would be aligned and tested
further within Chapter of data analysis while discussing and testing on each hypothesis statement
of the study.
Investigators have responsibilities to adhere to research validity and manage reliability within a
collection of data sets (Cheung et al.,2023, p.25). The data collection phase requires ethical
implications as gathering information from participants with thorough evaluation would be
adequate. While involving participants during the course of the investigation, it is necessary to
ensure that selected participants fill out data through complete concentration. To obtain valid
primary responses, researchers are needed to ensure that participants fill out each survey
question. Additionally, it is the adequate responsibility of the researcher to elaborate survey
questions to participants to make them knowledgeable about the purpose of the research and
obtain reliable outcomes (Xu et al.,2020, p.5). In addition, while analysing primary data through
statistical methods, i.e. SPSS, etc., it is necessary to obtain reliable results for research purposes.
4.6 Research sample
Including an appropriate set of sample sizes within research studies is necessary to obtain
reliable outcomes for the research (Gumpili & Das.,2022, p.10). To select a sample of
participants from the total population, investigators consider various sampling techniques
appropriate and convenient for the researcher. Selecting an adequate proportion of the sample
from the total population enables the investigator to obtain an optimal amount of outcomes.
4.7 Data collection methods

Collecting datasets within a research investigation is a primary necessity; however, the selection
of appropriate data collection techniques is necessary to gather relevant data for the study. Data
collection methods depend on the research design being selected by the investigator during the
course of the investigation (Pandey & Pandey.,2021, p.2). The data collection method is mainly
distributed into primary, secondary, etc.
4.7.1 Primary data collection method

First-hand data gathered from participants is primary data, which is collected in various ways
depending on the research design being selected. To collect primary data within quantitative
studies, researchers most commonly utilize the survey questionnaire approach (Adeoye‐Olatunde
& Olenik.,2021, p.1362). However, to gather primary data within qualitative investigations, the
interview method is considered.
4.7.1.1 Survey questionnaire method

Survey questionnaires are mostly closed-ended as researchers construct research questions with
closed-ended options. A 5,7-point Likert scale is used within the survey questionnaire to measure
participants' responses (Aybek & Toraman.,2022, p.542). To fill out surveys, both physical and
online approaches are used by the researcher depending on the participant and the researcher’s
own convenience. To gather survey responses online means that Google forms are filled out and
shared with participants via their email addresses.
4.7.2 Secondary data collection method

Secondary data is gathered through authentic secondary sources, i.e. Google Scholar, Science
Direct, etc., as published data gathered represent secondary data (Orsini et al.,2020, p.1131). To
extract secondary data, considering an authentic secondary database is necessary for research
studies as it is adequate for investigators to identify authentic secondary sources to extract
relevant secondary information to include within research studies (Baldwin et al.,2022, p.3). The
researcher excludes participants while collecting secondary data. Additionally, scientific data
gathered within controlled labs through experimental observations demonstrate secondary data.
4.7.3 The data collection method used

For the current study, primary data collection has been used to gather participants' information.
A 5-point Likert scale closed-ended questionnaire would be considered by the investigator.
4.8 Ethical Issues

Managing ethical implications within research studies is a primary responsibility for researchers
to consider. Consider ethical issues requiring investigators to adhere to transparent decisions,
avoiding misconduct (Paruzel-Czachura et al.,2021, p.382). Selection of research participants
might lead to researcher bias within qualitative studies as to consider relevant respondents
investigator might consider random sampling technique for considering accurate sample size for
the study.
In contrast, managing participants' information is an adequate ethical duty for research during the
course of an investigation. While including human subjects, it is necessary to maintain
confidentiality towards the personal information of respondents. Additionally, by considering
their informed consent, the researcher ensures their authorization while involving them in
research studies (Millum & Bromwich.,2021, p.52).
To consider their informed consent, researchers provide ethical consent forms to gain approval
from a sample of participants who were involved in an investigation. In addition, it is an ethical
necessity to ensure that participants can withdraw their information from the study anytime they
feel uncomfortable (Fernandez.,2020, p.842). Additionally, it is the researcher’s responsibility to
inform participants about the purpose of the study and the area of research where to include
participants' responses.
To preserve primary data collected from participants, password-protected USB devices, which
are comprised of encrypted folders, need to be used to avoid external interference (Hurst.,2023,
p.2). Additionally, secured responses can be preserved on password-protected laptops. Providing
data security is necessary and has a primary role within ethical obligations. In addition,
researchers need to ensure that the collected dataset is discarded immediately as the purpose of
the research is accomplished.
To maintain ethical implications within qualitative studies, it is necessary to gather interviews

from participants. Organizing a physical setting, i.e. infrastructure, etc., is an adequate necessity
while conducting interviews with participants (Husband.,2020, p.5). Conducting interviews
individually for each participant would enable the complete privacy of the respondents involved
to be accommodated. For recording participants' interviews, audio/video devices are needed to be
used for recording complete interview sessions. Ethical permission must be obtained from
selected participants to record participants' interviews. To preserve interviews recorded through
digital devices, passwords and protected flash drives need to be used to avoid data theft (Knott et
al.,2022, p.9). To provide privacy to respondents, their identities needed to be maintained
anonymous during the course of an investigation.
Additionally, maintaining ethical implications while collecting secondary data is necessary

within qualitative investigations. Extracting published secondary data using authentic secondary
sources is an adequate necessity within research studies to manage (Mazhar et al.,2021, p.9). To
maintain validity within research studies, secondary data published on a secondary database
needs to be extracted within the last five years, as research articles from the previous five years
need to be excluded. To obtain relevant published secondary data, authentic secondary sources,
including Google Scholar, Scopus, Elsevier, Web of Science, etc., need to be considered, and
they should be recognized as authentic publically available secondary sources (Pranckutė.,2021,
p.3).
4.9 Data Analysis

Researchers use various data analysis techniques to analyse the collected data set while
examining the objectives of the study. Within quantitative studies, primary data collected
through a survey questionnaire approach is further analysed through SPSS software (Roni &
Djajadikerta.,2021, p.2). By conducting statistical tests, numerical interpretation is presented
within the findings section.
Additionally, academic scholars consider thematic analysis to analyse primary data collected
within qualitative studies (Xu & Zammit.,2020, p.7). Based on interviews collected from
participants, common themes are formed, which are further discussed in the study. In addition,
within qualitative studies, secondary data collected is analysed through content analysis.
For the current study, primary data collected through survey questionnaires will be analyzed
using SPSS software. Statistical tests used within SPSS for the investigation would include
reliability, frequency test, descriptive statistics, correlation, and regression.
4.10 Conclusion
Research investigation will be examined through quantitative research design to explore the
influence of downsizing decisions on the remaining workers' satisfaction level while inspecting
ICRC Yemen’s workforce. Additionally, with interpretivism philosophy, the researcher would
examine insightful knowledge by involving employees of ICRC. Further, with a deductive
research approach, relevant past social theories would be examined to gain meaningful
knowledge about the objectives of the study. With the primary data collection method, the
researcher would gather participants' responses for the current investigation. By using a 5-point
Likert scale questionnaire survey technique, closed-ended responses will be gathered from
participants. Researchers normally consider measurement scale while investigating through
survey closed-ended questionnaire approach. Difference within measurement scale lies within
quantity of measurement options that would be available. For i.e. within 5 point Likert scale
researcher would consider measurement options including strongly agree, agree, neutral,
disagree, strongly disagree. Whereas within 3 point likert scale investigator might utilize agree,
neutral, disagree. For the data analysis approach, SPSS software is used to obtain statistical
results for the study.
5 Results and Findings
Please note, a full final draft, originally due no later than the 20th needs to be submitted within
three days to ensure you have time for any final revisions before posting the final dissertation
which is due on 30 April.
---5206 counted words.
 Where is the data analysis within and across the demographic data at the question
and hypothesis levels?
 Where is the chart that aligns the questions to the hypothesis statements? This is
usually accomplished via the question validation chart which is not included in this
discussion.
 Where is the comparison between the statistics of this study and the statistics of the
literature from Chapter 2? This goes to the issue of validity and critical analysis of
both.
NOTE: where are the cultural alignment analysis charts to the industry culture of
this study? Normally, Hofstede is the model used.
 The key question in this chapter to be addressed continually is “what is the

relevance” to the study and in comparison, with the relevance tied to the current
research literature.
 Shifting this chapters to technical writing style would be beneficial but the statistical
support for the recommendations from both or either the data analytics in Chapter
4 or the literature analysed in Chapter 2 were not included. When these are missing,
the content is viewed as opinion.
Let me know if you have questions. Cheers, Dr H
5.1 Introduction to the study

This study delivered to the thein fencer of the downsizing decision on the remaining worker's
satisfaction level at IRCR Yemen. This study was designed for the employed to explore the
relationship between the downsizing decision and the job satisfaction of surviving employees at
IRCR Yemen. This study constructed a closed-ended question that was answered to gather the
data. Some analyses also considered the downsizing decision based on the remaining workers'
satisfaction to achieve the goals. By investigating and producing a distinctive output that is
fundamental to the research technique, the test was run using SPSS in this chapter: correlation,
descriptive statistics, regression, frequency, and reliability test.
5.2 Analysis of response

5.2.1 Frequency Table
The Frequency table thesis is used in SPSS, which explored the occurrence of the participant
respondent as the frequency evaluation which has been performance to the demographic factor
mentioned in the table illustrated below:
5.2.1.1 Section 1: Background

Section:1 of the study demonstrate demographic data of the participants within data analysis
phase
Table:1 Demographic information
A variety of lengths of service of ICRC Yemen's staff at hand, where the majority of 65% has
worked 4 to 6 years. This verifies that a fair number of staff with a considerable tenure in the
company, including those who have been through transformational events, are present. The
category of employees with 1-3 years of job tenure of the respondents has a share of 27.2%. It
comprises the new employees and those who joined earlier before the recent restructuring. The
people with 10 years and more in service is 11.7% constitute individuals who could possess the
institutional knowledge that ensure transfer from one dispensation to another. The analysis of
how pay cuts relate to the job satisfaction of all categories of workers can provide valuable clues
to the well-required improvements that the organization needs to increase resilience and
employee morale.
Table:2 Demographic information
The current role in ICRC Yemen, as the largest share of 50.5% is made up of support roles, and
operational roles occupy a less noticeable 31.1 % of the areas. - According to the data, the
manager cadre constitutes 14.6%, and thus, it is evident that there is a hierarchical system.
Externalization methods may adversely reflect worker satisfaction in different ways, e.g. the
occupational force could face a further increase in workload, and the support team might get
anxious because of staff cuts. Realizing how downsizing influences job satisfaction in each role
category representation is vital for developing appropriate measures to cushion complaints and
maintaining organization prioritization in reorganization.
5.2.1.2 Section 2: Downsizing Perspectives
Table:3 Downsizing perceptions
The extent of the agreed fairness of the current downsizing process at the ICRC Yemen sheds
light on various agendas concerning the existing downsizing process at the branch in Yemen.
Opposite results are disclosed. According to 24.3 % of employees, the policy is fair, and 4.9 %
strongly believe it to be fair. However, 25.2 % of employees feel the policy is unjust, and 7.8 %
strongly disagree. Many people still opt for the neutral side of 37.9%. These feelings form the
basis of a severe disagreement between the employees, possibly due to doubts about
transparency, honesty or the basis of the selection of downsizing. Overcoming such perceptions
is essential to minimize career changes and boost employee job satisfaction during organizational
change.

On asking for reasoning and the justification behind the downsizing process, communicating the
explanation behind ICRC Yemen's downsizing procedure to all employees to increase their
awareness. 42.7% of polled people say they feel just moderately informed 41.,7% are more well-
informed, and 10.7% believe it's their knowledge level. Of course, society needs to be more
cohesive: 4.9% of respondents answered yes, which does not inform us at all. Thus, there is a
need for further management clearance and disclosure objectives regarding the reasons and
evidence for reducing the workforce. The decreased information may result in unrest and anxiety
that influence working conditions, consequently generating low job satisfaction and morale. The
point of importance is the open and understandable media, which are fundamental to overcoming
difficulties and preserving confidence in critical moments of transition in an organization.

When asking about clear communication regarding the downsizing process, it needs to account
for mixed opinions regarding the clarity level of communication concerning the downsizing
strategy of ICRC Yemen. On the one hand, there appears to be an almost equal consensus of
44.7% and 11.7% regarding the level of clarity of the passage; at the same time, about a third of
respondents, or 35%, find the passage somewhat unclear. The respondents to this particular
survey have equally agreed with such statements that 8.7% have expressed wavering confidence
in the communication's clarity level. This implies the necessity of modern management that can
communicate more effectively and transparently with employees during downsizing. The goal of
clear and concise communication can reduce employees' uncertainty and anxiety levels and, in
the end, would be helpful in employee job satisfaction.
On asking about the option below and the level of support offered to employees due to the
downsizing process, which varied according to the perception of the EC to support employee
loyalty due to the ICRC Yemen, While 46.6% view the supported 7.8% rate as excellent too, a
substantial portion of 37.9% perceived minimal support, and 7.8 % felt no support they offered.
This consideration noted significant gaps in the meeting of employees to the department during
the challenging transition. It is adequate to maintain morale and job satisfaction. It adequately
supports cuisine for making does amidst uncertainty. It addresses areas where support for the
perceived absence could help mitigate adverse impacts on employee well-being and national
effectiveness due to the downsizing process.
5.2.1.3 Section 3: Downsizing Strategies and Job Satisfaction

Table:7 Downsizing strategies and job satisfaction
When asked about the impact downsizing has imposed on workers' job satisfaction while
working in ICRC Yemen, respective viewpoints have been collected, which have been
mentioned in the table above. 38 participants mentioned that their job motivation margin would
‘somewhat reduce’ due to laying off a decision. It describes the negative impact downsizing has
on workers' job satisfaction ratio. 31 participants responded that there would be ‘no noticeable
impact’ due to downsizing towards workplace motivation among employees. It indicates that
dedicated workers would perform irrespective of higher job laying off performed by employers.
Additionally, 14 participants mentioned that their job satisfaction would ‘significantly decrease,’
indicating lower motivation to perform tasks while performing with a lower proportion of
workers.
A reduced workforce would have a higher workplace burden and a lower dedication to
consistently performing at their respective job designations. Organizations in which employee
downsizing is undertaken by firm management would lead to higher job dissatisfaction among
remaining workers within an organizational setting. When 17 other participants were asked, they
responded that ‘somewhat increased denotes a higher level of workplace engagement by other
workers during both pre- and post-downsizing phases. Increased motivation would positively
influence workplace retention among surviving employees within a workplace setting. However,
downsizing mostly has a negative impact on workplace motivation. However, it is evident from
participants' responses that the majority of the workforce is highly dissatisfied due to increased
laying-off decisions; however, a lower proportion of staff would remain satisfied.
When asked about the impact of restructuring towards reskilling dimensions and adjusting
workload, it would have an impact on the workplace satisfaction rate for the remaining group of
workers within ICRC Yemen. Rather, restructuring the workplace setting would have any
adverse influence on job satisfaction among surviving employees 38 participants responded that
a ‘moderately effective’ impact has been towards job motivation due to reskilling tactics utilized
by operational managers. To adjust the workload on surviving workers, it has been mostly
observed that increased burdens have been imposed on employees, leading to higher
dissatisfaction. Though organizations that adopt restructuring decisions to construct reskill
among remaining workers practice the operational strategy with the aim to enhance operational
productivity, it would have a negative influence on the majority of remaining workers, leading to
higher job turnover.
34 participants mentioned that it would be ‘somewhat ineffective’ due to increased workload

with additional reskilling strategies utilized by operational managers. A higher level of
demotivation would be achieved among workers who have higher job responsibilities. 16
respondents mentioned that restructuring would be ‘quite effective’ and would have a negative
impact on the job satisfaction ratio. Workers are able to improve their level of knowledge,
expertise, and skills with reskilling practices performed by operational managers across
workplace settings. Employees value training and reskilling activities undertaken across firms, as
it is evident from workers of ICRC Yemen that higher job motivation and satisfaction can be
achieved through reskilling and training practices.
13 respondents mentioned that reskilling tactics would be ‘not effective at all,’ indicating that
though training sessions are purposefully performed to improve skills among the surviving
workforce, they would lead to a higher workload on remaining employees within an
organizational setting. Thence, it is evident from participants' responses that the majority of
workers value reskilling tactics performed by firms with the aim to improve capabilities among
surviving employees. Skill development and capability enhancement would lead to increased
productivity and satisfaction within the remaining group of workers. However, other groups of
workers mentioned an ineffective approach executed by ICRC Yemen to adjust the workload,
which would lead to higher workplace dissatisfaction.
While asked about how effectively downsizing dimensions have been adjusted with core ethical
values within ICRC Yemen pertaining to impartiality, neutrality, and humanity, 50 respondents
mentioned ‘neutral,’ representing that both favorable and non-supportive ethical dimensions
have been maintained. Within the employee downsizing phase, transparent laying would have
been undertaken as underperforming staff had been downsized from the organization's operation.
Fair downsizing would lead to an effective adherence to ethical values within an operational
setting. 22 participants mentioned ‘somewhat misaligned,’ denoting that on many occasions,
operational managers at ICRC Yemen have undertaken unfair decisions regarding employee
laying off, leading to higher job dissatisfaction among surviving workers. It denotes that non-
supportive decisions to retain or downsize practiced by human resource managers within ICRC
Yemen have been a primary factor leading to dissatisfaction due to adverse implications to
ethical practices.
18 participants mentioned ‘somewhat aligned,’ describing that, to some extent, operational

policies related to workers' downsizing are favorably practiced by managers within ICRC
corporation. 8 participants mentioned ‘very well aligned,’ demonstrating that workplace policies
have been adequately well-managed. By adopting ethical dimensions, strategic management at
ICRC Yemen undertakes supportive decisions as justified layoff practices have been adopted.
Additionally, 5 participants responded that they were ‘not aligned at all,’ demonstrating that
unfair downsizing had been performed, which led to dissatisfaction among the remaining group
of employees.
While asked about the impact of downsizing on the level of commitment and motivation margin
among a remaining group of employees during their working across ICRC Yemen, 50
participants responded in ‘neutral impact,’ prescribing that they have been performing
consistently regardless of increased downsizing decisions undertaken by operational managers. It
denotes that employees in ICRC Yemen have continued to work at their respective job
designations with motivation, as no significant impact has occurred due to the downsizing of the
remaining group of the workforce. 22 respondents further mentioned that a ‘somewhat increase’
in their level of workplace commitment had been achieved due to laying off decisions
undertaken by human resource managers in ICRC Yemen. This indicates that employees are
highly demotivated due to operational decisions made by organizational managers in ICRC
Yemen.
Higher job dissatisfaction would occur among surviving employees due to downsizing tactics
undertaken by workers within organizational settings. 17 participants responded that they
‘somewhat increased’ their level of performance as career-oriented workers, and employees with
higher levels of dedication have been able to deliver their productivity regardless of operational
challenges. Though downsizing is predicted to be a non-supportive decision for surviving
employees, dedicated workers have the capabilities to perform consistently, irrespective of non-
supportive dimensions.
7 participants further mentioned that ‘significantly decreased’ their level of commitment to

perform at their respective job positions. Decreased motivation and lower workplace
commitment have been identified among surviving workers due to laying decisions. Due to
employee bonding and a higher level of engagement, it would have an impact on surviving
employees. Workers' level of dedication might be within teams/groups, which would have been
diminished with layoff strategies undertaken by management at ICRC Yemen. Thence, it is
evident from participants' responses that downsizing would have an adverse impact on the
motivation ratio among the surviving group of workers.
5.2.1.4 Section 4: Post-Downsizing Support
Table:11 Post Downsizing support

When asked about the role of counseling and career development assistance provided at ICRC
Yemen to a surviving group of workers, 46 participants responded in ‘neutral,’ denoting that no
significant impact has occurred due to career counseling or career development initiatives
undertaken by operational managers at the post-downsizing phase. Participants mentioned no
accessibility has been achieved for workers who value enhancing their careers. Additionally, 28
participants responded that it is ‘somewhat difficult to access’ as the remaining group of workers
are more pressurized while performing with an increased ratio of responsibilities at respective
job designation. Thence, organizations avoid valuing and delivering career-oriented
opportunities; however, they prefer to increase the workload on surviving groups of employees.
20 participants stated that it would be ‘quite easy to access’ career-oriented opportunities and
counseling meetings conducted by ICRC Yemen. According to participants, employees are
encouraged to participate and perform towards organizational goals while promoting workers to
adopt careers that are parallel to their skills and capabilities. It is evident from participants'
responses that for a majority of workers, it would not be quite accessible to obtain career growth
opportunities and undertake career counselling directions.

While asked about how effectively workers have utilized post-downsizing support provided by
operational managers in terms of resources, 35 participants responded that they have ‘minimally
utilized’ resources offered within ICRC Yemen. It indicates that employees with the necessary
skills have been able to perform their tasks regardless of the resources that they would have
utilized. 32 participants mentioned that they ‘moderately utilized,’ denoting that workers who
were in need of operational resources have been able to utilize them to improve their
performance margin.
Additionally, 34 participants mentioned that they were ‘not at all utilized’ while performing at
their respective job designations. It indicates that experienced workers with certain capabilities
have been able to perform their tasks regardless of utilizing operational resources. It is evident
from participants that the majority of employees prioritized not to utilize resources while
working during a post-downsizing phase.

When asked about the significance of post-downsizing resources towards their level of job
satisfaction, 32 participants mentioned ‘moderately impactful,’ which denotes a medium level of
impact due to supportive resources being used within an organizational setting. Higher
workplace engagement and improved employee involvement would be achieved through
resources. Additionally, 28 participants stated that ‘somewhat impactful’ represents that
organizational resources would have a minimal amount of impact on workers' level of
engagement and their job satisfaction margin. Additionally, it would support employees in
adequately adjusting within the restructuring phase. Workers in ICRC Yemen can avail
themselves of resources to improve their performance margin while performing at their
respective job designations.
In addition, 21 respondents replied with ‘quite impactful,’ representing that it would be effective
to utilize resources while performing tasks during a post-downsizing phase. Increased
performance and higher satisfaction have been achieved among the remaining group of workers
within ICRC Yemen based on sustained utilization of resources. 17 participants stated that a ‘not
impactful at all’ higher level of disengagement within the post-downsizing phase would have no
corresponding impact due to resource utilization. Due to a lower level of workplace engagement
among surviving employees, participants mentioned that utilizing resources would not have any
sustainable influence on their level of productivity. Thence, it is evident from participants'
responses that for a majority of workers within ICRC Yemen, resources are not quite an
impactful source of workplace engagement and satisfaction.
5.2.2 Descriptive statistics
A descriptive statistics test provides an overview regarding average mean values obtained based
on the responses of participants. Based on the measured Likert scale, responses obtained for each
of the survey questions are interpreted through descriptive statistics. Providing average mean
values pertaining to the corresponding measurement scale table to mean values provide
participants' responses respectively. Additionally, standard deviation prescribes the dispersion of
the data set from mean values. Lower values of standard deviation denote that the dataset is
clustered across mean values; however, higher values indicate participants' responses are spread
out.
Table:14 Descriptive statistics
Descriptive Statistics
N Minimum Maximum Mean Std. Deviation
1. How long have you been 103 1 5 3.14 1.010

working for ICRC Yemen?
2. What is your current role at the 103 1 4 1.91 .781
ICRC Yemen?
3. To what extent do you agree 103 1 5 2.93 1.003
with the fairness of the current
downsizing process at ICRC
Yemen?
4. How informed were you about 103 1 4 2.58 .748
the reasoning and justification
behind the downsizing process?
5. How clear was the 103 1 4 2.59 .810
communication regarding the
downsizing process?
6. Choose from the options below 103 1 4 2.54 .751
and rate the level of support
offered to employees during the
downsizing process:
7. To what extent do you believe 103 1 5 2.58 1.015
downsizing has influenced your
overall job satisfaction at ICRC
Yemen?
8. How effective were the 103 1 5 2.61 .962
implemented downsizing
strategies as an illustration of
reskilling work opportunities, and
adjusting workload in alleviating
negative impacts on your work
satisfaction?
9. In your opinion and experience, 103 1 5 3.02 .950
how well aligned were the
downsizing strategies with ICRC
Yemen's core values of humanity,
neutrality, and impartiality?
10. How has the downsizing 103 1 5 2.95 .964
process affected your
commitment and motivation
towards your work at ICRC
Yemen?
11. How accessible are the post- 103 1 4 2.75 .871
downsizing support resources
offered by ICRC Yemen such as
counselling and career
development assistance?
12. To what extent have you 103 1 4 2.02 .852
utilized the available post-
downsizing support resources?
13. How Influential have the 103 1 5 2.70 1.119
utilized post-downsizing support
resources been for enhancing
your job satisfaction and
adjustment to new change
management?
Valid N (listwise) 103
The above table indicates average mean values in the second last column, denoting the average
ratio of responses for participants corresponding to the measurement scale. The average mean
values are mostly between the range of 2.5 and 3, demonstrating the average responses of
participants. Additionally, the right-hand side column of the table denotes values of standard
deviation corresponding to mean values, as shown in the table. It is evident from the table that
each of the values of standard deviation is lower than the average mean value obtained for each
of the survey questions. It denotes that data is clustered across the mean values of the study.
5.2.3 Correlation test

Correlation tests are conducted within SPSS to predict the extent of the relationship between
each independent variable and dependent variable (shown in the appendix). Investigators
examine the direction and magnitude among variables by using a correlation test. The value of
the Pearson correlation coefficient lies between -1 and 1. Values that are in-between 0.5 to 1
denote a higher degree of correlation between variables of the study. In contrast, the investigated
correlation between independent variable downsizing perceptions with dependent variable
downsizing strategies and job satisfaction corresponding values of Pearson correlation
coefficient have been measured and mentioned in the table of the study as illustrated in the 3 rd
row and 9th column of the table, which is calculated to be 0.537 representing moderate level of
correlation between both variables of the study.
Additionally, while inspecting the value of Pearson correlation coefficient between independent
variable post-downsizing support with dependent variable downsizing strategies and job
satisfaction calculated value as shown in the figure within the 11 th row and 10th column, which is
0.347 representing lower degree of correlation between variables of the study. Additionally,
another value of Pearson correlation for independent variable post-downsizing support with its
corresponding value for dependent variable downsizing strategies and job satisfaction mentioned
in the 13th row and 11th column of the table has been calculated to be 0.474, which is lower than
the threshold value denoting the lower degree of correlation between independent with
dependent variable of the study.
The calculated value of significance (2-tailed) to identify the correlation between dependent and
independent variables of the study as outlined within the 7 th row and 3rd column of the table,
which is calculated to be 0.010, denoting that value of significance (2-tailed) is lower than the
threshold value of significance demonstrating that there exists a significant correlation between
independent variable downsizing perceptions and dependent variable downsizing strategies and
job satisfaction. Additionally, while examined, as mentioned in the 10 th row and 3rd column of
the table, the calculated value of significance (2-tailed) is 0.00, which is lower than the threshold
value of significance p-value, demonstrating a significant correlation between both variables of
the study.
Further, while examining the correlation between independent variable post-downsizing support
with dependent variable downsizing strategies and job satisfaction, calculated values are
highlighted within the table of the study. As mentioned within the 11 th row and 9th column of the
correlation table, the calculated value of significance (2-tailed) is 0.00, which is lower than the
threshold value of significance (p-value = 0.05). Additionally, as mentioned within the 12 th row
and 8th column of the table, the calculated corresponding value is 0.005, which is lower than a
threshold value of significance, indicating a significant correlation between both variables of the
study.
Table:15 Model Summary
Model summary within the regression table is used to predict the strength of the relationship
between each independent variable and with dependent variable of the study. Additionally, it
identifies linear correlations between variables. The value of R denotes the correlation among
predicted values of both independent and dependent variables of the study. The value of R within
the model summary is used to predict the strength of the relationship among variables. The
calculated value of R, which has been described in the model summary, is 0.763, representing
linearity between the relationship of independent and dependent variables of the study,
respectively.
Additionally, R square values range between 0 and 1, as values that are higher indicate a
sustainable relationship between the independent and dependent variables of the study. The
calculated value of R square, as mentioned in the table, is 0.582, denoting a medium level of
linear relationship among variables of the study.
Table:16 Anova Test
Anova table in regression analysis is utilized to examine the extent of correlation between each
of the independent variables and the dependent variable of the study. The value of significance in
the table indicates the p-value, which is required to be lower than 0.05, which is the alpha value.
The calculated value of p, as calculated in the table, is 0.00, which is lower than the threshold
value of significance. Thence, it indicates that there exists enough evidence to reject the null
hypothesis statement. Further, the value of f calculated within the ANOVA table that describes
mean values is different as a value calculated is mentioned in the table, which is 34.122, which
denotes that there exists enough evidence to reject the null hypothesis statement of the study.
Table:17 Table of coefficients
The table of coefficients predicts the tendency of relationships among variables. Values
predicted within the table of coefficients describe the extent of magnitude and direction. Values
calculated within unstandardized coefficients B determine slope formation and direction of the
relationship between the independent and dependent variables of the study. For the independent
variable, i.e., downsizing perceptions, etc., calculated value B is 0.328, which denotes that 1 unit
of increase in the independent variable would bring about 0.328 units of increase within the
dependent variable, i.e., downsizing strategies and job satisfaction. Additionally, for the
independent variable, i.e., post-downsizing support, etc., the calculated value of B is 0.272,
which denotes that 1 unit of increase in the independent variable would bring about 0.272 units
of increase in the dependent variable, i.e., downsizing strategies and job satisfaction.
The value of significance, as demonstrated in the table above, predicts a correlation between the
independent and dependent variables of the study. For independent variables, i.e., downsizing
perceptions, etc., the calculated value of significance is 0.009, which is lower than the threshold
value of p = 0.05, indicating that there is enough evidence to reject the null hypothesis statement.
Additionally, for independent variables, i.e., post-downsizing support, etc., the calculated value
of significance is 0.011, which is less than the threshold value, denoting that there is enough
evidence to reject the null hypothesis statement.
5.3 Interpretation and Discussion of results
1.1.1 Perceived Fairness in Downsizing
ICRC Yemen personnel disagree on the fairness of the downsizing procedure as some
(29.2%) only think it is fair while others (32.7%) think it is unjust and 37.9% are neutral,
collectively these quantitative insights displayed organisational disagreement, suggesting
transparency, honesty and selection concerns. In compliance according to certain other research
studies with similar sort of outcomes further supported these particular findings by emphasising
over the significance of perceived fairness in downsizing as Fan et al. (2023, p.14) found that
procedural fairness influenced employee attitudes to reduction and also found that unjust
downsizing hindered employee trust, commitment and organisational citizenship. In addition to
this Liang & Ma (2020, p.184) also elaborated that procedural justice, interpersonal treatment
and informational justice actually affect the perceived fairness, which is supported by the study's
focus on transparency and honesty questions hence when downsizing processes lack these
features, employees sense unfairness and organisational friction increases.
Moreover, in order to reduce the negative effects of perceived injustice in downsizing,

organisations should prioritise openness, communication and employee participation because the
inclusion of employees in the process of decision-making and explaining downsizing choices
improved fairness. Similarly, organisational leaders should also apply downsizing criteria
consistently and fairly to avoid seeming biased and unfair as employees feel heard and valued,
open communication and criticism would promote procedural fairness (Kim, 2022, p.1035).
Additionally, downsizing required building trust and support under which Frone & Blais (2020,
p.719) found that organisational support reduced the negative impacts of downsizing on
employee morale and well-being while offering retraining, career counselling and outplacement
services displayed support for employees and improves organisational image. Contrary to this
some scholarly studies contradicted the idea of justice in downsizing, contrary to popular belief
as Tilmes (2022) found that fairness measures are shaped by personal experiences rather than
objective standards under which what one person considered fair, another would consider unjust,
implying that ICRC Yemen's polarised replies potentially represented varied interpretations
rather than underlying justice or unfairness. On the other hand, downsizing frequently possessed
detrimental effects independent of fairness as downsizing upset organisational stability, trust and
morale, regardless of justice and thus, even if employees think downsizing is fair, it would cause
discontent and disengagement (Lewis, 2021). In compliance to this distributive and interactional
justice influenced fairness views beyond procedural justice as beyond procedural openness,
fairness considerations included severance payments, communication strategies and employee
treatment during downsizing therefore even if the process seems fair, underlying discrepancies in
outcomes or treatment accompanied sense of unfairness (McLachlan.,2022, p.32)
Along with that ICRC Yemen's conflicting insights highlighted the difficulties of fairness
perceptions during downsizing under which organisations must recognise fairness's complexity
and handle its many interpretations because fairness is subjective, thus this demanded a
sophisticated strategy that communicates with workers to hear their issues and opinions. On this
account via communication, support, and openness, organisations would limit downsizing's
harmful effects as Frone & Blais (2020) found that organisations that explain downsizing
decisions, provide support for affected employees and show empathy with respect reduced
feelings of injustice and the impact of downsizing on employee morale. In this manner the study
on fairness perceptions in downsizing at ICRC Yemen revealed the complexities of
organisational restructuring and diverse perspectives as academic research disputed the idea that
fairness perceptions influenced employee behaviour or organisational performance and instead,
they emphasised over fairness's subjectivity and the many elements that shaped views.
Additionally to reconcile conflicting fairness views, organisations required to embrace multiple
viewpoints, prioritise communication and assistance and address root causes because these
measures would help organisations like ICRC create a more welcoming and supportive
atmosphere during transition and uncertainty. Collectively the research on downsizing at ICRC
Yemen illustrated the issues of organisational restructuring and its fairness while critically
evaluating the data in light of academic literature established that fairness perceptions influenced
employee emotions and organisational outcomes during downsizing. In line to this organisation
must prioritise openness, communication, employee engagement and employee well-being to
make downsizing more pleasant and equitable as these approaches would help organisations
downsize with integrity, reduced employee unhappiness and elevation of resilience.
1.1.2 Informed Reasoning and Justifications

Effective downsizing required transparency and communication as the survey found
various levels of employee awareness of the reduction process at ICRC Yemen under which a
major number (41.7%) consider themselves well-informed, while a large portion (42.7%) feel
fairly informed, showing opportunity for development however only 10.7% think their expertise
is enough but 4.9% of replies were unclear, suggesting inefficient communication mechanisms or
information transmission. On this account the results of the current study aligned with various
credible literature studies published on organisational behaviour and change management,
emphasising the significance of openness and information sharing throughout transitions under
which Lai et al. (2023) found that information transparency-built trust, reduced uncertainty and
elevated employee participation throughout transition. On the other hand Peng et al. (2023,
p.1016) also elaborated that procedural and information fairness influenced employee attitudes to
organisational change while mistrust, anxiety, and work dissatisfaction resulted from biased or
incomplete information sharing therefore open and honest communication led to smoother
transitions and improved staff morale. In compliance to this to solve information disclosure gaps,
organisations required to prioritise proactive communication and openness as employee
participation in decision-making and regular information on organisational changes improved
procedural justice and fairness (Tsai & Yen.,2020, p.1925).
Moreover organisations should clearly and completely disclose information to meet

workers' concerns and queries as Eze et al. (2021, p.62) found that two-way communication
channels allowed workers to voice their opinions and ask questions about organisational choices.
Additionally organisations would also use town hall meetings, newsletters, intranet portals
followed by one-on-one talks to spread knowledge because Miller et al. (2020) already
emphasised over the necessity for numerous communication channels to suit diverse employee
preferences and enable widespread comprehension of organisational changes.
In this manner collectively, the information disclosure at ICRC Yemen highlighted the
importance of openness and communication in promoting organisational transformation because
critically assessing these outcomes in light of academic research illustrated that good information
sharing during downsizing build trust, reduced uncertainty and increased employee morale. On
this account the ICRC must prioritise two-way interaction, proactive communication and trust
and openness to close knowledge gaps and raise employee understanding because these measures
help organisations manage downsizing and reduce staff morale strain.
5.4 Hypothesis testing
5.4.1 Hypothesis statements and acceptance region
Table:18 Hypothesis acceptance region
Hypothesis Statement Accepted/rejected
H1 Perceived Fairness will have a positive impact Rejected
on Job Satisfaction after the downsizing of the
Remaining Employees at ICRC.
H2 Communication Effectiveness will have a Accepted
positive impact on Job Satisfaction after the
downsizing of the Remaining Employees at
ICRC.
Based on the results of the regression table based on values calculated for a table of coefficients,
corresponding justifications have been achieved regarding hypothesis acceptance and rejection.
The value of significance calculated for perceived fairness, as illustrated in the table, is 0.54,
which is higher than a threshold value, demonstrating that there exists not enough evidence to
reject the null hypothesis statement. Thence, an alternative statement would be rejected, showing
that there exists no significant relationship between perceived fairness and job satisfaction after
downsizing among the remaining employees of ICRC.
Additionally, the calculated value of significance based on a table of coefficients for

communication effectiveness calculated to be 0.009, which is lower than a threshold value of p =
0.05, representing that there exists enough evidence to reject the null hypothesis statement.
Thence, there exists enough evidence showing that there is a significant correlation between
communication effectiveness and job satisfaction. Based on the statistical results of the study
obtained by conducting regression analysis, it is evident that hypothesis statement no:1 is
rejected; however, hypothesis statement no:2 has been accepted based on values of significance.
The section of literature has discussed and provided statistical data while conducted investigation
on nurses in Norwegian as it is evident from the literature studies that with higher reduction
through downsizing among employees lead to 6% of sickness with absenteeism margin among
female staff with 13% of workers identified whom prefer not to return back to their jobs. While
relating literature statistics with statistical data obtained through quantitative analysis while
examining values of mean obtained within descrpitve statistics test. As value of mean obtained
for while examining how influential downsizing could be towards employees job satisfaction
margin calculated value is 2.58 demonstrating that employee satisfaction margin has been
reduced during post-downsizing phase leading to higher absenteeism and sickness among
remaining employees.
5.5 Reliability of scales

Estimating the reliability of the data set is the process of testing values by calculating the
accuracy and precision that were reached based on calculated reliability values. The subject of
research ensures that participants' data sources are ready for additional assessment. The
reliability standard equals 0.755. Thus, values considered 0.7 depict a higher level of reliability
and represent higher accuracy within the data.
Table:19 Reliability test
The above figure denoted the calculated reliability value, measured in a 0.77,5-denoting dataset
with high performance for further statistical tests.
5.6 Conclusion
Based on the statistical results of the study achieved by analyzing participants' responses through
SPSS software, the extent of correlation between the independent and dependent variables of the
study has been calculated. By performing statistical tests, including reliability, descriptive
statistics, correlation, and regression, the investigator has provided factual knowledge by
presenting statistical evidence with various tests. Based on the research findings of the study,
hypothesis statements have been accepted and rejected based on results obtained through
regression tests.
6 Chapter:5 Conclusions, recommendations and Limitations
6.1 Conclusion
The current investigation explores valuable insights regarding the impact of downsizing on job
satisfaction margin among surviving employees with a case study analysis on ICRC Yemen. The
study delves into an in-depth understanding by exploring the introductory section of the study,
providing knowledge regarding how influential layout within organizations could be towards
employee motivation. It has been noted while discussing literature studies that surviving
employees have higher job burdens that lead to increased mental stress while negatively
influencing their efficiencies. The rationale of the study has been achieved as the critical
discussion has been presented within the literature review regarding how challenging the post-
downsizing phase would have been for surviving group of workers.
Studies have been discussed within the introductory section pertaining to organizations that have
undertaken downsizing strategies. It has been identified that downsizing decisions lead to further
turnover margin among surviving groups of employees due to job insecurity concerns. Academic
scholars have predicted that downsizing has an adverse influence on the level of trust among
employees towards management. Job insecurity has been predicted as a major outcome due to
downsizing, creating concerns for remaining workers. Lower levels of employee productivity,
decrease in workers' morale, and reduction in workplace engagement are considerable factors
identified based on downsizing strategies considered by employers within organizations.
The section of literature discussed health outcomes due to downsizing among surviving groups
of employees who work within a firm. Varied literature studies have been investigated, which
have discussed adverse health outcomes due to downsizing practices. A higher rate of
absenteeism due to sickness has been observed among the remaining group of employees.
Scholars have discussed small-scale firms regarding the negative impact due to higher levels of
absenteeism among the remaining group of employees. With the lower proportion of the
workforce within SMEs, downsizing tactics lead to a reduced workforce. With higher
absenteeism, decreased organizational productivity would be examined during the post-
downsizing phase.
A higher level of sickness and absenteeism rate has been identified among surviving workers,
including female staff. The literature section has enclosed various studies conducted in different
regions, including Norwegian, Finland, and Chile, while elaborating on higher absenteeism
among surviving workers during the post-downsizing period. Additionally, long-lasting health
challenges occur among staff due to increased job responsibilities and working burdens. A higher
workload is directly proportional to a lower level of satisfaction. Front-line workers who have
been investigated to be majorly impacted due to health complications who work across various
sectors.
Further literature studies have discussed the rationale for downsizing decisions that took place
within organizations. Restructuring business operations, revising business policies, initiating new
business subsidiaries, etc., lead to downsizing performed across firms. Additionally, lower levels
of workplace productivity, reduced performance, and inadequate competencies among
employees enable strategic managers to undertake employee downsizing decisions. The literature
studies discussed provided factual knowledge based on primary data gathered by involving
employees as participants to understand how influential it could be for remaining employees
while working within an organizational setting during a post-downsizing phase. The rationale
examined for downsizing decisions has been succession planning, and performance standards to
maintain.
A study has discussed the factors that would attract surviving employees, including better
employment opportunities, higher wages offered by other firms, and additional workplace
benefits. Employees prioritize to avail opportunities rather than perform within similar
organizations. Literature has conducted studies that provide knowledge by involving managers to
understand their perspectives regarding downsizing strategies performed by firms. It is evident
from the studies that the negative impact towards managers' satisfaction would have been
examined during a post-downsizing phase.
A study has focused on addressing objectives by using a quantitative research design as by

considering the primary data collection method investigator has examined the research problem
during the course of an investigation. To conduct the study investigator utilized a 5-point Likert
scale closed-ended questionnaire to justify objectives. Employees working within ICRC Yemen
have been selected as participants from whom survey questions have been filled out. A study has
analysed research questions by using SPSS software to investigate the relationship between
variables of the study. For data analysis techniques, statistical tests conducted include i.e.
reliability, frequency, descriptive statistics, correlation, and regression. With these statistical tests
factual knowledge has been presented in the study.
With frequency test extent of participants' responses has been discussed and explored. When
asked pertaining to the extent of fairness on the current downsizing process performed within
ICRC Yemen for, which majority of employees disagreed. It indicates that unfairness and lack of
integrity have been measured by organization within their downsizing decision. Respondents
clearly mentioned that downsizing dimensions practiced within ICRC Yemen are not effective.
Additionally, while asked about how well participants are informed about downsizing decisions
the majority of participants mentioned that they are well-informed regarding laying-off tactics.
Further, while asked about effective communication strategies used by managers to inform about
downsizing decisions, respondents mentioned that the majority of them were unclear about
laying off strategies performed by managers. While examining about extent of support provided
to workers majority of employees working in ICRC Yemen stated that they have received
adequate managerial support during a post-downsizing phase.
Statistical values obtained within the correlation test elaborate that their exist a moderate level of
correlation between downsizing perceptions with downsizing strategies and job satisfaction.
Based on corresponding values of Pearson correlation obtained degree of correlation between
independent and dependent variables has been examined. It is evident from the results of
correlation test that post-downsizing support has lower degree of correlation with downsizing
strategies and job satisfaction within organizations.
Further, based on the results of the regression test significance of the relationship between
variables has been predicted through which hypothesis statements have been accepted and
rejected. Based on values calculated in table of coefficients p-values corresponding relationship
between variables has been predicted.
The table presents values of significance that predict the extent of the relationship as a value
calculated for downsizing perceptions is calculated to be 0.009, which is lower than the threshold
value of (p = 0.05), indicating that there exists a significant correlation between downsizing
perceptions with downsizing strategies and job satisfaction. Additionally, the value of
significance measured for post-downsizing support is 0.011, which is lower than the threshold
value, representing enough evidence to reject the null hypothesis statement.
Based on the results of the hypothesis obtained through the table of coefficients, each of the
hypothesis statements has been justified in the section of discussion providing in-depth
knowledge about the extent of the relationship between perceived fairness and communication
effectiveness with job satisfaction at the post-downsizing phase within ICRC Yemen. Based on
values of significance obtained through regression analysis, Hypothesis no:1 has been rejected,
indicating that perceived fairness will have no positive impact on job satisfaction after the
downsizing of remaining employees at ICRC. However, communication effectiveness will have
a positive impact on job satisfaction post-downsizing for surviving workers within ICRC.
6.2 Recommendations
 Based on statistical results obtained through regression analysis prescribes value of
significance to be 0.009 for role of effective communication towards job satisfaction
prescribing significant relationship between communication effectiveness with job
satisfaction through which hypothesis statement has been accepted. To motivate
surviving employees within organizations during the post-downsizing phase, managers
need to maintain an effective communication network with employees to understand their
priorities. With constructive feedback, managers would be able to value workers'
perspectives, which is an adequate necessity to retain staff within an operational setting.
 By conducting training sessions, staff’s capabilities would be improved with increased
performance and higher organizational productivity achieved.
 By organizing team meetings/group discussions, the remaining employees would be
encouraged to participate in organizational tasks.
 Restructuring employment policies by increasing the ratio of employee benefits would
motivate workers to perform effectively at their respective job designations.
 Based on statistical quantitative results obtained within study value of significance
calculated for usage of supportive resources during post-downsizing phase is calculated
to be 0.011 which has significant relationship with overall job satisfaction among
remaining workers at ICRC. Thence it is evident that supportive resources provided by
organizations enhance workers engagement margin. By implementing operational
resources higher productivity margin would be achieved with increased job motivation
among remaining workforce.
6.3 Study limitations and Further Research

The study is limited in its scope as the investigator has addressed the objectives of the study by
using a quantitative research design however, future researchers might utilize a qualitative
approach while investigating on impact of downsizing towards job satisfaction among remaining
workers across organizations. Additionally study used a primary data collection method
however, future researchers would use a secondary data collection method to inspect the research
problem.
The current investigation has been focused specifically to investigate on the impact of
downsizing for employees who work in ICRC Yemen; however further research could be
performed on other surviving employees for organizations across countries.
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8 Appendix
Table:20 Correlation test
Correla
tions
1. 2. 3. To 4. 5. How 6. 7. To 8. How 9. In 10. 11. 12. 13.
Ho Wh what How clear Choo what effectiv your How How To How
w at is exten infor was the se exten e were opinio has acces what Influent
long you t do med commu from t do the n and the sible exten ial have
hav r you were nication the you imple experi down are t the
e curr agree you regardi optio believ mente ence, sizing the have utilized
you ent with about ng the ns e d how proce post- you post-
bee role the the downsi belo down downsi well ss downs utilize downsi
n at fairne reaso zing w sizing zing aligne affect izing d the zing
wor the ss of ning process and has strateg d ed suppo avail support
king ICR the and ? rate influe ies as were your rt able resourc
for C curre justifi the nced an the comm resour post- es
ICR Ye nt catio level your illustrat down itment ces down been
C me down n of overa ion of sizing and offere sizing for
Ye n? sizing behin supp ll job reskilli strate motiv d by supp enhanc
men proce d the ort satisf ng gies ation ICRC ort ing
? ss at down offere actio work with towar Yeme resou your
ICRC sizing d to n at opport ICRC ds n such rces? job
Yem proce empl ICRC unities, Yeme your as satisfac
en? ss? oyee Yeme and n's work couns tion
s n? adjusti core at elling and
durin ng value ICRC and adjust
g the worklo s of Yeme career ment to
down ad in huma n? develo new
sizing alleviat nity, pment change
proce ing neutr assist manag
ss: negati ality, ance? ement?
ve and
impact impart
s on iality?
your
work
satisfa
ction?
*
1. How Pear 1 .11 .000 .115 -.195 -.047 -.030 -.016 -.105 -.023 -.016 -.151 .011
long son 5
have Corre
you lation
been Sig.
working (2- .24
.996 .248 .048 .640 .762 .874 .291 .815 .870 .127 .916
for tailed 9
ICRC )
Yemen
N 103 103 103 103 103 103 103 103 103 103 103 103 103
?
Pear
2. What
son
is your .115 1 .030 -.029 .036 .015 -.108 .046 -.024 -.071 -.076 -.086 -.098
Corre
current
lation
role at
Sig.
the
(2-
ICRC .249 .764 .767 .717 .881 .276 .647 .809 .477 .446 .388 .326
tailed
Yemen
)
?
N 103 103 103 103 103 103 103 103 103 103 103 103 103
3. To Pear
what son .03
.000 1 .315** .316** .388** .251* .165 .537** .352** .351** .312** .183
extent Corre 0
do you lation
agree Sig.
with the (2- .76
.996 .001 .001 .000 .010 .095 .000 .000 .000 .001 .065
fairness tailed 4
of the )
current
downsiz
ing
process N 103 103 103 103 103 103 103 103 103 103 103 103 103
at ICRC
Yemen
?
4. How Pear
informe son -.02
.115 .315** 1 .509** .233* .207* .099 .191 .312** .318** .090 .270**
d were Corre 9
you lation
about Sig. .248 .76 .001 .000 .018 .036 .318 .053 .001 .001 .367 .006
the (2- 7
reasoni tailed
ng and )
N 103 103 103 103 103 103 103 103 103 103 103 103 103
justificat
ion
behind
the
5. How Pear
clear son -.19 .03
*
.316** .509** 1 .497** .149 .223* .329** .238* .367** .182 .199*
was the Corre 5 6
commu lation
nication Sig.
regardi (2- .71
.048 .001 .000 .000 .134 .024 .001 .015 .000 .065 .044
ng the tailed 7
downsiz )
ing
process N 103 103 103 103 103 103 103 103 103 103 103 103 103
?
6. Pear
Choose son -.04 .01
.388** .233* .497** 1 .146 .295** .384** .253** .391** .259** .103
from Corre 7 5
the lation
options Sig.
below (2- .88
.640 .000 .018 .000 .140 .002 .000 .010 .000 .008 .299
and tailed 1
rate the )
level of
support
offered
to
employ
ees
N 103 103 103 103 103 103 103 103 103 103 103 103 103
during
the
downsiz
ing
process
:
7. To Pear
what son -.03 -.10
.251* .207* .149 .146 1 .184 .253* .420** .268** .191 .285**
extent Corre 0 8
do you lation
believe Sig.
downsiz (2- .27
.762 .010 .036 .134 .140 .063 .010 .000 .006 .053 .003
ing has tailed 6
influenc )
ed your
overall
job
satisfac
N 103 103 103 103 103 103 103 103 103 103 103 103 103
tion at
ICRC
Yemen
?
8. How Pear
effectiv son -.01 .04
.165 .099 .223* .295** .184 1 .416** .191 .303** .272** .419**
e were Corre 6 6
the lation
implem Sig. .874 .64 .095 .318 .024 .002 .063 .000 .053 .002 .005 .000
ented (2- 7
downsiz tailed
ing )
N 103 103 103 103 103 103 103 103 103 103 103 103 103
strategi
es as
an
illustrati
on of
reskillin
g work
opportu
nities,
and
adjustin
g
9. In Pear
your son -.10 -.02
.537** .191 .329** .384** .253* .416** 1 .344** .361** .145 .190
opinion Corre 5 4
and lation
experie Sig. .291 .80 .000 .053 .001 .000 .010 .000 .000 .000 .144 .054
nce, (2- 9
how tailed
well )
N 103 103 103 103 103 103 103 103 103 103 103 103 103
aligned
were
the
downsiz
ing
strategi
es with
ICRC
Yemen'
10. Pear
How son -.02 -.07
.352** .312** .238* .253** .420** .191 .344** 1 .347** .252* .223*
has the Corre 3 1
downsiz lation
ing Sig.
process (2- .47
.815 .000 .001 .015 .010 .000 .053 .000 .000 .010 .024
affected tailed 7
your )
commit
ment
and
motivati
on
towards N 103 103 103 103 103 103 103 103 103 103 103 103 103
your
work at
ICRC
Yemen
?
11. Pear
How son -.01 -.07
.351** .318** .367** .391** .268** .303** .361** .347** 1 .430** .474**
accessi Corre 6 6
ble are lation
the Sig.
post- (2- .44
.870 .000 .001 .000 .000 .006 .002 .000 .000 .000 .000
downsiz tailed 6
ing )
support
resourc
es
offered
by
ICRC
Yemen
such as N 103 103 103 103 103 103 103 103 103 103 103 103 103
counsel
ling and
career
develop
ment
assista
nce?
12. To Pear
what son -.15 -.08
.312** .090 .182 .259** .191 .272** .145 .252* .430** 1 .449**
extent Corre 1 6
have lation
you Sig.
utilized (2- .38
.127 .001 .367 .065 .008 .053 .005 .144 .010 .000 .000
the tailed 8
availabl )
e post-
downsiz
ing
N 103 103 103 103 103 103 103 103 103 103 103 103 103
support
resourc
es?
13. Pear
How son -.09
.011 .183 .270** .199* .103 .285** .419** .190 .223* .474** .449** 1
Influenti Corre 8
al have lation
the Sig.
utilized (2- .32
.916 .065 .006 .044 .299 .003 .000 .054 .024 .000 .000
post- tailed 6
downsiz )
ing
support
resourc
es been
for
enhanci
ng your
job
N 103 103 103 103 103 103 103 103 103 103 103 103 103
satisfac
tion and
adjustm
ent to
new
change
manage
ment?
*.
Correlat
ion is
significa
nt at the
0.05
level (2-
tailed).
**.
Correlat
ion is
significa
nt at the
0.01
level (2-
tailed).

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Analysis of the Impact of Downsizing on Job Satisfaction of Surviving Employees at ICRC

Table:1 Demographic information................................................................................................36

2.2 Research rationale

2.3 Research questions

2.4 Literature review

2.5 Research hypothesis statements

For an existing course of investigation, investigators' interest is to analyze the impact of

2.7 Foreseen limitations

2.8 Organization of study outline

3 Chapter:2 Literature review

Figure 1 Hofstede’s six factor model

3.2.1.1 Power distance

3.2.1.3 Individualism vs collectivism

3.2.1.4 Masculinity vs feminity

3.2.1.5 Short-vs long-term orientation

3.2.1.6 Restraint vs indulgence

3.2.1.7 Hofstede's six-factor model used in the current study

Organizations by valuing recognition at workplace would enable employees to practice

Intrinsic motivational factors includes self-interest to perform, self-satisfaction at workplace

Social relatedness at workplace engage workers to perform efficiently within diversified

3.2.3 Hackman and Oldham model

To engage workers within organizational tasks, employee feedback needs to be considered to

3.3 Impact of employee downsizing on remaining workers' satisfaction margin

3.4 Workplace conditions and employee outcomes based on organizational downsizing

3.5 Health impact due to downsizing on surviving employees

3.6 Literature gap and Conclusion

4 Chapter:3 Research Methodology

4.2 Research philosophy

Positivism philosophy describes scientific knowledge collected within controlled experiments

4.3 Research approach

4.4 Research design

Quantitative studies in-contrary are focused on conducting statistical evaluation by using

4.5 Research validity and reliability

 Rather downsizing directly influence on workplace dissatisfaction among remaining

4.7 Data collection methods

4.7.1 Primary data collection method

4.7.1.1 Survey questionnaire method

4.7.2 Secondary data collection method

4.7.3 The data collection method used

4.8 Ethical Issues

To maintain ethical implications within qualitative studies, it is necessary to gather interviews

Additionally, maintaining ethical implications while collecting secondary data is necessary

4.9 Data Analysis

 The key question in this chapter to be addressed continually is “what is the

Let me know if you have questions. Cheers, Dr H

5.1 Introduction to the study

5.2 Analysis of response

5.2.1.1 Section 1: Background

Table:2 Demographic information

5.2.1.2 Section 2: Downsizing Perspectives

Table:3 Downsizing perceptions

Table:4 Downsizing perceptions

Table:5 Downsizing perceptions

Table:6 Downsizing perceptions

5.2.1.3 Section 3: Downsizing Strategies and Job Satisfaction

Table:8 Downsizing strategies and job satisfaction

34 participants mentioned that it would be ‘somewhat ineffective’ due to increased workload

Table:9 Downsizing strategies and job satisfaction

18 participants mentioned ‘somewhat aligned,’ describing that, to some extent, operational

Table:10 Downsizing strategies and job satisfaction

7 participants further mentioned that ‘significantly decreased’ their level of commitment to

5.2.1.4 Section 4: Post-Downsizing Support

Table:11 Post Downsizing support