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    Involuntary and voluntary demotion: employeereactions and outcomes

    Access Status
    Fulltext not available
    Authors
    Hennekam, Sophie
    Ananthram, Subra
    Date
    2020
    Type
    Journal Article
    
    Metadata
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    Citation
    Hennekam, S. and Ananthram, S. 2020. Involuntary and voluntary demotion: employeereactions and outcomes. European Journal of Work and Organizational Psychology.
    Source Title
    European Journal of Work and Organizational Psychology
    DOI
    10.1080/1359432X.2020.1733980
    ISSN
    1359-432X
    Faculty
    Faculty of Business and Law
    School
    School of Management
    URI
    http://hdl.handle.net/20.500.11937/78251
    Collection
    • Curtin Research Publications
    Abstract

    Demotion has received little attention from scholars and practitioners alike. The purpose of this study was to assess empirically the reaction to, and outcomes of, both involuntary and voluntary demotion. Drawing on 49 semi-structured in-depth interviews with 28 involuntarily demoted workers and 21 voluntarily demoted workers, we develop a conceptual model using organizational justice theory and person-job fit of the reaction to and outcomes of demotion. We show that involuntarily demoted individuals might react by expressing turnover intentions and lower motivation and commitment, indicating that the demotee’s reaction is related to perceptions of fairness. Voluntary demotion is related to a better work-life balance, greater satisfaction, less stress and burnout and is perceived to be a viable phased retirement option by older workers. In addition, the findings highlight the role of demotion-related stigma, status loss, identity threat, and age in the way employees react to the experience of demotion.

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