Search

This research addresses why organizational downsizing, given its adverse impact on both organizations and individuals, continues to be a popular management practice. Drawing on system justification theory, we argue that individuals justify downsizing to preserve the legitimacy of the prevailing social-political system. Across two studies, we surveyed a total of 527 employees and examined whether the perceived likelihood of downsizing, past experiences of layoffs, and the anticipation of future layoffs enhance individuals' justification of downsizing. We also took into account cognitive and motivational biases for justifying the status quo. Our results indicate that individuals' motivation to defend and justify downsizing may strengthen its stability within society, even though implications are largely negative for those involved. [ABSTRACT FROM AUTHOR]

Applicants usually try to put their best foot forward during personnel selection. Although past research has revealed meaningful individual differences in applicants' self-presentation in personality tests (often called 'faking'), it only concentrated on main effects and ignored the interaction of interindividual and intraindividual differences. Based on impression management theory, we hypothesized that interindividual differences in applicants' impression motivation interact with intraindividual differences in the perceived relevance of personality facets (applicants' cognitive schema). Results of hierarchical linear modeling analyses showed that both impression motivation and cognitive schema significantly affected self-presentation. Furthermore, for participants with high levels of impression motivation, cognitive schema showed a stronger impact on self-presentation than for those with low levels of impression motivation. [ABSTRACT FROM AUTHOR]