Impact Of Frequent Downsizing Exercises On Organisational Culture.pdf

This thesis explores the effect of repeated downsizing initiatives on the culture of an international oil company in Nigeria, originally known for its people-oriented "cultural branding." The study reveals significant negative consequences, including:

- Uncertainties and Increased Workload: Employees experience heightened uncertainty and a heavier workload due to frequent restructuring.
- Anxiety and Safety Culture Erosion: Downsizing fosters anxiety, leading to inattentional blindness regarding safety protocols, potentially increasing risks.
- Turnover Intentions: Staff show increased intentions to leave the organisation, impacting its stability and expertise retention.
- Loss of Collective Pursuit: The shared organisational goals and sense of purpose are diminished, weakening team cohesion.

The research employs a qualitative, inductive, and interpretative approach, analyzing in-depth interviews with 13 organisation members over 2017-2019. Using general thematic analysis and hermeneutic phenomenology, the study uncovers the subconscious effects of downsizing on employees' lived experiences, ultimately impacting the organisation's culture, reputation, and potential longevity.

Key findings highlight that while some themes operate independently, others are interconnected, demonstrating a complex interplay between frequent downsizing and organisational culture.