THE ADJUSTMENT STRATEGIES IMPLEMENTED DURING A REDUNDANCY PLAN: THE CASE OF MIDDLE MANAGERS

Abstract

This research aims to understand how middle
managers manage their roles in a redundancy plan.
Based on 70 interviews (54 managers and 16 Human
Resources Professionals), this article is based on
the transactional model of stress. By crossing the
direction (employee vs company) and the intensity
(low vs. high) of commitment, the analysis shows
4 postures implemented by the middle managers
actively involved in a redundancy plan. This article
also shows that the internal and external resources
mobilized by the middle during these adjustements.
Exceeding the explanatory one-dimensional logic
overvaluing the agent or structure, this research
identifies strategies, tactics and resources used and
integrates organizational consequences of holding the
role of actor during a lay-off by the middle manager.