Authors: Les Worrall, Cary L. Cooper
Addresses: University of Wolverhampton Business School, Telford Campus, Telford, TF2 9NT, UK. ' Lancaster University Management School, Lancaster University, Lancaster, LA1 4YX, UK
Abstract: The paper explores the effects of organisational change on UK managers| perceptions of their organisation and on their well-being. Cost reduction is the prime driver for change and has been implemented using delayering, redundancy, downsizing and off-shoring often supported by culture change programmes. These changes have resulted in work intensification, have not delivered productivity gains and have had a negative effect on managers| well-being. The effects of change were perceived differently by directors and other managers. Despite continuous cost reduction, productivity in the UK remains below that of European competitor nations. This calls into question the prevailing cost reduction ethos as a means of delivering increased productivity in the UK.
Keywords: work intensification; cost reduction; organisational change; financialisation; work-life balance; health; well-being; UK managers; United Kingdom; international management; delayering; redundancy; downsizing; offshoring; cultural change; organisational culture; productivity.
European Journal of International Management, 2007 Vol.1 No.1/2, pp.129 - 145
Available online: 24 Mar 2007 *Full-text access for editors Access for subscribers Purchase this article Comment on this article