Procedural fairness, managers' self-esteem, and managerial behaviors following a layoff

The present research examined the predictors and consequences associated wi th managers' reactions to job layoffs. Whereas previous research suggests t hat procedural unfairness lowers self-esteem, we hypothesized that, in a do wnsizing context, the relationship between procedural unfairness and lower self-esteem would be more pronounced among managers than nonmanagers, The r esults of Study 1 supported the hypothesis and showed that the findings wer e attributable to managers' greater organizational commitment. Study 2 show ed that managers who perceived procedures to be less fair were less likely to report practicing the behaviors needed from effective managers in times of change. Moreover, the relationship between procedural unfairness and man agers' behaviors was mediated by their self-esteem. Subordinates of manager s who engaged in less effective managerial behaviors, in turn, had more neg ative perceptions of their immediate work environments. (C) 2000 Academic P ress.