Introduction
Organizational restructuring, including upsizing and downsizing, is a common feature of modern work life. Researchers have long debated how such changes affect employee well-being and attendance, particularly when it comes to sickness absence due to common mental disorders (CMDs) such as anxiety and depression. This longitudinal cohort study examines how shifts in workforce size and related workplace behaviors influence CMD-related sickness absence over time, offering insights for leaders, HR professionals, and policymakers.
What the study investigates
The core aim is to understand whether and how upsizing (adding staff) and downsizing (reducing staff) relate to sickness absence attributed to CMDs. Beyond the sheer scale of organizational change, the research also considers workplace offensive behaviors as potential modifiers. Offensive behaviors—such as harassment, bullying, and other hostile acts—may amplify stress responses during and after restructurings, potentially increasing CMD-related absences.
Key concepts and hypotheses
Three central ideas structure the investigation:
- <strongUpsizing could temporarily raise workload for new and existing staff, affecting stress levels and absence patterns.
- <strongDownsizing often increases job insecurity and workload compression, with potential consequences for mental health and sickness absence.
- <strongWorkplace offensive behaviors may interact with organizational change, intensifying risk for CMD-related sickness absence.
The study tests whether changes in workforce size are associated with subsequent CMD-related sickness absence and whether exposure to offensive behaviors amplifies or buffers these associations over time.
Methods in brief
Using a longitudinal cohort design, researchers tracked a diverse workforce across multiple time points. Data included records of organizational changes (upsizing and downsizing), self-reported experiences of workplace offensive behaviors, and medically certified sickness absence due to CMDs. By adjusting for demographics, baseline health, job strain, and other confounders, the study aims to isolate the impact of structural changes on mental health-related attendance.
Findings at a glance
While the full results are detailed in the study report, several patterns emerge:
- Upsizing is associated with a transient rise in CMD-related sickness absence, which tends to diminish as teams acclimate and processes stabilize.
- Downsizing shows a more persistent association with CMD-related absence, likely reflecting sustained job insecurity and increased workload for remaining staff.
- Exposure to workplace offensive behaviors intensifies the risk of CMD-related sickness absence in the context of organizational change, suggesting an interaction between structural change and psychosocial hazards.
These associations were observed after accounting for key covariates and across multiple follow-up periods, underscoring the complex interplay between organizational dynamics and mental health in the workplace.
Implications for practice
The findings hold important implications for managers and HR professionals. When organizations undergo restructuring, proactive strategies can mitigate risks to mental health and attendance, such as:
- Implementing clear communication plans to reduce uncertainty during upsizing or downsizing.
- Providing targeted mental health support and easy access to counselling services for employees during transition periods.
- Addressing workplace offensive behaviors through robust zero-tolerance policies, reporting mechanisms, and supportive leadership training.
Furthermore, monitoring sickness absence related to CMDs can help identify at-risk groups and tailor interventions to protect workforce well-being during organizational changes.
Limitations and future directions
As with any observational study, residual confounding and measurement error may influence findings. Future research could explore longer follow-up periods, different industry contexts, and the role of coping resources such as social support and resilience programs. Experimental or quasi-experimental designs could further clarify causal pathways between structural changes and CMD-related sickness absence.
Conclusion
Organizational changes, particularly when combined with problematic workplace behaviors, can shape patterns of sickness absence due to common mental disorders. By recognizing these risks and implementing proactive psychosocial and organizational supports, workplaces can navigate upsizing and downsizing while safeguarding employee mental health and productivity.
