Introduction
Organizational restructuring—whether expanding teams (upsizing) or reducing staff (downsizing)—is a constant feature of modern work life. Beyond the operational and financial implications, changes in organizational size and structure can influence employee well-being. This article examines how upsizing, downsizing, and workplace offensive behaviors relate to sickness absence due to common mental disorders (CMDs) over time, drawing on insights from longitudinal research in occupational health.
Key concepts and research design
Upsizing and downsizing refer to strategic changes in workforce numbers. While such moves aim to boost productivity or cut costs, they can create uncertainty, job insecurity, and stress—factors often linked to CMDs like anxiety and depression. Workplace offense, including bullying and harassment, compounds these risks by eroding trust and perceived safety at work.
A longitudinal cohort approach tracks the same employees across multiple time points, allowing researchers to observe how changes in work conditions influence sickness absence due to CMDs over time, rather than relying on a single snapshot. This design helps clarify potential causal pathways and the duration of effects.
Associations between organizational changes and CMD-related sickness absence
Findings from longitudinal analyses generally indicate that rapid or large-scale downsizing is associated with higher rates of sickness absence due to CMDs. Employees facing job insecurity, reduced social support, and altered role expectations are at heightened risk. Upsizing, while sometimes accompanied by increased workload and tighter deadlines, can also contribute to stress if growth is not matched with sufficient resources, role clarity, and a sense of control.
Importantly, the presence of workplace offense markedly elevates sickness absence linked to CMDs. When employees experience harassment or hostility, the mental toll compounds the stress of organizational changes, leading to longer or more frequent absences.
Moderating and mediating factors
Not all employees are affected equally. Several factors can modify the impact of organizational changes on CMD-related sickness absence:
– Perceived organizational support: Strong supervisor backing and a culture of care can buffer negative effects.
– Communication and involvement: Transparent processes and opportunities to participate in change decisions reduce uncertainty.
– Job resources: Adequate staffing, training, and access to mental health resources mitigate stress and support coping.
– Individual resilience and prior mental health history: Personal coping strategies and past experiences shape vulnerability to CMDs during change.
Practical implications for organizations
To minimize CMD-related sickness absence during restructuring, organizations can adopt several evidence-informed practices:
– Plan gradual changes with clear timelines and visible support systems.
– Maintain open channels for feedback, questions, and concerns from employees.
– Proactively address workplace offensiveness by enforcing anti-harassment policies and promoting respectful teamwork.
– Ensure adequate resources during growth periods, including manageable workloads and access to mental health services.
Implications for policymakers and researchers
Policy frameworks should recognize the mental health costs of organizational change and the amplified risk when misconduct occurs. Employers, health services, and researchers can benefit from standardized measures of CMD symptoms and sickness absence, enabling cross-study comparisons and meta-analyses. Further research could explore differential effects across industries, job roles, and demographic groups to tailor interventions effectively.
Conclusion
Upsizing, downsizing, and workplace offensive behaviors are intertwined with sickness absence due to common mental disorders. Longitudinal cohort studies illuminate how these organizational dynamics unfold over time, highlighting the value of supportive leadership, transparent change management, and robust anti-harassment efforts. By prioritizing mental well-being during organizational change, workplaces can reduce CMD-related absences while maintaining productivity and engagement.
