Balancing tensions: Buffering the impact of organisational restructuring and downsizing on employee well‐being

This study examines the impact of employee experiences of restructuring and downsizing on well‐being. The job demands‐resources model was used to develop hypotheses related to job demands in the form of work intensity and job resources in the form of consultation. The job demands‐resources model allows for direct incorporation of employee perceptions and does not assume a singular, predetermined consequence of HRM practices. Hypotheses were tested via structural equation modelling on a nationally representative sample of over 5,110 employees from the Republic of Ireland in 2009. The findings indicate that work intensity serves as a conduit through which experiences of restructuring and downsizing negatively impact employee well‐being. Notably, consultation served as a buffer, diminishing the extent of this negative experience. The findings illuminate the complex pathways that shape how restructuring and downsizing are perceived by employees and the consequences for well‐being. We discuss the theoretical and managerial implications of these findings.     

Global trends in the treatment of local public entities in distress: A principled approach

This article presents the findings of a global study on the treatment of local public entities in distress conducted in 20 jurisdictions across the world. It sets out to detail and analyses how different national insolvency law systems treat local public entities in distress. The main purpose of this study is to provide recommendations for a harmonised and principled treatment of these entities. The key priority of the recommendations proposed in the study is to ensure the continuity of essential public services without necessarily deviating from the established insolvency principles of collectivity and equality of treatment among creditors.