Abstract
In this article, Andreas Werr and Wiley Wakeman discuss how organizations should deal with “survivor syndrome” after a stage of downsizing. Despite what one might think, “survivor syndrome” can result in negative emotions in the form of stress, frustration and increased motivation to leave. To manage this process, the authors highlight four factors where the establishment of a fair and respectful process of downsizing is a key element. If employees see that both them and their colleagues are treated fairly, uncertainty about future downsizing is reduced and guilt about “survivor syndrome” can be easier to cope with.