Aerospace layoffs: A case study analyzing the impact of industry change and downsizing on the self-concept of individual managers

This case study explored the impact of a complicated environment saturated with change and severe downsizing on the self-concept of managers within a large aerospace company. Forty-four managers participated in this research, and were asked to express their feelings about the current environment and their abilities as managers. 12 managers were assessed using Rosenberg's Self-Esteem Scale, and participated in an interview encompassing a scenario analysis and responses to a series of questions. After the completion of this phase of the data collection, the information was analyzed and coded, using attributional coding techniques, to identify patterns of behavior. A survey was developed based on these patterns and sent to managers within the fabrication division of which 32 responded. The results of this research indicate that environments of change and downsizing do not impact a manager's self-concept. External levels of self-esteem seem to be impacted as evidenced within the SES and Interview data. This could be equated to self-discrepancy (or the gap between ought and actual self). Interview data indicated that internal self-esteem levels were not impacted. The data also supports that managers do experience cognitive dissonance, do feel a sense of being overwhelmed, and do care about what happens to their employees.