Ledarskap i stormens öga - Att bibehålla motivation under personalnedskärningar

Abstract

This study examines how managers in small Swedish companies within the service-based sector manage on the tactical level to maintain employee motivation during downsizing. Small companies account for nearly 50% of the private labor force in Sweden. At the same time, small companies are particularly vulnerable to economic uncertainties due to limited resources, informal structures and fewer employees. Downsizing often becomes necessary to reduce short-term costs but can have long-term negative effects on motivation, commitment, and employee well-being. This study is based on qualitative interviews with 15 managers from small Swedish companies in the service-based sector. The empirical results are analyzed through theories such as Self-Determination Theory (SDT), employee-based leadership, and "The Silver Lining". The results show that clear and empathetic communication is crucial for creating understanding and a sense of security for employees. Two-way communication and a balance between formal and informal methods can reduce discomfort and increase employees' sense of involvement. To maintain motivation, it is also essential for managers to clarify employees' roles within the company and connect their work to the company's long-term vision. This study provides insights into how managers in small companies can navigate between short-term decisions and long-term goals through tactical leadership. The findings offer practical recommendations for managing downsizing and maintaining motivation, which can be crucial for the future success of small companies.