Abstract
This research delves into the intricate landscape of organisational downsizing, examining its causes, effects, and strategies for preserving employee commitment. Utilising a combination of correlational analysis and multiple linear regression, the study explores the relationships between downsizing dimensions (monetary causes and change agent role) and employee commitment. Drawing upon a mixed-methods approach encompassing correlational analysis and multiple linear regression, this study investigates the relationship linking downsizing dimensions and employee commitment. The research uncovers significant correlations and predictive patterns by analysing data from 3 freight organisations in a third-world country, utilising surveys from 250 employees and archival records, shedding light on the underlying mechanisms driving downsizing outcomes. Specifically, Issue 2/2024 485 the analysis reveals a robust positive relationship between monetary causes of downsizing and commitment, underscoring the pivotal role of financial factors in shaping employee attitudes during downsizing transitions. In contrast, the study finds no significant correlation between downsizing as a change agent and employee commitment, indicating a nuanced landscape where organisational restructuring may not inherently influence employee engagement. Furthermore, multiple linear regression analysis elucidates the predictive power of monetary causes of downsizing, explaining a substantial proportion of the variance in employee commitment. These findings underscore the complexity of downsizing processes and highlight the importance of strategic decision-making in mitigating adverse effects on employee morale and organisational performance.