Ontario hospitals are one sick puppy. At least, that's Ronald Burke's diagnosis. The Schulich School of Business professor (in collaboration with psychology professor Esther Greenglass), is researching the effects of downsizing and restructuring on Ontario hospitals. He's not giving the process a clean bill of health.

    "So far data indicate most hospitals have embarked on restructuring in ways that have reduced the morale of front-line workers, and the quality of patient care," says Burke. "Levels of anxiety and uncertainty show no signs of decreasing even though it's two or three years after restructuring announcements."

    Decisions regarding downsizing and restructuring are being carried out unilaterally with inadequate communication to staff, and little of their involvement or participation, he says.

    He adds that where jobs are cut, or sacrifices are being made and people are forced to take on additional work, a policy of fairness is critical to company health ­ so is a widely-shared vision. "When the dust settles, people must have a sense of the future, an understanding of what they are working collectively to achieve."

    Burke says most evidence shows organizations which have downsized have paid little attention to planning or revitalizing remaining staff. "Many of these initiatives fail to achieve their business objectives, and end up with angry,alienated employees."

    His research aims to identify characteristics of productive work environments for organizations and their employees, and assist firms in creating them.

    "Work is critical to self-esteem. It gives us purpose, meaning and the opportunity to develop skills, knowledge, social relationships and economic security."