In today's workplace, downsizing has become a reality. Downsizing is a necessary practice that allows companies and organizations to become more efficient and cost-effective by eliminating functions deemed non-value added work processes as well as the employees that performed that particular function. The consequence is a leaner workforce with added responsibilities. Many employees suffer from survivor syndrome as a result of the increased workloads for remaining workers in the aftermath of downsizing. In downsizing, surviving workers are shifted into positions (realigned) without the appropriate knowledge, skills, abilities, personalities, and desires for a particular task and/or function. This study will investigate the causes of high transient rates (i.e. turnover, increased sick leave hours, and low morale) post downsizing and the factors that attribute to it. The purpose is to examine whether the consideration of organizational needs, job satisfaction, and commitment in employee placement effectively reduces high transient rates following organizational downsizing. A correlational design with mixed methodology will be used.