An employee's perception of organizational restructuring can vary greatly, particularly when it comes to morale. For the purposes of this literature review, we will define morale as the feelings of enthusiasm and loyalty a person or group feels toward a task or job (Merriam-Webster). Also for the purposes of this literature review, we will use Caplow's (1976) definition of an organization being a social system deliberately established to accomplish a defined purpose (p. 3). Employee work morale is very difficult to decipher and is very disturbing, highly dynamic and sensitive to many factors. This includes individual differences, jobs, and workplace variations (Yang, 2009). According to Swanson and Power (2001), “Organizational change and restructuring are often perceived as factors that lead to increased job stress, negatively impacting the psychological well-being of employees (p. 161).” The uncertainty of future employment for employees remaining after a restructuring process can lead to high levels of stress, low productivity and general dissatisfaction with their current or new roles. Employees were defined as managerial, professional and technical (MPT) workers. Yang (2009) compared two nationally representative employer/employee datasets to specifically investigate 1.) The extent to which employees' loyalty to their employers changed due to restructuring and 2.) How various factors influence organizational loyalty. Various factors considered were: job restructuring, change in the internal labor market and use of teamwork (p. 574). A Likert scale was used to analyze the data and the dependent variable of workplace morale used was the same item, that is: “I am proud to work for this organization” (Yang,