Practical implications for the management of organizational downsizings are discussedThe article presents 10 tips for the effective downsizing of a business or corporation in order to reduce the companys expenses. Tpics include how to consider a companys long term goals to determine whether or not downsizing is the appropriate action, hw to continue creative thinking after a downsize, ad how to retain employees with the necessary skills to move the company forward. Te article examines human resource practices as they pertain to cost reduction. Te author stresses the importance of careful planning of any activities to minimize the after-effects and other undesirable consequences of downsizing and possible layoffs.
H notes that laying people off should be the last resort, nt the first, bcause of their widespread negative effects. I this article, h presents a useful conceptual framework of cost reduction stages that contain short, mdium, ad long-term adjustments. Wile the pain of downsizing-related layoffs cant be avoided entirely, i can be mitigated. Aticipating the duration and depth of an industry downturn, fr example, cn definitely help a manager prepare and deploy HR practices that will, i both employees and firms adjust to difficult times.
Tis article discusses some responses that have been known to be effectiveEmployers surveyed in the Mass Layoff Statistics (MLS) program are larger, py higher wages, ad have larger drops in employment than other employers with declining employment not surveyed in the MLS program; wrkers in the MLS are older, apear more likely to file for unemployment insurance, ad appear to collect unemployment insurance over a longer period than the general population of recently unemployed workersAn analysis of business establishment micro ceated combining micro data from the Occupational Employment Statistics program and the Mass Layoff Statistics program reveals that jobs lost between 2000 and 2007 in establishments where extended mass layoffs occurred tended to be those which required less training and fewer analytical skills; jbs in occupations that were core to the specific industry generally were retained.
Te article focuses on employee reactions to different forms of organizational downsizing. I examines. ..
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