Notes On Human Resource Management

Downsizing refers to the voluntary actions on the part of organizations to reduce the overall size of their workforce, generally to reduce costs. The disadvantages of downsizing in a survey by the American Society of

When considering downsizing, one of the most vital questions to consider is whether downsizing will improve organizational efficiency, productivity, and performance. If so, Stonewall must then consider what practices of downsizing to implement – workforce reduction, work redesign, or systematic change (Belcourt & McBey, p. 263). If reducing the size of the workforce, things to consider are whether cuts will be either targeted or across the board, and whether the cuts will be carried out all at once or staged over a period of time. Although, downsizing strives to improve

In recent years, much attention has been given to downsizing, rightsizing, trimming the fat and other euphemisms for laying off workers. Generally, companies suggest that they are "forced" to lay off workers in order to cut costs and remain competitive. The financial community likes downsizing because it reduces the short term labor costs that companies must bear. Management likes downsizing for the same reason. This research considers the effects of downsizing and whether it is truly the panacea for a company 's ills, or whether it brings with it more problems. A specific company, Boeing, and recent downsizing decisions it has made is also considered.

This report illustrates about the closure of Holden plants at port Melbourne and Adelaide in 2017. This Report tells about the different ways of human resource department work on three areas in training and development, performance management and reward management to maintain the productivity and maintain efficient work force in employees of the organisation.

Downsizing, the planned elimination of positions or jobs, is a phenomenon that has affected hundreds of companies and millions of workers since the late 1980s. In the next lines i will try critiquing the literature related to my practical management problem which was the negative impact of bad downsizing conduct with the aim of refining my research question and we will also attempts to synthesize what is known in terms of the economic and organizational consequences of downsizing. We argue that in many firms anticipated economic benefits fail to materialize, for example, lower expense ratios, higher profits, increased return-on-investment, and boosted stock prices. Likewise, many anticipated organizational benefits do

According to the article, “The Downside of Downsizing,” Caela Farren, points out that companies no longer have loyalty to their workers; therefore, it is no surprise that workers no longer look to remain in jobs long-term. Farren also believes that companies need to look beyond the bottom line and see that it is the human factor that makes the company successful (Farren, 2008).

P & Barnwell, N. 2006). In an investigation conducted by two Australian researchers, Peter Dawkins & Craig Littler, about the consequences of downsizing, concluded that as the organisation undergoes elimination of staff, the probability of losing honed staff and knowledge is unavoidable. Further, it may lead to unqualified staff and tyros to get promoted, which is certainly vile for the welfare of organisation (Robbins, S.P. & Barnwell, N. 2006). In relation to healthcare system, healthcare organisations require skill and honed individual day-in and day-out for the sterling progress of the organisation and deliver standard and prompt service to the patients. Curtail of such health workforce from the organisation unquestionably creates an obstacle in the services and productivity of the organisation which certainly tarnish the culture and the value it embodies.

In review of the literature, there exists a great deal of research regarding best downsizing models, practices and prescriptions. The most common themes across reviewed articles are 1) Participating employees in the decision making process; 2) Planning ahead of official announcement; 3) Extending open, direct and honest communication; 4) Considering all downsizing alternatives other than layoffs and 5) Providing economic, psychological and career-related support to both victims and survivors of downsizing. We will discuss these and more in the context of some of the major articles on this topic.

Downsizing has become a commonplace strategy for organizations to adopt in an effort to cut costs, eliminate redundancies, and streamline organizational systems. Over the last 15 years, many organizations have engaged in downsizing more than once. Most companies have learned from the mistakes of the past, but some companies are still trying to use the same tactics today that were used in the mid 1980s, that leave employees reeling.

However, times do change, and extreme outcomes are probably going to happen if the leadership team decides to deviate from its original motto of “no layoff” and start to think about a workforce reduction. The reduction in workforce can be refined through steady loss, intentional end (voluntary termination), compulsory termination, or early retirement motivators . Circumstances in which workers are required to leave—the most troublesome sort of scaling down for both the employees and the employer require a handful of planning and execution. Be that as it may, those are

As been talked about in a board room presentation with respect to hold the workforce and the cutback arrangement of the Holden workers. Being a noteworthy assembling organization of Australia in the auto portable industry of autos, Holden serve a lot of years in Australia. In 2017, being in budgetary emergencies Holden distributing up their business from port of Melbourne in the assembling business because of which they are lay-off their representatives as low maintenance and provisional however till 2017 they need to manage with their expertise workforce to continue with their assembling in Australia. The HR office significant commitment to the maintenance of workforce by utilizing various techniques they apply diverse models to hold the ability work power with distinctive technique. The real

Downsizing, restructuring, rightsizing, even a term as obscure as census readjustment has been used to describe the plague that has been affecting corporate America for years and has left many of its hardest working employees without work. In the year 2001 we had nearly 1.8 million jub cuts, that's almost three times as much as the year 2000(Matthew Benz). In the 1990's, one million managers of American corporations with salaries over $40,000 also lost their jobs. In total, Fortune 500 companies have eliminated 4.4 million positions since 1979 including the 65,000 positions cut in February of 2002 (Ellen Florian). Although this downsizing of companies can have many reasons behind it and cannot be

The reenergizing employees after a downsizing case study, explains the potential effects of downsizing a company, on both employees and the manager. Andrea Zuckerman is the editor in chief of Blaze and the person who must relay the message to the entire company. It is made clear throughout the case that Andrea does not agree with this downsizing and feels that it is wrong. However, due to the newspaper industry dwindling away and many people now reading the news from a mobile device, it must be done. Andrea’s biggest conflict is figuring out how to properly explain this downsizing to employees, as this is no easy task. The “new normal” that will be implemented consists of merging the five areas of reporting into either two or three. As said, explaining this situation to employees in a reasonable and understanding manner will be a complex task.

Do we benefit form downsizing: Is downsizing really necessary or not. Can we find some other way to avoid downsizing.

Downsizing, restructuring, rightsizing, even a term as obscure as census readjustment has been used to describe the plague that has been affecting corporate America for years and has left many of its hardest working employees without work. In the year 2001 we had nearly 1.8 million jub cuts, that’s almost three times as much as the year 2000(Matthew Benz). In the 1990's, one million managers of American corporations with salaries over $40,000 also lost their jobs. In total, Fortune 500 companies have eliminated 4.4 million positions since 1979 including the 65,000 positions cut in February of 2002 (Ellen Florian). Although this downsizing of companies can have many reasons behind it and cannot be