They face the problem of having to investigate the new KSAs required to find re-employment." What firms could have down was to lend support for acquiring new skills. They could provide employees with appropriate training from time to allow them to gain new skills that would have helped after termination. Or they could simply help them understand that they would need new KSAs and help them acquire them during the downsizing process.
Even worse can be impact on the families of terminated employees. When firms fail to invest into human resource support and building, this results in serious shock not only for the terminated employee but also his family. Citing a research, the author argue that wives of such employees suffer too but are often neglected. The research finds that they are often "ignored as a victim of the job loss experience. They contend that a wife progressively experiences shock, anger, shame and embarrassment, anxiety and fear, depression, stress, betrayal, and, finally, guilt at feeling all of these. These are only some of the effects that wives actually experience along with their husbands and family after a husband's job loss."
The authors have also focused on the effects of downsizing on surviving employees. They contend that when human resources are not properly developed and not much is done to make the criteria or the downsizing process clear, it can result in damage to surviving employees as well. This we must not forget later affects organizational goals and objectives. Citing literature available on the subjects, the authors explain that "survivors are usually not informed or are misinformed about many issues, such as their place in the newly structured organization,...
Variables such as voluntary turnover rate, downsizing rate, and organizational commitment were measured. The researchers also included 12 measures as indices of human resource practices in the organizations. The survey also included questions asking about the existence of "an ombudsman who is designated to address any employee complaints, or a grievance or appeal process available to nonunion employees." [Trevor & Nyberg, pg (16)] Overall it was found that downsizing occurred
.. Of key people, but this material is rarely organized in a fashion that allows for its transmission to other. Employee turnover can negatively affect firm performance through loss of social capital. We expand this by taking into account the tacit knowledge that firms lose when employees leave" (p. 50). Although it is difficult to quantify the value of the tacit knowledge lost when downsizing takes place, it is reasonable
Mergers, Acquisitions, And Downsizing Difference between a merger, acquisition and a downsizing All the three are management strategies dealing with the competitiveness of the companies in subject (Cassiman, 2006). The choice for either of the three depends on the interest of the subject company in their relationship with the other companies in the industry. The differences arise from the various components such as their concepts, size, application and the condition for their
It was after a lot of concern expressed in this matter and after a long legal and judicial consideration that the legislature passed the act. Legal Enforcement The U.S. Equal Employment Opportunity Commission is the authority that enforces the legislation on age discrimination namely the 'Age Discrimination in Employment Act of 1967 - ADEA'. This act is designed to protect individuals who are about forty or above years of age the
American Meat Packing Corp., 362F.3d 418 (7th Cir. 2004). On November 15, 2001, 350 workers at the American Meat Packing Corporation (AMPC) showed up for work and were told they had been terminated. Because they were not notified 60 days prior to termination, the Worker Adjustment and Retraining Notification Act, U.S.C. § 2101-2109, the WARN Act, did not apply. The purpose of the 1989 WARN Act was to create a buffer
The survey would be distributed to respondents through Survey Monkey and would focus on a number of areas of organizational orientation related directly to the identification and elimination of redundancies. Among the areas upon which the survey would focus would the nature and causes of organizational redundancy; perceptions of the downsizing which has occurred in response to redundancy; a sense of organizational justice as this pertains to treatment of both
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