Abstract
This paper explains that downsizing takes several forms: (1) Companies reorganize and restructure to increase efficiencies or economics of scale, (2) de-layer to eliminate layers of bureaucracy and reduce payroll expenses, (3) outsource certain functions to focus more resources on key competencies and (4) use contingent workers to meet demand increases and help keep payroll costs down. The author points out that the old paradigm that institutions will take care of their employees has been shattered as managers, who are often impervious to these changes, recklessly disregard the human consequences, which accompany massive reorganization. The paper relates that retained employees often suffer from post-downsizing stress syndrome, a psychological response that may surface after a series of layoffs; these employees demonstrate a sense of hopelessness about their situation resulting in increased anxiety about work-related issues, which eventually affects their health, personal life and attitudes toward work.

From the Paper
"The ongoing practice of job elimination usually has another unintended and often unforeseen consequence: a rise in both discrimination lawsuits by minorities, women, and older workers, and occupational and non-occupational disability claims. The disability claims affect the organization's bottom line directly by increasing disability benefit costs, and indirectly through the loss of key employees' contributions. Furthermore, many managers are suing for wrongful discharge and quite often are collecting, which, together with discrimination lawsuits, have a negative impact on the firm's bottom line. Thus, "job massacres" may help to undercut the very cost and productivity advantages they are supposed to create."

Tags:lawsuits, stress, efficiencies, disregard, elimination

Abstract
This paper examines how the use of "downsizing," defined as an organization's conscious use of permanent personal reductions in an attempt to improve its efficiency and/or effectiveness (Budros 1999), affects an organization's human resources costs, structure, and competitiveness in its market.

From the Paper
"Corporate downsizing by reducing human resource expense is a clinical way of saying a company is reducing its workforce in order to contain costs, with the results that those left still in the corporation are expected in increase their overall productivity, filling the vacuum left by their co-workers removal. It is hoped by companies that containing the human resource costs while pushing productivity rises in the remaining workforce will lead to either increased profits and thus happy shareholders or in more drastic circumstances, staunch the flow of red ink that occurs during severe economic times or competitive pressures."

Tags:restructuring, cutbacks, industries, regions, companies, employees, skills, education, competetive

Abstract
This paper examines business/corporate downsizing by taking a closer look at transition plans, targeted change and morale and motivation.

From the Paper
"History has shown American businesses that a rush into downsizing their workforce often achieves moderate success in the short-term followed by negative results and decreased efficiencies in the long run. Downsizing is often forced upon companies in order to stay competitive in the global economy. Or, it could be a voluntary decision by a company to reduce costs and overhead in order to increase shareholder value. Regardless of the rationale behind a company s decision to downsize, there are certain guidelines or tips that companies can follow to increase the chances of success. These guidelines have been learned over history by researching companies that have been successful in downsizing their workforce. Three guidelines that I believe are important to a successful downsizing are: 1) Companies should have a transition plan in place to help fill gaps, 2) The downsizing should be a systematic, targeted change that reduces inefficiencies, and 3) Employee morale and motivation should be addressed head on."

Tags:business, corporate, downsizing, transition, change, morale

From the Paper
"Introduction
Downsizing, or rightsizing or restructuring are all terms used to describe corporate layoffs. When a company downsizes, it reduces the size of its workforce, generally because it is reorganizing (hence the association with the term "restructuring") or because it is engaging in severe cost cutting measures. Sometimes, the move is motivated by downward profit performance and a desire to rebuild the company's edge; in other cases, the move is proactive and designed to prevent the company from encountering serious financial problems. This research examines corporate downsizing from both a company standpoint and a human resource standpoint, and attempts to determine whether downsizing meets a company's objectives."

Abstract
This paper discusses whether downsizing of an organization has a significant impact on its employees and, therefore, present and future company health, as well as profitability and culture within the organization. The paper specifically analyzes the effects that downsizing has on an organization's employees from the point of view of the management and human resources.

Table of Contents:
Hypothesis
Literature Review
Methodology
Data Collection Methods
Study Subjects
Analysis of Data
Conclusions and Suggestions for Future Research

From the Paper
" A study by Nantaporn & Kleiner (March 2003) noted that downsizing "often creates more problems than it solves - only rarely achieving its original financial objectives" (p. 52). This article also discusses three main types of downsizing workforce reduction; organizational redesign; and systematic strategies, and negative impacts, from downsizing, on morale of staff left behind, who are called "survivors", and also on the now displaced (or jobless) workers. The article also discusses better and worse (e.g., more or less painful) procedures for company downsizing."

Tags:resources, business, corporate

Abstract
In this review of Steven H. Appelbaum and Nadia Labib's article "Strategic Downsizing: A Human Resources Perspective," the writer examines the various impacts of layoffs in an organization. These include the effect on the employees who have lost their jobs, families of terminated employees and the employees that remain with the company. The reviewer highlights the article's suggestions for human resources managers in dealing with downsizing.

From the Paper
"The authors indicate that downsizing is a problematic issue. Its failure and success are both debatable since the human cost is vaguely discussed when employees are suddenly robbed of their means of livelihood. Since firms do not take into account the "psychological, social, and financial effects" of downsizing, they fail to take appropriate measures for human resource support and building hence lending seriously negative connotations to the phenomenon. And it is not only the terminated employees who suffer, the authors feel that "downsizing has a major impact on surviving employees as well as on the organization itself, both strategically and operationally." "

Tags:downsizing, layoff, human, resources, corporations, employment

Abstract
The paper discusses employers' psychological advantage over their employees in the area of job security, at a time when when there are massive layoffs in every sector. The paper also discusses how longer hours and averted overtime pay ruins employee morale and shows how executives are only looking out for their own financial gains. The paper then addresses the scenario of a corporate merger, and how it can lead to divisions within the company and disgruntlement amongst employees.

From the Paper
"Corporate culture, now more than ever, is constantly changing because there is so much movement in the business world. Employees do not know if the company that they are working for will go under in the near future, or if their bosses will decide to keep them around for a long time. Employees are also left feeling very insecure about their jobs because they do not trust their superiors. Those in charge are often only worried about their own pocket books and do not seem to care how the employees do financially. This has made corporate culture much different than it used to be. The corporation and the worker used to act together to bring stability to both, but that is no longer the case because there is so much movement internally and externally. There is no longer any trust between workers and their corporations, which has led to many problems within the work environment. Corporate cultures are always changing and the business world is more competitive than ever, so these issues will continue on well into the future."

Tags:job, security, employee, morale, merger, downsizing

Abstract
This paper discusses the issue of downsizing through corporate layoffs, plant closures and mergers that relinquish small businesses. According to this paper, this changes the face of the American nation which ultimately serves to harm employees. The American Dream used to encompass promoting the interests of workers and employees interested in realizing financial opportunities and long term employment.

From the Paper
"Hornsby, Mueller & Van Deusen (1998) however, suggest that loyalty can still retain a place in modern corporations. Companies can for example, promote reemployment programs in situations where downsizing is inevitable due to economic restraints. Many times downsizing occurs as companies outsource or subcontract jobs on the domestic and international level (Hornsby, Mueller & Van Deusen, 1998). Clearly this helps reduce corporate overhead (Hornsby et al. 1998). To help reestablish an environment of loyalty however, companies can look to other methods to help reduce costs, including early retirement, voluntary time off among employees and increased use of "part time workers" rather than downsizing and outsourcing jobs internationally to save money (Hornsby et al. 1998). Such actions may re-instill the ideals of corporate loyalty among employees and employees in modern society. "

Tags:loyalty, companies, employees, competitive

Abstract
The writer gives a history of the company and the struggles it faced in the 1980s. The paper then looks at how the company addressed its problems with a management change, altering the leadership style and the way the leadership viewed the business climate and addressed business problems and issues. According to the paper, the result was a more successful operation.

From the Paper
"Rank Xerox is part of the multinational parent company, Xerox Corp., and both faced a decline in profits after having been the market leader in plain paper copiers. The company was not prepared for the influx of competition from Japan. Xerox decided on a survival strategy involving quality improvement both as a marketing goal and as a process for internal change, and this approach has helped revitalize Xerox's approach to marketing, human resource management, and operations around the world. The method undertaken is called leadership through quality, and it corresponds to a management approach known as total quality management (TQM). In this regard, Xerox has succeeded against an increase in competition from Japan by borrowing certain management ideas from Japan and turning them to new use."

Tags:management, profit, downsizing, leadership, quality

Abstract
The purpose of this paper is to discuss the relevance of the law of diminishing returns to a manufacturing facility and to analyze economic reasons behind Eaton Corporation's decisions to close plants, to lay off employees and to reduce company contributions to healthcare benefits in the context of productivity and cost.
Outline
Abstract
Productivity and Cost
The Law of Diminishing Marginal Productivity
Strategic Decisions Analysis
Production, Total Cost and Output
Conclusion

From the Paper
"The law of diminishing marginal productivity, one of the most famous laws of economics, goes back to the early Nineteenth Century. It was first formulated by the famous British economist, financier, and successful businessman David Ricardo. Ricardo established, "that as more and more resources are combined in production with a fixed resource-for example, as more labor and machinery are used on a fixed amount of land-the additions to output will diminish (David, 2005, para. 3)."

Tags:benefits, downsizing, energy, fuel, healthcare, layoffs, oxley, profit