Abstract
This paper examines and analyzes several output parameters and outcomes for downsizing in an educational environment. These include access, equity, success, graduation rate, serving the underserved, public service, creation of knowledge through research, and training the workforce whose inter-relationship should be taken into account when selecting the criteria for downsizing staff at institutions of higher learning. Additionally, the paper considers organizational effectiveness as one measure where focusing on students, faculty and staff, and the educational system itself should be essential criteria for downsizing.

From the Paper
"I would use Cameron's (1978) dimensions of organizational effectiveness for colleges and universities to determine the requisite criteria for downsizing my staff. According to Cameron (1978), there are four issues that pose problems for selecting downsizing parameters: 1. What is the focus of the measurements criteria? Is it goal accomplishment, resource acquisition, or internal processes? 2. Can the measures be applied universally to an institution or is it specific to an area? 3. What are the normative or descriptive characteristics of the criteria?"

Tags:education, downsizing, criteria

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 relates that age discrimination by employers is an important topic because it is prevalent in many American workplaces primarily because of downsizing. The paper discusses how unfortunately, many employers are influenced by outmoded stereotypes about the declining abilities of older workers, believe that employing or keeping older workers presents an undesirable image to the public, or feel they can avoid anti-age discrimination laws by citing other reasons for terminating the employment of older workers.

From the Paper
"Age discrimination by employers is an important topic because it is prevalent in many American workplaces, especially when companies are downsizing. Unfortunately, many employers are influenced by outmoded stereotypes about the declining abilities of older workers, believe that employing or keeping older workers presents an undesirable image to the public, or feel they can avoid anti-age discrimination laws by citing other reasons for terminating the employment of older workers."

Tags:age, discrimination, downsizing

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

Abstract
This paper discusses what can be learned from all the mistakes made by AT&T during its downsizing efforts in the mid-1990s. The paper describes and analyzes the downsizing, the blunders made during the downsizing, and the consequences of those blunders. In addition, the paper looks at AT&T's attempts to recover from its blunders and, more specifically, what we can learn from the entire event. The paper concludes that the results of downsizing can never be guaranteed and that, notwithstanding employee morale, even from the perspective of productivity and efficiency and profit, downsizing isn't legitimized.

From the Paper
"Indeed, AT&T is a bad case of not knowing when to stop (and when to walk away a winner). The American Management Association suggested that when companies don't meet their goals during the first round of downsizing, they try to make good by downsizing again. But AT&T's second cutback stemmed more from greed (over-confidence brought about by the first cutback's success) than from failure. Karma hit AT&T so bad that it received a different sort of response: a sharp decline in stock price brought about by investor anxiety. Truly, there was much to worry about the breadth and pace of the planned layoffs."

Tags:legitimacy, lean-and-mean strategy, greed, productivity losses, shared sacrifice

Abstract
This paper proposes a study to examine the effects of hospital downsizing on the performance of registered nurses with regard to their morale and their care of patients. It evaluates how an understanding of the effects of hospital downsizing on registered nurses' morale and patient care will assist with an understanding of how to help mitigate these effects, as well as future directions for the health care system.

Outline
Statement of the Problem
Study Purpose
Research Hypotheses
Definition of Terms
Delimitations
Assumptions
Limitations
Significance of the Study
Literature Review
Downsizing
Effects of Downsizing
Effects of Downsizing on Nurses

From the Paper
"Downsizing has been a response to cost-cutting pressures and technological advances. In the last ten years downsizing has been prevalent and it is estimated that 60% of companies plan to continue downsizing (Mishra & Spreitzer, 1998, p. 567). For example, health care plans have lost money and as a result been forced to lay off employees. Prudential HealthCare of Florida has lost over $50 million since 1995 and has cut costs by $250 to $500 million by laying off at least 161 employees statewide. Blame for financial problems is placed largely on the SeniorCare Medicare HMO benefits (Shepherd, 1997). These cuts have effected the health care system."

Tags:health, care, system, patients, care

Abstract
This paper takes a look at some of the problems of downsizing, a common trend among organizations all over the world since the early 80s. The paper points out that downsizing, also known as, layoffs, rightsizing, or restructuring, has many names, but has a clear meaning, which is, the loss of employment for some select employees in organizations. Mergers, acquisitions, technological changes and global competition contribute to the organization's decision to downsize which forces employees to be the survivors or the victims of this process. This paper explores the problems faced by post-downsizing victims and survivors, and how the management of an organization can help the employees work through this phase. It concludes that downsizing is a constant trend that is thought to bring in some benefits to the organizations, however, cutting back on job positions leaves a negative impact on both victims and survivors.

From the Paper
"In the post-downsizing phase, the management of an organization needs to deal with victims and survivors in a very tactful way, as employees are one of the most important elements which contribute to an organization's productivity, competitiveness, effectiveness and efficiency (Manfred et. al, 1997). When employees are faced with job insecurity, it is said that the "psychological contract" between the employer and employee has been broken. This contract ensures the employees job satisfaction and security, and when this is broken, it is very difficult for management to win back the trust of its employees. Organizations have different ways of helping the victims and survivors of downsizing, but there are a few which are more efficient than the others."

Tags:unemployment, layoffs, rightsizing, restructuring

Abstract
Downsizing has become a significant idea in today's economy, and maintaining the trust of employees when something like this takes place has also become very serious business. This paper examines the question of whether a company should downsize their employees and how to do the downsizing properly so that as few employees as possible are injured. It discusses and analyzes the several ways that companies can downsize that will help retain much of the loyalty of the workers that remain.

From the Paper
"Companies who downsize through attrition and buyouts, those companies that work to help downsized employees find new jobs, and companies that are willing to provide outplacement services to those individuals often end up in positions that are much better than companies that simply fire workers due to downsizing (Brockner, Konovsky, Cooper-Schneider, Folger, Martin, & Bies, 1994). These companies who show that they care about the workers that they have to remove through downsizing have a much greater chance of retaining a lot of the loyalty originally given to them by the workers that survived the downsizing (Brockner, Konovsky, Cooper-Schneider, Folger, Martin, & Bies, 1994)."

Tags:motivation, worker

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
The paper discusses the effects of downsizing on employee morale and overall organizational performance. The author comments on the approaches that management should adopt to overcome the negative effects of downsizing.

From the Paper
"Due to the recent slump in overall business, many organizations are considering to downsize their operations in order to minimize their losses and save themselves from further losses in future. However, the top management of any company must consider the consequences of shutting down its several operations and lying off employees, on the employee moral and the motivation to work among employees. Companies not only downsize at the time of recession but they usually lay off employees for several others reasons as well. It is usually claimed that downsizing is done in order to quickly improve profits, a company in trouble identifies its largest expenses, which is in most of the cases payroll and starts laying off. The reasons mostly used as a basis for downsizing by companies are organizational restructuring, a slump in business and business process reengineering.'

Tags:decline, economy, employee, layoff, merger, morale, retention, industrial, psychology, human, resources