| Papers [1-15] of 81 :: [Page 1 of 6] | | Go to page : 1 2 3 4 5 6 —> | Search results on "DOWNSIZING": |
|
|
Hospital Downsizing and Nursing, 2002.
A look at the effects of hospital downsizing on the registered nursing service.
1,099 words (approx. 4.4 pages), 12 sources, MLA, $ 38.95
»
Click here to show/hide summary
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."
| |
|
The Victims and Survivors of Downsizing, 2008.
A look at the negative effect on employees of downsizing.
1,230 words (approx. 4.9 pages), 6 sources, APA, $ 41.95
»
Click here to show/hide summary
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."
| |
|
Boosting Employee Morale After Downsizing, 2004.
An examination of different human resource theories for boosting employee morale after downsizing within an organization.
6,015 words (approx. 24.1 pages), 12 sources, MLA, $ 142.95
»
Click here to show/hide summary
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)."
| |
|
Corporate Downsizing, 2005.
This paper discusses the effect of corporate downsizing on employees, who are dismissed and who are retained.
2,215 words (approx. 8.9 pages), 29 sources, MLA, $ 68.95
»
Click here to show/hide summary
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."
| |
|
Downsizing--An Article Review, 2007.
This paper reviews Steven H. Appelbaum and Nadia Labib's research article entitled "Strategic Downsizing: A Human Resources Perspective."
1,063 words (approx. 4.3 pages), 1 source, MLA, $ 37.95
»
Click here to show/hide summary
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." "
| |
|
Downsizing Organizations, 2007.
An analysis of the effects of downsizing on an organization's employees.
1,423 words (approx. 5.7 pages), 13 sources, MLA, $ 47.95
»
Click here to show/hide summary
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."
| |
|
Age Discrimination and Downsizing, 2008.
Looks at the connection between age discrimination and company downsizing.
2,350 words (approx. 9.4 pages), 9 sources, APA, $ 72.95
»
Click here to show/hide summary
Abstract
This paper explains that, when downsizing in order to cut costs is considered necessary by a company's management, older employees and managers tend to be targeted for termination of employment in far greater percentages than younger employees and managers. The paper then points out that proving there is a connection between downsizing and age discrimination can be difficult to achieve in a court of law. The paper also explains that age discrimination can be concealed by offering other justifications for terminating employment. Examples of age discrimination law cases are cited with the paper.
From the Paper
"It requires courage, but older workers have to stand up for themselves when they are discriminated against. The worst thing to do is to remain silent. Remaining silent just condones age discrimination and encourages employers to discriminate in the future against other older workers who deserve better than to be cast aside. Workers who believe they have lost their jobs because of age discrimination should get in touch with the nearest office of the Equal Employment Opportunity Commission within one-hundred and eighty days."
| |
|
Early Retirement Incentives as Downsizing Strategy, 2002.
An analysis and study of the use of early retirement incentives as a downsizing strategy by organizations.
7,785 words (approx. 31.1 pages), 23 sources, APA, $ 169.95
»
Click here to show/hide summary
Abstract
Top management often resorts to the most effective and immediate means of recovery which include cutting down cost through downsizing. This paper looks at the use by companies of encouraging employees to take early retirement for financial gains and discusses its feasibility
Table of Contents
Chapter 1 - Definition of the problem
-Background of the problem
-Purpose of the study
-Problem Statement
-Research Questions
-Definition of terms-alphabetical order
-Limitations of the study
CHAPTER II- LITERATURE REVIEW
Health and security
Tax deferral
Financial targeting
Institutional Rationale
Employees Impacted
CHAPTER III- METHODOLOGY
- Variables
-Data collection
-Data analysis
-Research questions
CHAPTER IV- DATA ANALYSIS
- Introduction
-Analysis relevant to research question 1
-Analysis relevant to research question 2
-Analysis relevant to research question 3
CHAPTER 5- SUMMARY, CONCLUSIONS, RECOMMENDATIONS
-Summary
-Conclusion
-Recommendation
REFERENCES
From the Paper
"The process of early retirement, a strategy adopted by many companies serves to save them from paying more to retirees. Retirement plans like 401(K) and Social Security all aim towards savings for the working individuals. They are the allowance that they can utilize once they leave the professional field. In the last decade or so, the rate of savings have dipped, turned up again and dipped again several times. With this pattern, organizations are concerned whether they can sustain retirement funding. In turn they try to equip themselves with strategies to minimize long term financial risks by inducing workers to retire early. These incentives include bonuses, stocks options, bonds etc. "
| |
|
Corporate Downsizing, 2004.
Looks at the effects corporate downsizing can have on a company.
1,928 words (approx. 7.7 pages), 13 sources, MLA, $ 61.95
»
Click here to show/hide summary
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."
| |
|
A Road Map for Successful Downsizing of a Business or Corporation, 2002.
This paper is an analysis business/corporate downsizing.
860 words (approx. 3.4 pages), 1 source, MLA, $ 30.95
»
Click here to show/hide summary
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."
| |
|
Downsizing in Big Business, 2006.
An argument against the concept of downsizing in big businesses.
795 words (approx. 3.2 pages), 5 sources, MLA, $ 28.95
»
Click here to show/hide summary
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. "
| |
|
Downsizing, 1999.
Provides a case study (AT&T) of downsizing. Looking at its causes & effects, role of management, pros & cons and a sociotechnical systems analysis.
3,150 words (approx. 12.6 pages), 26 sources, $ 111.95
»
Click here to show/hide summary
From the Paper
"DOWNSIZING AT AT&T
Company Selection & Research Question
During the 1990s, most Fortune 1000 firms in the United States have engaged in downsizing (Kets de Vries & Balazs, 1997). Further, the trend appears to be continuing. The ardent positions on each side of the downsizing phenomenon justifies the interest in downsizing as a research focus. Because the American Telephone & Telegraph Company (AT&T) is a giant corporation and because the company is highly profitable, questions arose in relation to both motivations and possible outcomes when the company announced a massive downsizing initiative in 1995 that involved the elimination of 40,000 jobs (Norris, 1995). These questions motivated the selection of AT&T as the company for the focus of research on the downsizing issue."
| |
|
Downsizing, 2005.
Discusses the restructuring of an organization in terms of downsizing a business and its effect on professional careers.
6,500 words (approx. 26.0 pages), 10 sources, APA, $ 149.95
»
Click here to show/hide summary
Abstract
This report examines the issue of organizational restructuring and its impact on managerial and professional careers by looking at external factors such as job applicants, employee burnout issues, older workers, and women in today's business environment. The report also examines issues concerning restructuring and its impact, using examples from primary and secondary literature and reflecting on factors such as competition, outsourcing, and outplacement, as well as other alternatives to termination for management workers, and looking at the dynamics of mergers and acquisitions in terms of organizational restructuring. In order to successfully garner and maintain a significant percentage of the job market, both domestically and globally, it is critical that these issues be researched, established, and initiated through effective planning in order to attain customer attenuation and success that reflects a balanced set of priorities during organizational restructuring.
Paper Outline
Introduction
Factors Affecting the Job Market
Qualified Job Applicants
The Effect of Burnout
Baby Boomers/Older Workers
Women in Today's Business Environment
Impact of Restructuring
Foreign Competition
Outsourcing and Outplacement
Acquisitions and Mergers
Employer Alternatives to Termination
Responses by Other Organizations
Conclusion
From the Paper
"The dynamic company that wants to hire qualified job applicants also must be dedicated to providing a unique perspective on training within the industry as a lifelong process that does not start and end at certain given times. Too often the new employee is shuffled through a training program for a few weeks and then thrown out into the field, and also too often if this employee feels that they need to expand their training or go back into training, this is often perceived by management as a sign that the employee is somehow failing at their job. Dynamic businesses can avoid this often counterproductive approach by viewing training as a continuing process that is never instilled as a punitive
measure, but is rather rewarded as showing incentive for growth and progress."
| |
|
Downsizing and Organizational Stress, 1999.
Discusses definition, theory and practice of downsizing, causes, impact on employees, examples, costs and employee assistance program.
1,350 words (approx. 5.4 pages), 13 sources, $ 47.95
»
Click here to show/hide summary
From the Paper
"DEALING WITH DOWNSIZING & ORGANIZATIONAL STRESS
Introduction
This research describes an organizational problem encountered through an on-the-job experience, analyzes the problem, and suggests a solution to the problem. The analysis of the problem is performed within an industrial psychology framework.
Description of the Problem
This problem developed in an insurance underwriting organization. The organization implemented a downsizing initiative that resulted in a smaller office staff with no diminution of the workload responsibility of the office. Because of the increased workload, organizational commitment among the employees retained by the organization has ..."
| |
|
Management of Employee Morale after Downsizing, 2002.
A brief look at how to keep employee morale after layoffs in the healthcare industry.
2,400 words (approx. 9.6 pages), 6 sources, MLA, $ 73.95
»
Click here to show/hide summary
Abstract
A discussion on how layoffs in hospitals affect the remaining staff. It looks at reasons why the health care industry has needed to downsize, and how this affects the quality of care received by the patients. The writer states that the staff who survive the lay-offs are left with a greater workload and a harder job.
From the Paper
"What are the different ways that hospital managers can increase employee morale after downsizing or ?restructuring?? To understand how to increase employee morale, we need to first understand the reason behind hospital downsizing. In the past few years, hospitals have received less funding, due to the rest of the slowing economy. That is the bottom line. So, in order to keep operating, hospitals have had to decrease the work force and other costs. But, they didn?t decrease the workloads?in fact, workloads have increased because the work force has decreased, which left more work for the surviving employees. And, when there is less staff to admit patients, patients suffer by not getting the care they need right away while waiting to be admitted."
|
|
|
