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Essay / Research Paper Abstract
A 4 page paper discussing how senior management should approach remaining employees after downsizing. The magazine staff in the case appears to be moving in the same direction as have so many other downsizing companies. The purpose here is to devise an approach that can minimize negative effects and motivate remaining employees to operate as a high-performance workforce. The paper suggests being honest with employees, asking their opinions and directly involving them in the work that needs to be done. Bibliography lists 6 sources.
Page Count:
4 pages (~225 words per page)
File: CC6_KShrMotDownsz.rtf
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Unformatted sample text from the term paper:
example only! The student must cite as a source in the writing of their own paper, and may not plagiarize any of the material offered in
this work. Introduction The great downsizing waves that occurred in the late 1980s and early 1990s were not isolated or temporary fixes, but
would become entrenched in the list of options available to management. What many organizations failed to recognize was the effect that downsizing would have not on those employees who
lost their jobs, but on those who did not. Most were completely unprepared for the emergence of the "survivor mentality" that developed in many organizations in which downsizing was
undertaken as a matter of course (Baruch and Hind, 2000). The magazine staff in the case appears to be moving in the same
direction as have so many other downsizing companies. The purpose here is to devise an approach that can minimize negative effects and motivate remaining employees to operate as a
high-performance workforce. "Survivor Syndrome" Is Common Wirthlin Worldwide conducted a survey in 1999 designed to determine the effect of downsizing on its survivors.
The studys authors concluded that "If perception of the workplace has much to do with employee productivity and effectiveness, then employers ought to factor in the cost of damaged
morale when they slash their workforce" (Downsizing a Downer, 1999; p. 5). The results of the study of survivors attitudes were based on
the input of 665 actively employed workers whose companies "had been through some kind of re-engineering, downsizing or restructuring process within the last three years that resulted in some job
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