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1
Kang, Hyun-gu. "Organizational downsizing." Online version, 1999. http://www.uwstout.edu/lib/thesis/1999/1999kang.pdf.
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SABERE, Ismaël, and Samed TÖZMAL. "Downsizing : The Ethical Perspective." Thesis, Linnaeus University, Linnaeus School of Business and Economics, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-5781.
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Nwoye, Chizoba C. "Retaining Employees After Downsizing." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3713.
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Oil and gas industry business leaders who fail to implement adequate talent retention strategies experience reduced profits and sustainability challenges. During the first 2 years following downsizing, 67% of organizations using excuse-based downsizing reflected reduced sales and profitability, and 11% of such organizations experienced financial losses. The purpose of this multiple case study was to explore the strategies that successful Calgary medium size oil and gas businesses implemented to retain talented employees after downsizing. The population for the study included business leaders of 3 medium oil and gas businesses in Calgary, Canada, who had successfully implemented talented employee retention strategies. Data were collected from interviews with the leaders and from artifacts such as the company websites and social media pages. Inductive analysis was guided by the transformational leadership theory and human capital theory, and trustworthiness of interpretations was bolstered by member checking. Five themes emerged: transformational leadership, training survivors, establishing trust, rewarding and recognizing surviving employees, and competing for survivor employees with other industries. The application of the findings from this study could contribute to positive social change by providing insights for medium oil and gas business leaders on the strategy implementation for talent retention that increases workplace stability and employees supporting their families as well as contributing positively to their communities.
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Brock-Mack, Judith. "An analysis of NAVSEA downsizing." Thesis, Monterey, Calif. : Springfield, Va. : Naval Postgraduate School ; Available from National Technical Information Service, 1994. http://handle.dtic.mil/100.2/ADA292021.
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Dietrich, Kristina. "Survivor-Reaktionen im Downsizing-Kontext." Diss., lmu, 2013. http://nbn-resolving.de/urn:nbn:de:bvb:19-154070.
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Gau, Wen-Bing. "Learning through downsizing in Taiwan." Thesis, University of Warwick, 2004. http://wrap.warwick.ac.uk/71964/.
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This thesis is based on a study with 42 public servants, who were white-collar workers in the Taiwan Provincial Government (TPG). The downsizing in the TPG is used as an opportunity to explore how particular public servants adjust themselves to changes, how they interact with the bureaucratic organisation and how they use interpersonal networks to sort out difficulties in their work. In order to understand these situations, the case study method is used. Semi-structured interviews are also employed in this study. This study aims to re-conceptualise learning, with reference to the way public servants interact with their colleagues and their environment. It attempts to build on the view that individuals' learning in bureaucratic organisations can be triggered by social processes emanating from their mutual engagements and shared practices. The claim is supported by data associated with introducing and discussing the concept of communities of practice. It supports the view that learning is a social practice and that its motivation grows out of the interaction between interpersonal networks and daily sense-making activities. Based on this argument, the thesis traces 4 basic elements in relation to the desire to be accepted by the group, making comparisons, establishing interpersonal networks and engaging in exchanges. The argument is that learning is a by-product of social interactions. Considering the relationship between power and the market in knowledge, individuals engage in a learning process in order to acquire particular resources. This research indicates that the sluggish system such as the TPG still has the potential to break the power hierarchy of the bureaucracy so as to facilitate its members' learning of organizational knowledge. This research also suggests that the influence of the basic elements is modulated by 3 factors - one's value system, official business and one's attitude to interactions.
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Winkelmann, Sabine. "Customer-related consequences of downsizing /." [S.l. : s.n.], 2008. http://swbplus.bsz-bw.de/bsz294355618inh.htm.
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Sor, Roger Michael David. "Strategies that lead to downsizing." Thesis, Sor, Roger Michael David (1997) Strategies that lead to downsizing. PhD thesis, Murdoch University, 1997. https://researchrepository.murdoch.edu.au/id/eprint/52654/.
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This study began as a general inquiry into downsizing and then focused on two objectives which became the research question:
What strategies allow an organization to continue performing functions, once the decision to downsize has been made, and what combination of strategies will be optimal (or at least satisficing) for the organization at a given point in time?
While the study commenced with the aim of using a grounded theory methodology, difficulties experienced in obtaining a rich set of responses from interviewees, necessitated making modifications. Both quantitative and qualitative methodologies were adopted. Data were collected during two rounds of semi-structured interviews, from organizations in the metropolitan area of Perth, Western Australia. During the first round of interviews, thirteen strategies that lead to downsizing were identified, along with nine associated properties. These were used to construct a questionnaire which was administered during the second round of interviews. Subsequently, two further strategies were identified, but not included in the questionnaire or quantitative analysis. The quantitative analysis of the questionnaire data lead to a three-level indicative model of the associations between the strategies, properties and organizations.
The qualitative analysis was conducted using fifty three examples extracted from the interviews. These examples were used to amplify the quantitative relationships, provide counter examples and show that a range of responses is possible, under various sets of conditions.
While the model developed is indicative and not predictive, it will provide management with a tool which will assist them to decide which downsizing strategies are appropriate in their particular circumstances.
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Chipunza, Crispen. "Factors influencing survivor qualities after downsizing." Thesis, Nelson Mandela Metropolitan University, 2009. http://hdl.handle.net/10948/1219.
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Today organisations all over the world have to cope with the ever-increasing rate of local and global change. Those in developing countries have to cope with the inefficiencies engendered by state-led economic, developmental and political strategies, such as new government regulations. These have had an impact on the management of human resources and are exemplified by an increasing adoption of strategies meant to reduce pressure on costs and margins. An increasing popular management response to these challenges has been to engage in some form of organisational restructuring such as downsizing. Often employees who remain (survivors) after downsizing are not given much attention, yet the achievement of new strategic goals depends on the survivors having positive attitudes, relentless commitment and high motivation. Research indicates that employees who are motivated and committed contribute vastly to the financial-bottom-line of the organisation. Therefore, downsizing organisations should continuously search for ways to increase such qualities among their survivors. The objective of this study was to identify the factors that influence the attitudes, commitment and motivation of survivors in a developing economy with a volatile environment. To achieve this objective, a theoretical survivor quality model was presented. In order to present the model, firstly, a literature survey on the importance of survivor quality in terms of attitudes, commitment, and motivation among survivors was conducted. Secondly, literature survey pertaining to the drivers of survivor quality was done, and thirdly, literature dealing with strategies to deal with survivor quality was surveyed. The theoretical survivor quality model was used to compile the research instrument that determined the attitudinal, commitment and motivational levels of survivors, how the three constructs are related after downsizing, as well as the factors influencing the observed levels. The questionnaire was randomly distributed among survivors in the selected manufacturing organisations in Zimbabwe. The empirical results obtained from the study showed that survivors in a developing economy with a volatile environment had moderate levels of attitudes, commitment ad motivation. Two categories of factors were identified as important in influencing these levels. They were downsizing strategy and demographic factors. The downsizing strategy factors were communication and victim support, while education, age, and number of years employed emerged as the demographic factors. The study further highlighted that older survivors with less education contributed more to the moderate levels of attitude, commitment and motivation observed. The study highlights that these variables must be taken into consideration when implementing downsizing in an economically volatile environment in order to manage survivor quality. A further point emanating from the study is that prior to downsizing, organisations should adopt effective communication strategies throughout the process. The key factors identified as influencing survivor quality in this study were integrated into the survivor quality model which can be used by other organisations in a similar context to manage survivor quality in order to increase their efficiency, effectiveness, iv and competitive advantage after downsizing.
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FERREIRA, LUIZ ANTONIO DE ASSIS. "DOWNSIZING AND STRESS: A CASE STUDY." PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIRO, 2003. http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=4300@1.
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O propósito deste trabalho é analisar a relação existente
entre downsizing e estresse a partir de um fato concreto: a
redução de pessoal ocorrida na GE Celma, no ano de 2002, e
seus efeitos na Organização e nos sobreviventes. A GE Celma
constitui uma empresa representativa no Brasil e no mundo,
como referência na manutenção e reparos de motores
aeronáuticos. A realização deste trabalho baseia-se em um
estudo de caso e se fundamenta em um referencial teórico
desenvolvido através da leitura de livros e artigos de
revistas especializadas que abordam os temas downsizing e
estresse. Para tanto, como forma de coleta de dados,
efetuamos uma série de quarenta e cinco entrevistas com os
funcionários sobreviventes da Empresa. O resultado das
entrevistas foi tratado de forma qualitativa, o que exigiu
uma análise de conteúdo das opiniões, interpretações e
reflexões dos sujeitos da pesquisa. O resultado da pesquisa
levou-nos a verificação de que a prática do downsizing tem
como conseqüência um aumento no nível do estresse dos
sobreviventes, provocado, principalmente, por aumento no
volume de trabalho, maior responsabilidade e insegurança
quanto à manutenção do emprego. Foi possível inferir que,
dado a sua abrangência, o downsizing tangibilizou uma
mudança no contrato psicológico. O resultado do estudo
possibilitou-nos apresentar recomendações para reduzir os
efeitos negativos do downsizing nas organizações. Neste
sentido, garantir que os empregados sejam tratados com
respeito, informando os motivos reais que levaram a
empresa a reduzir o quadro de pessoal; diminuir a
ambigüidade de papéis, através de um enriquecimento de
cargos; estabelecer um sistema de acompanhamento de
desempenho individual; estabelecer um sistema de
comunicação ágil e eficiente e privilegiar o empowerment,
propiciando aos empregados um aumento no poder de decisão,
são alternativas para ações de Recursos Humanos de modo a
reduzir os impactos indesejados do downsizing. Além disso,
interessa-nos, outrossim, contribuir com as empresas que
necessitarão fazer redução de pessoal, permitindo-lhes
entender e minimizar as prováveis conseqüências nos
sobreviventes.<br>This work aims to analyze the relationship between
downsizing and stress in GE Celma during the year 2002 and
its effects on the organization and the remaining
employees. The choice of GE Celma is due to its position in
Brazil and worldwide as a reference company of maintenance
and repair of aeronautic engines. This work was based on
the study of a case and the literature about downsizing and
stress published in books or articles in specialized
journals. Data was collected through 45 interviews answered
by the remaining employees of the company. The results of
these interviews were qualitatively worked out, analyzing
the opinion, comprehensions and thoughts of the subjects
of the survey. As of the result of the survey, it was
possible to observe that the downsizing leads to an
increase of stress on the remaining employees, mainly
caused by the increase of work, greater responsibilities
and insecurity regarding maintenance of jobs. It was
possible inferred that downsizing also changed the
psychological contract. Based on the result of the study,
it was possible to provide advices to reduce negative
downsizing impact within organizations. Also, assuring
respectful treatment to employees, informing the actual
reasons for downsizing, reducing ambiguity of roles,
establishing a follow-up system of individual performance,
establishing a fast and efficient communication system and
privileging empowerment involving employees in the decision
making process are alternatives for Human Resources actions
to be taken in order to diminish unwanted impact of
downsizing. Besides, it shall help the companies, which may
need to downsize, to mitigate possible consequences on the
remaining employees.
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El, Fekih-Jarraya Houyem. "Le downsizing : développement et essai d'évaluation." Paris 1, 1999. http://www.theses.fr/1999PA010061.
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Durant cette dernière décennie, il y a peu d'entreprises, surtout parmi les grandes ou moyennes entreprises, qui n'ont pas pratiqué le downsizing. Pourtant, cette pratique reste peu developpée sur le plan des connaissances théoriques. Le but de ce travail est de clarifier la signification de ce concept et de proposer un modèle permettant l'évaluation globale de la pratique de downsizing. Pour ce faire, ce travail de recherche a été structuré en deux parties ; la première partie porte sur la clarification de la signification du concept de downsizing et son évolution, ses différentes composantes ou modalités (en se basant sur l'analyse monographique d'un certain nombre d'entreprises), ainsi que son positionnement par rapport aux théories organisationnelles existantes et par rapport à la problématique de la taille des entreprises. La deuxième partie est consacrée à la formulation d'un modèle visant l'étude des questions de mise en oeuvre et d'évaluation du processus de downsizing. Ce modèle est composé de quatre parties principales. Il s'agit des préalables au downsizing, le processus même de downsizing. Ses impacts sur certains indicateurs de performance de l'entreprise, ainsi que certains facteurs contingents susceptibles d'influencer la mise en oeuvre et la réussite de la pratique du downsizing. Une enquête sur terrain a été effectuée auprès d'un échantillon d'entreprises tunisiennes qui a permis de vérifier les hypothèses de recherche avancées et de valider le modèle proposé.
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Newman, Donna M. "The impact of downsizing on student achievement as reported in the academic excellence indicator system in North East Independent School District in San Antonio, Texas." Texas A&M University, 2007. http://hdl.handle.net/1969.1/85820.
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This study determined the impact of downsizing on student achievement as
reported in the AEIS database for the 10 downsized elementary schools in North East
Independent School District (NEISD). Ten existing elementary schools lost students
and teachers to four new schools that opened in 2005. Conclusions have been made
regarding the impact of downsizing at these ten existing feeder schools on student
achievement.
The population of this study were students enrolled in third, fourth, and fifth
grades at the ten downsized elementary campuses. Research questions were analyzed
using an Independent Sample t test and the Pearson Product Moment Correlations to
examine whether there was a significant difference between the variables and student
achievement and correlations between student achievement and changes in teacher
demographics. Based on the findings of this study, the following recommendations
are provided: 1. Total tested student population and White subpopulation TAKS scores
returned statistically significant improvement at the ten elementary
campuses in the area of reading "met standards" after downsizing.
2. The Hispanic subpopulation returned statistically significant improvement
in the area of reading "commended performance" after downsizing.
3. The overall tested student population and the Hispanic subpopulation
returned statistically significant in the area of mathematics "met standards" after downsizing.
4. The overall tested student population and the Hispanic and White subpopulations
returned statistically significant improvement in the area of
mathematics "commended performance" after downsizing.
5. The African American subpopulation was the only population in this study
whose student achievement mean declined from 2005 to 2006 in the areas
of reading "met standards" and mathematics "commended performance."
6. The African American subpopulation was the only population in this study
to show a significant negative correlation between teacher years of experience
and student achievement in "commended performance" for reading
and mathematics prior to downsizing.
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Nixon, Roy L. "Defense downsizing and blacks in the military." Thesis, Monterey, Calif. : Springfield, Va. : Naval Postgraduate School ; Available from National Technical Information Service, 1993. http://handle.dtic.mil/100.2/ADA272415.
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Thesis (M.S. in Management) Naval Postgraduate School, June 1993.<br>Thesis advisor(s): Eitelberg, Mark J. ; Hildebrandt, Gregory G. "June 1993." Includes bibliographical references. Also available online.
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Jung, Jin Wook. "Shareholder Value and Workforce Downsizing, 1981-2006." Thesis, Harvard University, 2012. http://dissertations.umi.com/gsas.harvard:10511.
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Even before the current economic meltdown, waves of downsizing, starting in the late 1970s, had swept corporate America, eroding workers’ expectations of economic security. But not only did downsizing become more prevalent during this period; its basic nature changed. Previously, firms had cut jobs temporarily, to adjust the size of their workforce during a downturn. Since the late 70s, firms have increasingly cut jobs in both good and bad times, in order to boost stock price. My dissertation examines the inter-group power dynamics underlying the transformation of workforce downsizing as a shareholder-value strategy. Examining both downsizing announcements from more than 700 leading U.S. corporations between 1981 and 2006, and actual implementation of the announced downsizing plans, I find at work in the process a shift in ideology, from an emphasis on corporate growth and conglomeration to an emphasis on profitability and shareholder value, an ideology that both reflects and intensifies the growing influence of shareholders over firms and the declining role of labor. My first empirical chapter examines the role of institutional investors and shareholder-value-oriented managers in the transformation. The second empirical chapter examines the potential resistance from labor unions and shows how the anti-union stance of the public policy regime in the 1980s weakened unions’ power to resist. The last empirical chapter examines the role of investors, unions, and executives in the implementation of announced downsizing plans and demonstrates the contested nature of the implementation process. Together, these three chapters illustrate the class politics simmering under the surface of the acceptance of downsizing for shareholder-value maximization, and emphasize the role of agency and power, as constructed by particular institutional logics, not only in promoting but also resisting the process of institutional change.<br>Sociology
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Ibrahim, Maha Saleh. "An analysis of job destruction and downsizing." Thesis, Massachusetts Institute of Technology, 1997. http://hdl.handle.net/1721.1/10330.
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Karjalainen, Petra, and Jonna Tyynelä. "Downsizing Survivors and their Post-Era Behavior." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Företagsekonomi, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-30342.
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The interest towards managing structural change successfully through downsizing activities has increased as a result of globalization and the recent economic, technological and demographic changes occurring across Europe. As a result of downsizing activities companies often break a Psychological Contract that an employee has established with the organization when starting the employment contract. This results in employees experiencing negative feelings, lack of motivation, inability to re-motivate oneself after the downsizings and uncertainty about one’s future within the organization. If an employee is unable to rebuild the psychological contract, one might decide to resign from the organization as a consequence. Since employees are companies most valuable asset for companies and the key asset to remain competitive, companies should focus on preventing the violation of the psychological contract. The purpose of this study is to understand why some downsizing survivors decide to voluntarily resign during the post-downsizing era. A collective case study was conducted in a form of interviews from two cases. The results from the primary and secondary data illustrated that employees who are unable to rebuild the psychological contract are more likely to voluntarily resign.
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Simons, Raymond C., Susan A. Kassin, Jonathan R. Trump, Benjamin J. Weiner, Timothy M. Heckman, Guillermo Barro, David C. Koo, et al. "KINEMATIC DOWNSIZING AT z similar to 2." IOP PUBLISHING LTD, 2016. http://hdl.handle.net/10150/624072.
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We present results from a survey of the internal kinematics of 49 star-forming galaxies at z similar to 2 in the CANDELS fields with the Keck/MOSFIRE spectrograph, Survey in the near-Infrared of Galaxies with Multiple position Angles (SIGMA). Kinematics (rotation velocity V-rot and gas velocity dispersion sg) are measured from nebular emission lines which trace the hot ionized gas surrounding star-forming regions. We find that by z similar to 2, massive star-forming galaxies (log M-*/M-circle dot less than or similar to 10.2) have assembled primitive disks: their kinematics are dominated by rotation, they are consistent with a marginally stable disk model, and they form a Tully-Fisher relation. These massive galaxies have values of V-rot sg that are factors of 2-5 lower than local well-ordered galaxies at similar masses. Such results are consistent with findings by other studies. We find that low-mass galaxies (log M-*/M-circle dot less than or similar to 10.2) at this epoch are still in the early stages of disk assembly: their kinematics are often dominated by gas velocity dispersion and they fall from the Tully-Fisher relation to significantly low values of V-rot. This "kinematic downsizing" implies that the process(es) responsible for disrupting disks at z similar to 2 have a stronger effect and/or are more active in low-mass systems. In conclusion, we find that the period of rapid stellar mass growth at z similar to 2 is coincident with the nascent assembly of low-mass disks and the assembly and settling of high-mass disks.
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DeGeorge, Joann A. "Re-engineering and downsizing : a nursing perspective /." Staten Island, N.Y. : [s.n.], 1997. http://library.wagner.edu/theses/nursing/1997/thesis_nur_1997_degeo_reeng.pdf.
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Linton, Joseph. "Strategies to Support Survivors of Corporate Downsizing." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4459.
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Between 2003 and 2011, 1.2 million U.S. workers were laid off every year. Some organizational leaders of information technology/telecommunications organizations lack strategies to improve affective commitment to the organization after downsizing events. The strains of overwork, organizational changes, anxiety over job insecurity, and lack of choice often result in physical illness, emotional trauma, and extreme disengagement termed survivor syndrome. The purpose of this single case study was to explore strategies organizational leaders in the Midwest United States in information technology/telecommunications organizations used to improve affective commitment to the organization after downsizing. The conceptual framework was Herzberg's 2-factor theory. Data were collected via semistructured interviews, retention records, and organizational documents specific to postdownsizing activities. Data were compiled, disassembled, and reassembled into patterns and themes. The data revealed 4 themes: internal communications, organizational support, training, and employee manager relationships. The findings suggested establishing a formalized strategy to support survivors of corporate downsizing is needed to ensure consistency throughout the company. This research might contribute to social change within the organization by identifying and providing strategies to improve affective commitment to the organization after a downsizing event, which might lead to better individual and organizational performance and decrease residual employee turnover. This research could also contribute to social change by stabilizing the emotional state of the employee and removing a source of family instability.
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Woodcock, Margaret Anne. "Impact of voluntary redundancy on workers who left the Australian public service aged over 50." Title page, table of contents and summary only, 1999. http://web4.library.adelaide.edu.au/theses/09ARM/09armw886.pdf.
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Klein, Uwe. "Downsizing in Organisationen: psychologische Effekte bei verbleibenden Mitarbeitern." Berlin Münster Lit, 2008. http://d-nb.info/993158838/04.
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Calleja, Blanco Jonathan. "Productivity essays on coopetition, organizational downsizing and restructuring." Doctoral thesis, Universitat Autònoma de Barcelona, 2017. http://hdl.handle.net/10803/456311.
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Esta tesis doctoral pretende dar respuesta a preguntas tradicionales de la literatura de empresa usando herramientas de economía ampliamente aceptadas. Uniendo los campos de la contabilidad y la productividad, se aíslan distintos factores que determinan los cambios en productividad y se analiza su contribución sobre el desempeño financiero de la empresa, sobre el cambio de rentabilidad. Se hacen aportaciones metodológicas y se proporcionan nuevos instrumentos a los gerentes de empresas para la toma de decisiones conducentes a aumentar la competitividad.
El primer capítulo propone una definición de incentivo económico potencial de los competidores para colaborar entre ellos: coopetición. Usando un enfoque no paramétrico basado en una medida del desempeño financiero (la rotación de los activos o ROA), se compara entre los estados de no coopetición y coopetición. Las ganancias potenciales de ROA en coopetición se descomponen en distintos factores. Usando la industria europea del automóvil entre 2000 y 2012, se genera una muestra de más de cuarenta y cinco mil casos de cooperación potencial entre dos plantas competidoras. Unos doce mil de esos casos presentan ganancias de ROA debidas a la coopetición, principalmente gracias a mayores ganancias de productividad asociadas a coopetición. Por su parte, las plantas pequeñas encuentran mayores incentivos económicos en la coopetición, pero únicamente si se involucran de forma activa. El capítulo ofrece algunas recomendaciones sobre la flexibilidad que la legislación europea que rige este tipo de acuerdos debería ofrecer.
El segundo capítulo ofrece una nueva metodología para definir y medir el downsizing organizacional, considerando no solo los cambios en la cantidad de trabajadores sino todos los factores productivos de la organización. La definición se basa en cantidades teóricas costo-eficientes de las cantidades de inputs. Con este enfoque novedoso, se mide el efecto que el downsizing tiene sobre los cambios en productividad, que a su vez se puede relacionar con los cambios en ROA. Así, se quiere medir la contribución directa que tiene el downsizing organización sobre los cambios del desempeño económico. De forma natural, se extiende esa definición para el downsizing del trabajo, que está más cerca de las medidas parciales de downsizing que la literatura ha usado generalmente. Se ilustra esta metodología usando plantas de producción europeas entre 2000 y 2012. El downsizing organizacional no contribuyó a mejorar el ROA de esas plantas, mientras que el resto de componentes de productividad contribuyeron a empeorar el desempeño económico promedio durante todo el período.
El tercer artículo parte de la metodología presentada en el segundo definiendo reestructuración organizacional: upsizing o downsizing. Se trata de analizar más profundamente las consecuencias en el desempeño de distintas opciones de reestructuración en la industria europea del automóvil. Se comparan de forma directa dos muestras opuestas de plantas que incrementan o reducen su tamaño organizacional para analizar las diferencias. Varias hipótesis comparan los efectos de la reestructuración de ambos grupos. Los resultados muestran diferencias significativas: mientras que las plantas que redujeron su tamaño vieron su ROA reducirse, las que incrementaron su tamaño lo vieron incrementarse. En promedio las plantas que aumentaron tamaño obtuvieron mejor contribución al desempeño financiero a través del efecto de la restructuración, el cambio técnico y el cambio de eficiencia (tres componentes del cambio de productividad). Para las empresas que redujeron su tamaño, las reducciones de los precios de los factores no compensaron las importantes pérdidas de productividad al reestructurarse.<br>This dissertation aims to provide answers to traditional questions in the business literature using well-adopted economic tools. By bringing together accounting and productivity fields, it analyzes the contribution to the financial performance change from different drivers of productivity change. The methodological contributions throughout the dissertation provide novel instruments to the management on their decision making to enhance the competitiveness of the business.
Chapter One proposes a definition of the potential economic incentives for competitors to collaborate with each other: coopetition. With a non-parametric approach based on a financial performance measure (return on assets, ROA), it compares between non-coopetition and coopetition statuses. Potential ROA gains from coopetition are decomposed by economic driver. Using the European automobile industry, a sample of over forty-five thousand cases of two-plant potential cooperation is created, in the period from 2000 to 2012. Roughly twelve thousand of these cases presented ROA gains from coopetition, mainly driven by higher productivity gains of coopetition. As well, smaller plants find stronger economic incentives for coopetition, but this effect is only fruitful when they actively engage to coopetition. The chapter offers some policy recommendations on the legal framework of competition issued at the EU level.
Chapter Two proposes a novel methodology to define and measure organizational downsizing, which encompasses not only changes in labor but also all the inputs employed by an organizational unit. This definition is used to assess the downsizing effect on productivity changes, which can be directly linked to changes in ROA. Thereby, it directly measures the contribution from downsizing to the financial performance change. A natural extension of that definition is presented for labor downsizing, which relates to the commonly adopted definition in the literature, merely dependent on labor changes. The methodology is illustrated using European automobile production plants from 2000 to 2012. Organizational downsizing among automobile plants was found to have no effect on ROA, whereas related effects worsened the financial performance all over the period.
Chapter Three expands upon the previous one, defining organizational restructuring: upsizing or downsizing. The chapter is a deeper analysis of the performance outcomes of different restructuring processes in the Automobile industry in Europe. It compares two opposite samples of organizational downsizers and organizational upsizers to understand better their differences. Several hypotheses were introduced, which directly compare the restructuring-related contributions to financial performance in the two groups. Results for the two subsamples in that industry were significantly different: organizational downsizing contributed to worsen financial performance whereas organizational upsizing contributed to improve it. On average, upsizers obtained higher contribution to financial performance from restructuring, technical change and efficiency change (three drivers of productivity change). For downsizers, input prices reductions did not compensate the detrimental productivity losses.
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Håkansson, Lena. "Effekter av en downsizing : Vilka faktorer kan påverka." Thesis, Stockholm University, Department of Psychology, 2006. http://urn.kb.se/resolve?urn=urn:nbn:se:su:diva-1233.
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<p>Hur påverkas de som får behålla sin anställning vid en personalneddragning, downsizing? Ser de sig som vinnare och bildar ett högmotiverat team som med entusiasm går in för att säkra organisationens överlevnad, eller är det istället tvärtom, att de som blir kvar påverkas så negativt att de förlorar sin organisationscommitment och börjar fundera på att söka sig ifrån organisationen? Den tidiga forskningen ägnades åt dem som fick lämna sin anställning vid en downsizing. Under de senaste decennierna har intresset även riktats mot dem som överlever d.v.s. de som får behålla sin anställning vid en downsizing. Forskningen har identifierat ett antal faktorer som kan sättas i samband med effekterna av en downsizing. Av de faktorer som identifierats avser denna litteraturstudie att ta upp: psykologiskt kontrakt, rättvisa i downsizingprocessen, anställningsotrygghet och organisationscommitment. Studien tar även kort upp två personlighetsfaktorer: locus of control och self esteem som också skulle kunna påverka upplevelsen av en downsizing.</p>
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Golloch, Rainer. "Downsizing bei Verbrennungsmotoren : ein wirkungsvolles Konzept zur Kraftstoffverbrauchssenkung /." Berlin ; Heidelberg [u.a.] : Springer, 2005. http://swbplus.bsz-bw.de/bsz116788348inh.htm.
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Klein, Uwe. "Downsizing in Organisationen : Psychologische Effekte bei verbleibenden Mitarbeitern /." Münster, Westf : LIT, 2009. http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&doc_number=017994782&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA.
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Söderberg, Adam, and Simon Arvidsson-Öhrling. "Downsizing : Hur överlevare av uppsägningar påverkas av upplevelsen." Thesis, Örebro universitet, Handelshögskolan vid Örebro Universitet, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:oru:diva-33674.
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In today’s business environment, cost-cutting practices such as downsizing and layoffs remains a widespread phenomenon. Although, the understanding of the effects that these practices has on the remaining individuals, defined as the survivors, is poor. The focus in this paper is therefore to examine how survivors of layoffs can be affected on an individual level, and by what causes. The study was conducted using open-ended, qualitative interviews with three individuals with different experiences of layoffs. The empirical data was analyzed by extracting quotations from the interviews. The study found that layoffs affected the morale and attitude towards management of the individual, and that perceived justice and uncertainty are two causes of negative effects from layoffs.
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Lahner, Jessica M. "The Impact of Downsizing on Survivors' Career Development: A Test of Super's Theory." Thesis, University of North Texas, 2004. https://digital.library.unt.edu/ark:/67531/metadc4596/.
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The present study compared the career development concerns and other vocationally relevant variables of employees of organizations who have and have not engaged in downsizing within a one year timeframe. The sample consisted of 162 participants, 72 layoff survivors (those who remained in an organization after its downsizing) and 92 non-survivors (employees in organizations who have not downsized within 12 months). Significant results were found that differentiated the career related experiences of participants in the survivors group, survivors from non-survivors, and participants in general regardless of survivorship status. In general, results indicated that non-survivors reported greater job satisfaction and job security than layoff survivors, that being married with children may increase job satisfaction, and social support may buffer the grief reactions that survivors have to the loss of their co-worker friends. Furthermore, Super's age-associated stages within the Life-Span, Life-Space Theory were moderately upheld in the sample, especially for the Exploration stage. However, younger workers demonstrated more Maintenance concerns that would be predicted by the theory. A discussion of the relevant literature is included as well as possible explanations of the results, small sample size, and implications for future research.
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Winkler, Bethany Lynn. "Organizational survivors: perceptions of conflict and justice during downsizing." Thesis, Texas A&M University, 2003. http://hdl.handle.net/1969.1/386.
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Downsizing has had a significant influence on organizational life over the past 20 years. When organizations downsize, two groups of people emerge, those who are laid off and those who remain in the organization. The experiences of those remaining in the organization, or the organizational survivors, have been neglected. This study presents an interpretivistic examination of the experiences of survivors with regard to their perceptions of conflict and procedural justice during and after downsizing. The data gathered for the study is based on thirty-one interviews with employees in TeleCo, a downsizing organization. TeleCo is a diversified organization with facilities and subsidiaries worldwide. In 2001, changes began taking place within the organization, one being the implementation of company-wide layoffs. Telecomm, the division highlighted in this study, has laid off 200 of the 350 workers in one facility. This study revealed three overarching categories of conflict frames employees use to make sense out of their experience as survivors. Procedural justice components of choice, voice, and feedback were also determined to influence the perceptions of survivors and their overall opinions of downsizing
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Lundberg, Andrée, and Daniel Karlsson. "Problem vid downsizing : En studie av Bengt Hildemar Transport." Thesis, Södertörn University College, School of Business Studies, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:sh:diva-1482.
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Robblee, Mary Anne. "Confronting the threat of organizational downsizing, coping and health." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1997. http://www.collectionscanada.ca/obj/s4/f2/dsk2/ftp03/NQ26865.pdf.
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Iacobucci, Denise Marie. "Downsizing and personal meaning of work, an exploratory study." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1998. http://www.collectionscanada.ca/obj/s4/f2/dsk2/ftp03/MQ31354.pdf.
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Saengratwatchara, Por-ngarm. "The threat of future downsizing and its ideological consequences /." Available to subscribers only, 2005. http://proquest.umi.com/pqdweb?did=1068219671&sid=5&Fmt=2&clientId=1509&RQT=309&VName=PQD.
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Piddock, Mitchell James. "Engine optimization for downsizing by experiment and by simulation." Thesis, University of Bath, 2010. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.551176.
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Increasing environmental constraints have led to a corresponding increase in engine complexity. As a result there is more of a requirement to fully understand and manage the task of hardware selection and engine optimization. Traditionally undertaking these tasks in either experimental or simulation environments would be highly time and cost inefficient and iterative. A technique is developed whereby data is merged from a variety of sources thus reducing the aforementioned problems whilst still retaining high system knowledge. Technologies relating to engine downsizing are focused on since it has been identified as one of the more promising methods in meeting future CO2 constraints. Engine downsizing is a smaller highly boosted engine performing the same role of a larger engine with reduced heat and frictional losses. In order to address these issues this research develops a range of techniques that enable technologies such as high boost, variable valve actuation (WA) , variable compression ratio (VCR) and exhaust gas recirculation (EGR) to be evaluated as part of the overall powertrain optimization process. A novel experimental data merging process proved to be the most successful method and showed improved accuracy over simulation studies, particularly with reference to NOx and BSFC. As part of the experimental work in capturing high boost data a novel charge air handling unit is employed. This emulates the effects of boosting hardware as opposed to having to develop prototype hardware itself. The advantage is it can operate outside the production envelope and is thus capable of emulating a variety of current and future boosting strategies. Within this research the charge air handling unit reaches 2 bar boost irrespective of engine speed, although there is capacity to go up to 3 bar with a reduced compression ratio engine and uprated gaskets. Further development of the technique at full load will give the automotive engineer an invaluable tool to make informed powertrain selection choices early in the development cycle, thus reducing cost and potential problems at later stages.
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West, Gladys B. "The Effects of Downsizing on Survivors: a Meta-Analysis." Diss., Virginia Tech, 2000. http://hdl.handle.net/10919/27032.
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Research on the effects of downsizing has focused on several levels including the global, organization, and the individual. However, this research, at the individual level, focused specifically on the effects of downsizing on the survivors of the organization. Downsizing refers to activities undertaken by management to improve the efficiency, productivity, and competitiveness of the organization by reducing the workforce size. Many researchers explain the types of response we can expect from survivors of a corporate downsizing. The possible attitudes and behaviors due to downsizing are of particular interest to managers, because managers will inevitably face a workforce at least partially staffed with survivors of downsizing activities.
The purpose of this research is to give a better understanding of the effects of downsizing on survivors. This is accomplished by systematically analyzing and combining the findings of independent studies through meta-analysis. This research investigates the variables and variable relationships which represent effects of downsizing on the survivors. The individual downsizing studies are the sources of the variables used to measure behaviors and attitudes prevalent among downsizing survivors.
The results of this research give a summary of the cumulated correlations for sixteen(16) variable relationships specifying the strength, direction, and the range of the correlations. These findings enable the manager to preview, in a combined sense, a certain set of downsizing survivor responses. These results support the findings reported in the independent studies and by other downsizing researchers. The studies that did not qualify for use in the meta-analysis cumulation procedures are analyzed, through the meta-analysis vote count method, and show that the majority of the survivors had experienced negative downsizing effects. Included also is an analysis of the small sample of studies done in the public versus those done in the non-public sectors that shows no real differences, due possibly to the small sample size.
This research, through the use of meta-analysis, confirms the findings of the independent studies and gives more statistical reliability and confidence to the findings.<br>Ph. D.
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Nghondzweni, Fikile. "Minimising voluntary turnover post employee downsizing in South Africa." Diss., University of Pretoria, 2017. http://hdl.handle.net/2263/59738.
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Organisations are increasingly turning to downsizing to respond to the increasing pressures of remaining sustainable in a highly competitive environment. This is done with the aim of reducing organisational costs in order to improve the performance on the bottom line. Unfortunately, downsizing often results in organisations losing more employees than anticipated as highly mobile and skilled employees voluntarily leave the organisation as a result of the downsizing process. In the end, the organisation may be faced with the increasing costs of replacing the skilled employees and thereby negating the cost reduction initiatives that the downsizing process was meant to achieve.
This research report investigates the key factors that influence employees to consider voluntary turnover as a result of the downsizing process. This is done with the aim of guiding organisations to design the downsizing process that will help minimise the voluntary turnover of employees. The research is based on a survey that was done in one selected organisation and complemented by surveys conducted on general employees employed in South African organisations.
The findings of the research indicate that employees are influenced to consider voluntary turnover mainly as a result of the trust that they have in management and the consistency that the downsizing process was conducted. Practical implications are given that could be used to improve the organisations' reduction of voluntary turnover intentions.
This study adds to literature by expanding the attachment theory by identifying which of the emotions experienced by employees during downsizing influence voluntary turnover intentions.<br>Mini Dissertation (MBA)--University of Pretoria, 2017.<br>vn2017<br>Gordon Institute of Business Science (GIBS)<br>MBA<br>Unrestricted
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Robblee, Mary Anne Carleton University Dissertation Psychology. "Confronting the threat of organizational downsizing; coping and health." Ottawa, 1997.
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Farcy, Benjamin. "Analyse des mécanismes de destruction non-catalytique des Oxydes d’Azote (DeNOx) et application à la simulation aux grandes échelles (LES) d’un incinérateur." Thesis, Rouen, INSA, 2015. http://www.theses.fr/2015ISAM0004.
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Dans le souci constant de diminuer les émissions polluantes, l’analyse de la technologie de réduction sélective non catalytique (SNCR) des oxydes d’azote (NOx) et de son application à un incinérateur industriel est effectuée par la simulation numérique. Un schéma cinétique réduit pour modéliser la SNCR à l’ammoniaque est proposé. L’analyse du procédé est effectuée pour déterminer l’influence de paramètres clés, tels que le mélange et les fluctuations de température, sur la réduction des NOx. Une procédure de maquette numérique est ensuite développée pour permettre la simulation du système réel de grande taille. Des simulations aux grandes échelles (LES) sont effectuées pour observer l’efficacité de la DeNOx dans l’incinérateur, en incluant les mécanismes d’évaporation multi-composants. Des solutions technologiques sont proposées et testées pour optimiser la réduction des NOx. Enfin, un modèle 1D est proposé pour modéliser l’incinérateur de façon simplifiée, et permettre le contrôle actif du procédé en situation opérationnelle<br>To guarantee the reduction of pollutant emissions, the analysis of the Selective Non Catalytic Reduction (SNCR) of Nitrous Oxides (NOx) and its application to an industrial incinerator is carried out by numerical simulation. First, a reduced kinetic scheme is proposed for SNCR with ammonia. The process is analysed to determine the key parameters, such as mixing and temperature fluctuations, acting on NOx reduction. Then, a downsizing procedure is developed to enable the simulation of the full size real system. Afterwards, Large Eddy Simulations (LES) of the incinerator are performed, including multicomponent evaporation, to appreciate the DeNOx efficiency. Optimization techniques are suggested and evaluated to strengthen the NOx reduction. Finally, a low order model of the incinerator response is proposed, thus enabling its use in an active process control loop
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Bernacchia, Laura. "Tecnologie abilitanti per il downsizing dei motori ad accensione comandata." Bachelor's thesis, Alma Mater Studiorum - Università di Bologna, 2015. http://amslaurea.unibo.it/9353/.
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L'elaborato affronta l'applicazione della tecnologia di downsizing nei motori ad accensione comandata: i dispositivi che ne permettono l'implementazione nei veicoli leggeri (EGR, sovralimentazione) e i problemi intrinsechi di questa tecnologia (possibile comparsa di fenomeni anomali di combutione come preaccensioni, autoaccensioni, DDT, detonazione e superknock). Sono presi in esame diversi metodi di soluzione dei problemi sopraelencati, uno fra tutti l'aggiunta di un'iniezione d'acqua per diminuire le temperature dei gas in camera di combustione e mitigare così le possibili detonazioni.
Infine l'elaborato analizza alcuni esempi di applicazione della tecnologia di downsizing al fine di ridurre le emissioni di CO2 allo scarico entro i limiti imposti dalla Comunità Europea. Il progetto Ultraboost di Jaguar Land Rover, la filosofia di rightsizing (giusta cilindrata in base alla classe a cui il veicolo appartiene) di Audi, lo SkyActiv-G di Mazda sono solo alcuni dei motori nati sotto la filosofia del downsizing.
Nei motori progettati al fine di ridurre le emissioni allo scarico ma allo stesso tempo mantenere buone prestazioni del motore, si trovano anche il concetto di DCEE (Double Compression Expansion Engine) di Joahnnson e il motore a pistoni opposti a due tempi di Achates Power.
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Castro, Eden Velasco. "Navy Downsizing and its Effect on Active Enlisted Navy Personnel." Thesis, Walden University, 2013. http://pqdtopen.proquest.com/#viewpdf?dispub=3567670.
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<p> The overall scope of naval missions has remained largely unchanged despite the loss of more than 8,000 naval personnel each year since 2002. The downsized naval workforce experienced an overload in work assignments and an increase of health-related issues resulting in lowered morale, motivation, job satisfaction, and productivity. Maslow's theory of hierarchy of needs links personal satisfaction to work productivity, which is critical for naval personnel to protect national security, provide humanitarian services, and respond to international crises effectively. This phenomenological study included semi-structured interviews with military and civilian leaders at naval bases located in San Diego and El Centro, CA. Participants reflected on their lived experiences, feelings, and interactions concerning the downsizing phenomenon. Primary themes, generated by a modified van Kaam technique, were related to the change of personal values, Navy readiness and balance force, and leadership's effectiveness and efficiency. The primary finding was the need for naval leaders to communicate downsizing decisions effectively. Additional research is needed to expound on the perceived unfairness in the implementation of downsizing decisions. Social change may occur for naval personnel, community members, and other external stakeholders through the improvement of downsizing communication practices that might reduce health risk factors, economic deflation, and population migration.</p>
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Hurtado, Eduardo. "Job Transitioning Experiences of Blue-Collar Employees After Federal Downsizing." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7014.
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Downsizing, realignment, and closure of military bases have forced many low-skilled, blue-collar federal employees into involuntary job loss and job transition. The impact of involuntary job loss on blue-collar workers has been linked to stress and other adverse psychological effects. There is gap in the literature regarding the lived experiences of federal blue-collar employees following downsizing of military bases. The purpose of this qualitative, interpretive phenomenological study was to examine lived experiences of job loss and job transition for federal blue-collar employees following downsizing of military bases. Schlossberg's transition theory provided a conceptual framework for the study. Ten ex-federal blue-collar employees were recruited through purposeful sampling and interviewed using a semistructured interview strategy. The modified Moustakas and Stevick-Coliazzi-Keen method of analysis was used to analyze the data and report emergent themes. The following 7 themes emerged from the data: transition was associated with negative feelings, employer was unprepared for transition process, support provided by employer, emotional support from family and significant others, engaged in other activities, accepted the transition process, and drew motivation from family. The findings from this study may contribute to positive social change by providing important information that human resource managers, industrial/organizational psychologists, and government agencies can use to advocate for the need for developing programs that support civilian job transition services to individuals who are affected by federal downsizing.
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Castro, Eden Velasco. "Navy Downsizing and its Effect on Active Enlisted Navy Personnel." ScholarWorks, 2011. https://scholarworks.waldenu.edu/dissertations/1069.
Full textAbstract:
The overall scope of naval missions has remained largely unchanged despite the loss of more than 8,000 naval personnel each year since 2002. The downsized naval workforce experienced an overload in work assignments and an increase of health-related issues resulting in lowered morale, motivation, job satisfaction, and productivity. Maslow's theory of hierarchy of needs links personal satisfaction to work productivity, which is critical for naval personnel to protect national security, provide humanitarian services, and respond to international crises effectively. This phenomenological study included semi-structured interviews with military and civilian leaders at naval bases located in San Diego and El Centro, CA. Participants reflected on their lived experiences, feelings, and interactions concerning the downsizing phenomenon. Primary themes, generated by a modified van Kaam technique, were related to the change of personal values, Navy readiness and balance force, and leadership's effectiveness and efficiency. The primary finding was the need for naval leaders to communicate downsizing decisions effectively. Additional research is needed to expound on the perceived unfairness in the implementation of downsizing decisions. Social change may occur for naval personnel, community members, and other external stakeholders through the improvement of downsizing communication practices that might reduce health risk factors, economic deflation, and population migration.
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Mabaso, Fulufhelo Given. "Rationalizing downsizing with long-term profitability : an empirical focus in South African context." Thesis, Stellenbosch : Stellenbosch University, 2008. http://hdl.handle.net/10019.1/850.
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Thesis (MBA (Business Management))--Stellenbosch University, 2008.<br>ENGLISH ABSTRACT: The purpose of this research is to test the rationale of corporate downsizing as
a method of promoting long-term profitability in South African companies. This
study is similar to that conducted by Pallian & Shalhoub (2002: 436-447) on
US-based companies.
The sample consists of 58 JSE-listed companies, which announced their
intention to downsize during the period 1995 - 1997. This period gives 10
years after the announcement to study the effect of downsizing on long-run
profitability. The original sample consisted of more than 172 companies (listed,
non-listed and state-owned companies). 82 of these companies were listed on
the JSE, and the rest were state-owned companies, government departments,
universities or small companies. Of the 82 listed companies about 24 were delisted
from JSE due to number of reasons, including liquidation, winding up
and failure to meet the JSE listing requirements. Thus these companies did
not survive, despite downsizing. For that reason, the sample was reduced to
58 companies.
The financial data for each company was collected for the period 1997-2006.
The relationship between the downsizing index and the six financial variables
(i.e., ROE, ROI, operating costs, cash flow from operations, earnings per share
(EPS) and market share) was explored to study the impact of downsizing
actions in long-run financial performance.
The findings of this study suggest that downsizing is not in the best interests of
financial performance in the long run. There is a very low correlation between
downsizing activity and these variables. Where the correlation does exist, it is
negative. Downsizing also accounts very little for the variations in these
variables. That means if there is an improvement in any of these financial
performance variables it could not be explained by the downsizing, but instead by other variables. Thus there are many other factors that organizations need
to explore in order to improve their long-run financial performance. These
findings also similar those of Pallian & Shalhoub (2002) study.
Some authors like Balazas, De Vries & Manfred (2004), and Biratti & Tziner
(2004), suggested some ways to prevent downsizing failures, which include:
• Giving advance notice, to give the victims a chance to look for
employment elsewhere,
• Supporting the victims by offering them financial aid,
• Counseling support, etc.
Despite these measures, downsizing will still reduce the level of trust in the
organization, hence the negative impact on the financial performance. It is thus
suggested that downsizing should be applied only as a last resort.
Based on the findings of this and the US study, downsizing is seen as a painful
and costly exercise that does not benefit organizations in the long run.
Organizations need to adopt strategic directions which will be able to sustain
them in the future.
Therefore, as an alternative to the downsizing strategy, the following model by
Oosthuizen (2006) is recommended in order to formulate successful business
strategy, regardless of the situation the organizations find themselves in. This
process is divided into four steps, namely:
1. Strategic intent, which includes defining the vision, mission, goals and
objectives of the business.
2. External environment analysis. This includes macro analysis (PESTE)
and industrial analysis.
3. Internal environment analysis. This includes analysis of company’s
current strategy and its past performance, the value chain and processes
(resources, capabilities and competencies).
4. Formulation of business strategy.<br>AFRIKAANSE OPSOMMING: Die doel van hierdie navorsing is om die rationale agter korporatiewe
downsizing as metode om langtermyn winsgewendheid in Suid-Afrikaanse maatskappye te bevorder. Dié studie is soortgelyk aan ‘n studie wat op VSA gebaseerde
maatskappye deur Pallian & Shalhoub (2002: 436-447) uitgevoer is.
Die steekproef bestaan uit 58 Johannesburgse Effektebeurs (JSE) genoteerde maatskappye wat hulle voorneme aangekondig het om tussen 1995 en 1997 te downsize. Dié tydperk laat toe 10 jaar om die uitwerking van downsizing op langtermyn winsgewendheid te bepaal. Die oorspronklike steekproef het uit meer as 172 maatskappye bestaan (genoteerd, nie genoteerd nie en
maatskappye in staatsbesit). 82 hiervan was op die JSE genoteer, die res was
of in staatsbesit of staatsdepartemente. Van die 82 maatskappye, is omtrent 24 van die JSE verwyder om verskeie redes, insluitend likwidasie, afwikkeling of versuim om aan JSE vereistes te voldoen. Hierdie maatskappye het dus ten spyte van downsizing nie oorleef nie. Om die rede, is die steekproef tot 58
maatskappye verminder.
Die finansiële data vir elke maatskappy is vir die tydperk 1997-2006 versamel.
Die verwantskap tussen die downsizing indeks en die ses finansiële
veranderlikes (d.w.s
wins op uitgawes (ROE), wins op belegging (ROI), operasionele kostes,
kontantvloei vanaf operasies, verdienste per aandeel (EPS) en markdeel) is
ondersoek om die uitwerking van downsizing op langtermyn finansiële
verrigting te bepaal. Die bevinding van hierdie studie stel voor dat downsizing
nie die belange van langtermyn finansiële verrigting dien nie. Daar is ‘n lae
korrelasie tussen downsizing optredes en dié veranderlikes. Waar korrelasies
wel bestaan, is hulle negatief. Downsizing verklaar ook min van die wisseling
van hierdie veranderlikes. Dit beteken dat as daar ‘n verbetering is in enige
van hierdie finansiële verrigtingsveranderlikes, dit nie aan downsizing toegeskryf kan word nie, maar wel aan ander veranderlikes. Daar is dus baie
ander faktore wat organisasies behoort te ondersoek om hulle langtermyn
finansiële verrigting te verbeter. Hierdie bevindings weerspieël dié van Pallian &
Shalhoub (2002) se navorsing.
Skrywers soos Balazas, De Vries & Manfred (2004), en Biratti & Tziner (2004),
stel sekere metodes voor om downsizing mislukkings te vermy, insluitend:
• Om vooruit kennis te gee, sodat slagoffers kans kry om elders indiensneming te soek;
• Om slagoffers te ondersteun deur middel van om finansiële hulp aan te bied;
• Ondersteunende raadgewing, ens.
Ten spyte van sulke maatreëls, sal downsizing steeds die vlak van vertroue in
‘n organisasie verminder en ‘n negatiewe uitwerking op finansiële verrigting tot
gevolg hê. Dit word dus voorgestel dat downsizing slegs as laaste toevlug aangewend word.
Gebaseer op die bevindings van hierdie en die VSA studie, word downsizing as ‘n pynlik en duur oefening beskou wat organisasies nie in die langtermyn baat nie.
Organisasies behoort strategiese rigtings te volg wat hulle in die toekoms sal
uithou.
Dus, in plaas van die downsizing strategie, word die volgende model deur
Oosthuizen (2006) aanbeveel om ‘n besigheidsstrategie te formuleer ongeag die
organisasie se omstandighede. Die proses word in vier stappe opgedeel,
naamlik:
1. Strategiese bedoeling, wat definering van visie, misie, doel en spesifieke
doelwitte van die besigheid insluit.
2. Eksterne omgewingsanalise. Dit sluit in makroanalise en nywerheidsanalise.
3. Interne omgewingsanalise. Dit sluit in analise van maatskappy se huidige
strategie, sowel as sy vorige verrigting, die waardeketting en prosesse
(hulpbronne, bekwaamhede en beskikthede).
4. Formulering van besigheidsstrategie.
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Innes, Peter Anthony. "Intensive occupational downsizing : an empirical study of the causes, prevalence and implications of downsizing among professionals in large private firms in Australia 1990 to 1999." Thesis, Royal Holloway, University of London, 2003. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.417924.
Full textAbstract:
Downsizing has been an important dimension of organisational restructuring across most OECD economies during the 1990s. Most research has focused on downsizing as an independent variable. Little research has examined downsizing as a dependent variable and even less has focused on the downsizing of occupational groups within organisations. This thesis focuses on the prevalence and causes of intensive occupational downsizing among professionals. Following a critique and development of a new measure of intensive occupational downing, two theoretical perspectives are examined. The first is an economic `costs' perspective that centres on key characteristics of firms and their environments. The second theoretical perspective comprises the new institutional approach that emphasises the legitimacy and diffusion of downsizing as a managerial fad or fashion. The thesis attempts to assess the explanatory weight of the two theoretical perspectives in relation to the decade of downsizing trends in Australia from 1990. The research undertaken has uniquely developed an original longitudinal dataset of over 4000 organisations. For each organisation, ten years of specific structural information is recorded. This thesis represents an empirical examination of the causes of organisational downsizing using a large longitudinal datasetThe results indicate that intensive occupational downsizing impacts on all occupational groups, consistent with international research. Moreover, the results indicate that conventional measures of downsizing have underestimated its prevalence, due primarily to limitations in its measurement. Focusing on professionals, the substantive results indicate that both economic and institutional factors play a role in causing downsizing among the firms examined. However, economic factors play a more significant role in the analysis
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Calderone, Wilma K. "Survivor reactions to organizational downsizing: The influence of justice perceptions and the psychological contract." Thesis, University of North Texas, 2004. https://digital.library.unt.edu/ark:/67531/metadc4714/.
Full textAbstract:
The present study examined the relationships of organizational justice and the psychological contract with four outcome variables in a downsizing context. Multinational data were gathered from survivors representing a variety of organizations and industries. The main focus of the current study examined the relationships between survivors' perceptions of procedural, interpersonal, and informational justice and organizational commitment, job satisfaction, turnover intentions, and trust in management. Correlational data indicated that procedural, interpersonal, and informational justice all demonstrated significant correlations with the outcome variables with interpersonal justice demonstrating higher correlations with the outcome variables than procedural justice. Additionally, the results of two structural models indicated that, although both models fit the data equally well, interpersonal justice was the dominant predictor of the outcome variables. Finally, moderated multiple regression analyses indicated that the psychological contract did not act as a moderator on the relationships between the justice and the outcome variables. However, supplemental confirmatory factor analysis suggested that the justice variables might act as a mediator of the psychological contract - outcome variable relationships. Possible explanations of the results as well as implications for practice and future research are provided.
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Giommi, Davide. "Strategie di downsizing per ridurre emissioni e consumi in campo automotive." Bachelor's thesis, Alma Mater Studiorum - Università di Bologna, 2021. http://amslaurea.unibo.it/23001/.
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L’obbiettivo di questo elaborato è mostrare le diverse strategie di ridimensionamento dei motori per far fronte alle normative vigenti in materia di emissioni ammissibili di composti nocivi e tossici, che hanno obbligato i costruttori automobilistici a migliorare i parametri ecologici ed economici dei motori per soddisfare i severi requisiti delle leggi antinquinamento per le omologazioni. Sono state identificate le caratteristiche più importanti di questi due approcci, i loro vantaggi e svantaggi e la possibile direzione dello sviluppo dei motori a combustione. Per essere in grado di soddisfare questi requisiti, i propulsori devono costantemente subire numerose modifiche di progettazione nell’era degli attuali standard sulle emissioni di scarico. Vengono mostrate anche le diverse applicazioni di queste tecniche dando la possibilità di verificare le loro potenzialità sul campo reale di utilizzo. Tutte le soluzioni hanno dimostrato notevoli vantaggi in quanto a riduzione delle emissioni ed efficienza rispetto ai tradizionali motori a combustione interna.
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Patton, Eric. "Downsizing through the use of early retirement incentives : a case study." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 2000. http://www.collectionscanada.ca/obj/s4/f2/dsk1/tape2/PQDD_0019/MQ54308.pdf.
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Berberich, Joerg. "An exploration of survivors' experience of organizational downsizing : a sensemaking perspective." Thesis, University of Gloucestershire, 2016. http://eprints.glos.ac.uk/4132/.
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This research explores the experiences of downsizing survivors from the UK and from Germany and Switzerland. It makes a unique contribution to organizational studies theory by applying the concept of sensemaking from Weick (1995) as a theoretical lens for the study of survivors’ experiences. Since this concept was never previously operationalized in this way, this research adds value to the theoretical debate about the sensemaking processes of organizational members in times of change. This work also contributes to the body of knowledge in this field by proposing a theoretical model about survivors’ sensemaking of organizational downsizing. Unlike previous research that mainly addressed causes and effects of organizational downsizing (e.g. Brockner, 1988), the present model depicts survivors’ sensemaking as an iterative process and thereby provides a more holistic view and a new dimension about how survivors respond to the situation post-downsizing. Further theoretical contributions relate to the long-term effects of downsizing on survivors. As it was found that survivors’ attitudes were still negatively affected up to 18 months post-downsizing, this study provides more evidence that the effects of downsizing are not only felt in the short term but are long-lasting. Moreover, this research revealed that repeated exposure to downsizing led to an accumulation of stress and thereby impacted survivors’ well-being over time. Thus, it contradicts several studies, mainly from North America (e.g. Chreim, 2006), which had indicated that surviving repeated waves of downsizing has a favourable effect on survivors and makes them more resilient over time. The present study also has implications for business practices with its recommendation that organizations need to have a clear concept in place to facilitate survivors’ change processes, as well as with its suggestion that organizations provide their line managers with more training opportunities with regard to how downsizing survivors should be supported.
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Campbell, Fiona Katherine. "Downsizing and the management of redundancy : a study of survivor reactions." Thesis, University of Bristol, 1999. http://hdl.handle.net/1983/03de8cb9-a005-4261-890d-23a12cabef1e.
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Sayed, Zakira. "The impact of downsizing on the remaining employees in the organisation." Thesis, University of the Western Cape, 2013. http://hdl.handle.net/11394/4515.
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Magister Commercii (Industrial Psychology) - MCom(IPS)<br>Since the early 2000‟s there has been a wave of global downsizing of employees in many organisations. A question can be posed, to what extent have organisations focused to adopt a downsizing policy framework for ensuring a balance of procedural and efficiency imperatives (Chew & Howitz, 2002). Organisational downsizing has recently become an increasingly important issue that needs to be addressed to ensure fair employment practices. Companies worldwide have used downsizing to improve employee competitiveness, profitability, organisational effectiveness, efficiency as well as to reduce the size of their workforce. Downsizing has ramifications for everyone in the organisation, regardless if employees are remaining in the organisation or those. As a result of restructuring, employees might be suspicious about the future direction of the organisation and their role in it. Trust is especially important in knowledge-based organisations because it is known to support knowledge-creation processes and related interactions (Blomqvist 2002; Tyler 2003). Employees are often sceptical about change, as new work roles assigned may cause them anxiety and previous interpersonal relationships may be lost; however companies regard downsizing positively. The reaction of those who survive the downsizing determines the future success of the organisation (Hopkins & Weathington, 2006). An organisation, in a dominant market, share position due to downsizing and restructuring its strategic business units, thus is more complex and emotionally draining than being the leader during periods of growth. Different organisations, at present, have joined the military march of the global epidemic infected with layoffs that is redefining effective leadership and employee motivation, loyalty and commitment (Noer, 2010). Downsizing essentially involves the reduction in the number of workforce within the organisation, which can be achieved through several techniques including, retrenchments, early retirements or casualisation of staff (Hellgren, Nȁswell, & Sverke, 2005). Robbins (as cited in Ndlovu & Parumasur, 2005, p. 14) intensifies the above by defining downsizing as a practice of reducing the organisations size through extensive layoffs, whereby whole layers of the organisation are eradicated and management is done with fewer people. On the other hand, as outlined by Chew and Horwitz (2002), downsizing may not necessarily result in the loss of jobs where employees are retrained and re-deployed, or where other measures such as non-replacement of staff that leave occur.
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Franczak, Jennifer Lynn. "EXPOSURE TO DOWNSIZING: A LONGITUDINAL EXAMINATION OF CHANGE IN COLLECTIVE TRUST." OpenSIUC, 2013. https://opensiuc.lib.siu.edu/dissertations/674.
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Organizational downsizing, defined as a reduction in workforce, is a common strategy implemented by firms for the purpose of improving an organization's efficiency, work processes, or cost structure. However, previous research has shown that downsizing seldom generates positive results at a macro or micro level. It has been demonstrated that downsizing has a negative impact on financial performance, such as Return on Assets, Return on Investments, and profits in the long-term. Downsizing also has a negative impact on the remaining workers left employed, referred to as the "survivors". Survivors typically respond to downsizing by exhibiting negative attitudes and behaviors such as: decreasing employee morale, commitment, motivation, loyalty, work effort, and trust. Trust, in particular, has been shown to be critical component in survivors' responses to downsizing and is decreased through perceived violations of psychological contracts of employment and perceptions of organizational injustice. However, there is little understanding about how downsizing impacts survivors' collective trust in the long-term. The purpose of this dissertation was to examine how downsizing affects collective trust over time using a Latent Growth Curve Analysis (LCA). LCA allowed us to determine the trajectory of collective trust when downsizing occurs which we found to be nonlinear with diminishing returns. We found collective trust initially decreases in time period two but shows a slight rebound in the subsequent time. This suggests that the levels of collective trust decrease as a result of downsizing. We also found that organizational variables such as the severity of downsizing, voluntary turnover, and CEO pay moderate the relationship between downsizing and collective trust by magnifying the negative relationship between downsizing and collective trust. We also found that CEO tenure moderates the relationship between downsizing and collective trust by suppressing the negative relationship between downsizing and collective trust. Together, the theory and empirical results provide insight into the impact of downsizing on the survivors, ways to mitigate the negative consequences of downsizing, and uncover opportunities for extending management theory.