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Downsizing: Chapter 14

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Downsizing: Chapter 14. / Dobbins, Anthony; Wilkinson, Adrian; Redman, Tom.
Contemporary Human Resource Management: Text and Cases . gol. / Adrian Wilkinson; Tom Redman; Tony Dundon. 5. gol. Pearson Education, 2016.

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HarvardHarvard

Dobbins, A, Wilkinson, A & Redman, T 2016, Downsizing: Chapter 14. yn A Wilkinson, T Redman & T Dundon (gol.), Contemporary Human Resource Management: Text and Cases . 5 gol., Pearson Education.

APA

Dobbins, A., Wilkinson, A., & Redman, T. (2016). Downsizing: Chapter 14. Yn A. Wilkinson, T. Redman, & T. Dundon (Gol.), Contemporary Human Resource Management: Text and Cases (5 gol.). Pearson Education.

CBE

Dobbins A, Wilkinson A, Redman T. 2016. Downsizing: Chapter 14. Wilkinson A, Redman T, Dundon T, golygyddion. Yn Contemporary Human Resource Management: Text and Cases . 5 gol. Pearson Education.

MLA

Dobbins, Anthony, Adrian Wilkinson a Tom Redman "Downsizing: Chapter 14"., Wilkinson, Adrian Redman, Tom Dundon, Tony (golygyddion). Contemporary Human Resource Management: Text and Cases . 5 udg., Pearson Education. 2016.

VancouverVancouver

Dobbins A, Wilkinson A, Redman T. Downsizing: Chapter 14. Yn Wilkinson A, Redman T, Dundon T, golygyddion, Contemporary Human Resource Management: Text and Cases . 5 gol. Pearson Education. 2016

Author

Dobbins, Anthony ; Wilkinson, Adrian ; Redman, Tom. / Downsizing : Chapter 14. Contemporary Human Resource Management: Text and Cases . Gol. / Adrian Wilkinson ; Tom Redman ; Tony Dundon. 5. gol. Pearson Education, 2016.

RIS

TY - CHAP

T1 - Downsizing

T2 - Chapter 14

AU - Dobbins, Anthony

AU - Wilkinson, Adrian

AU - Redman, Tom

PY - 2016/9/22

Y1 - 2016/9/22

N2 - In this chapter we first introduce the subject of organisational downsizing bydiscussing its wider context, its extent and potential for causing problems whenmismanaged. The breadth and depth of organisational restructuring seen in theindustrialised economies has been significant in recent years, especially in theaftermath of the recent global financial crisis (GFC). Second, we review the methods by which downsizing occurs and consider a range of alternatives to its use. Third, we examine the processes involved and focus in particular on consultation, redundancy selection and support for those who are made redundant, and the survivors of downsizing. Lastly, we conclude by asking whether the costs of downsizing are worth it and whether downsizing translates simply into ‘increased stress and decreased job security’ (De Meuse et al., 1997: 168).

AB - In this chapter we first introduce the subject of organisational downsizing bydiscussing its wider context, its extent and potential for causing problems whenmismanaged. The breadth and depth of organisational restructuring seen in theindustrialised economies has been significant in recent years, especially in theaftermath of the recent global financial crisis (GFC). Second, we review the methods by which downsizing occurs and consider a range of alternatives to its use. Third, we examine the processes involved and focus in particular on consultation, redundancy selection and support for those who are made redundant, and the survivors of downsizing. Lastly, we conclude by asking whether the costs of downsizing are worth it and whether downsizing translates simply into ‘increased stress and decreased job security’ (De Meuse et al., 1997: 168).

M3 - Chapter

SN - 978-1292088242

BT - Contemporary Human Resource Management

A2 - Wilkinson, Adrian

A2 - Redman, Tom

A2 - Dundon, Tony

PB - Pearson Education

ER -