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Essay / Research Paper Abstract
Companies face HRM challenges every day. This 10 page paper looks at the Australian equipment rental company Emeco, which announced in October 2009 that it would be downsizing its European operations. The paper considers some HR issues they will have to deal with as a result of the downsizing of and gives him advice on the way to minimize negative impacts. The bibliography cites 10 sources.
Page Count:
10 pages (~225 words per page)
File: TS14_TEemecods.rtf
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Unformatted sample text from the term paper:
faces challenges one that is currently undergoing change is Emeco. This Australian firm specialises in the provision of heavy earth moving machinery to construction and mining industries. The firm has
a global fleet of more than 1,500 vehicles, and offer a number of supplementary services, such as procurement, asset management and project management services (Emeco, 2010). The global recession has
impacted on many industries, especially the construction industry where the credit crunch as well as the decline in demand has reduced the supply chain demand. This has resulted in the
announcement by the firm of a downsizing of the European Operations; this includes restructuring with a sale of some of the assets that deal with the civil construction sector.
Downsizing posses a number of challenges, managing the downsizing itself may be difficult, but to ensure that the staff remain are motivated. This is a longer term problem and may
undermine the performance of the remaining department if there is a significant decrease in productivity. To consider this we need to look at how downsizing may impact ion those that
remain with the company in order to assess how to overcome or reduce the most negative aspects. Mishra and Spreitzer, (1998), identify two dimensions, those of constructive/destructive responses and
those of active or passive. The actual manifestation of response will result from a myriad of influences, one of the major impacts being the interpretation of the success and handling
of the downsizing itself (Mishra and Spreitzer, 1998). The reasoning behind this may be seen as logical, as negative responses such as fear and the perception of threat may be
minimised in a well organised downsizing (Armstrong-Stassen, 2002, Mishra and Spreitzer, 1998). There is a process that survivors will traverse when a downsizing takes place. These are described by Misha
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