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Essay / Research Paper Abstract
This 6 page paper answers 4 questions set by the student concerning organisational behaviour. The first looks at the impact of downsizing on management. The second examines the argument that whistle blowers should be fired. The third considers the benefits and disadvantages of matrix structures and the last considers the value of managing organisational behaviour on individuals, teams and entire companies. The bibliography cites 4 sources.
Page Count:
6 pages (~225 words per page)
File: TS14_TEhrmque1.rtf
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Unformatted sample text from the term paper:
mixed, they may be positive, or as more commonly reported negative. Negatively, lack of trust and motivation are all responses that may be expected when redundancies are announced, but for
those left it may be perceived that these individuals would feel relieved that they still have a job. Unfortunately the human psyche is not this straightforward, and as such there
are a range of emotions, which unless understood cannot be comprehended plans developed to overcome any obstacles that these responses may create. These become the problem of management, dealing not
only with the losses but also the reactions of the downsizing survivors, many of who may also be management themselves. There is a range of literature that outlines responses.
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 (Mishra and Spreitzer, 1998). If we consider the way in which individuals
are motivated and the human relations school were employees are empowered and feel in control and become more productive, then this may be seen as having potentially the opposite effect
in the long term. Downsizing may create fear and distrust reducing commitment and work rates as well a reducing loyalty. For the managers this becomes an issue of how
to motivate the employees and get the most form them at the same time that they may also be suffering. Where there are changes in the hierarchy, such as a
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