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Essay / Research Paper Abstract
A 4 page paper. Human resource managers can demonstrate real creativity when resources are limited, such as during a recession. This essay discusses some of the strategies managers can use during these times. Topics include forecasting, job rotation, training, cross-training and other tactics. Bibliography lists 4 sources.
Page Count:
4 pages (~225 words per page)
File: ME12_PGhrm10l.rtf
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Unformatted sample text from the term paper:
borders. Newspapers and news magazines were filled with reports of major corporations around the world downsizing in 2008 and into 2009. Companies lose revenue and when they lose enough they
take drastic actions to stay in business. Some managers become creative when faced with limited resources. John Chambers, CEO of Cisco, changed the way he managed as a result of
sustained losses; he went from a command-and-control model to a democratic model engaging employees in decision making for the future of the company (McGregor and Burrows 2009, p. 30). The
company emerged from the worst of the recession profitable. Many companies have come out of recessions or other times of limited resources at least as profitable as they were.
Research finds these companies do the same things during lean times as they do during prosperous times. One of those things is employee training. Eyre (2008, p. 20) said that
"investing in peoples skills and abilities is the best way to reduce exposure to the risk of recession." One international survey found that most leaders, 80 percent, reported that employee
development becomes a tactical strategy when facing a recession. The training helps to make the workforce more productive. Of course, the training must be targeted and designed to achieve predetermined
objectives (Eyre 2008, p. 20). Other authors also report that it is essential for companies to continue offering training programs for their employees. One outcome will be loyalty,
which means that when the labor market opens up, the company will be less likely to lose talented people (Helios HR, LLC 2009, p. 8). Human resource leaders need
to be involved in forecasting on a regular basis. Forecasting is not easy and it is not a sure-fire tool to prepare the organization (Rivers n.d.). Still, there is a
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