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Essay / Research Paper Abstract
A recent trend in business has been downsizing with the aim of reducing costs and increasing competitiveness. This 4 page paper looks at the practices of downsizing examining the potential challenges and problems associated with downsizing, looking at how and why the problems emerge. The bibliography cites 8 sources.
Page Count:
4 pages (~225 words per page)
File: TS65_TEdandown.doc
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Unformatted sample text from the term paper:
well known companies such as Ford and General Motors, Starbucks, Best Buy as well as many government departments. Downsizing may help the firms to survive by reducing costs with lower
wage bills, which may also result in increased efficiency where fewer employees carrying out many of the same tasks seen when there was a large employee base (G?th and Paul
, 2011, p2; Guthrie and Datta, 2008, p108). With many firms laying off staff, remaining employees have been generally accepting of this increased workload, pleased to have retained their job
when others have been made redundant. However, although the underlying aims of cost reduction and short term increases in competitiveness may be realised in the short term there may also
be hidden costs. The firms that undertake downsizing may face increased costs following the downsizing due to the impact that the process will have on the survivors (Kurebwa, 2011, p264).
It may be argued that when downsizing firms may make short term savings, but create long term costs due to the impact that process has on the surviving employees. Guthrie
and Datta, (2008, p108) argue that it may result in making an organization lame rather than lean, harming it in the long term. Downsizing has been seen to occur over
the last few decades, increasing in prevalence during difficult economic times. The research by Mishra and Spreitzer, (1998, p567) identified the potential for both negative and positive outcomes in terms
of the survivors, where the resulting attitude may be constrictive or destructive. The responses of the employees where influences by a number of factors; the most important being the way
that the employee interpreted the handling of the downsizing (Mishra and Spreitzer, 1998, p567). Where employees believed the downsizing to be handled well they were more likely to retain
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