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Produktbild: Responsible Restructuring

Responsible Restructuring Creative and Profitable Alternatives to Layoffs

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Beschreibung

Produktdetails

Einband

Gebundene Ausgabe

Erscheinungsdatum

02.09.2002

Verlag

MCGRAW-HILL Professional

Seitenzahl

125

Maße (L/B/H)

23,9/16,1/1,7 cm

Gewicht

390 g

Sprache

Englisch

ISBN

978-1-57675-129-9

Beschreibung

Produktdetails

Einband

Gebundene Ausgabe

Erscheinungsdatum

02.09.2002

Verlag

MCGRAW-HILL Professional

Seitenzahl

125

Maße (L/B/H)

23,9/16,1/1,7 cm

Gewicht

390 g

Sprache

Englisch

ISBN

978-1-57675-129-9

Herstelleradresse

Libri GmbH
Europaallee 1
36244 Bad Hersfeld
DE

Email: gpsr@libri.de

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  • Produktbild: Responsible Restructuring
  • List of Exhibits
    Preface
    Acknowledgments

    1 Restructuring In Perspective
    The Economic Logic That Drives Employment Downsizing
    Direct and Indirect Costs of Layoffs
    Is Restructuring a Bad Thing to Do?
    Responsible Restructuring—What Is It?
    Employment Downsizing—The Juggernaut Continues
    The Human and Financial Toll
    The Effect of Poor Labor Relations on Product Quality
    The Payoff from Treating Employees as Assets

    2 The Financial Consequences of Alternative Restructuring Strategies
    Results of the 1982–1994 Study
    Extension and Update from 1995 to 2000
    Stock Return
    Employment Downsizing and Flexibility

    3 A Baker’s Dozen Myths versus Facts about Downsizing
    MYTH #1 Jobs are secure at firms that are doing well financially.
    MYTH #2 Companies that are laying off workers are not hiring new ones.
    MYTH #3 Downsizing employees boosts profits.
    MYTH #4 Downsizing employees boosts productivity.
    MYTH #5 Downsizing employees has no effect on the quality of products or services.
    MYTH #6 Downsizing employees is a one-time event for most companies.
    MYTH #7 Since companies are just “cutting fat” by downsizing employees, there are no adverse effects on those who remain.
    MYTH #8 Most employees are surprised to learn they’ve been laid off. They ask, “Why me?”
    MYTH #9 At outplacement centers, laid-off employees tend to keep to themselves as they pursue jobs.
    MYTH #10 The number of employees let go, including their associated costs, is the total cost of downsizing.
    MYTH #11 Violence, sabotage, or other vengeful acts from laid-off employees are remote possibilities.
    MYTH #12 Training survivors during and following layoffs is not necessary.
    MYTH #13 Stress-related medical disorders are more likely for those laid off than for those who remain.

    4 The Case for Responsible Restructuring
    Alternative Approaches to the Employment Relationship
    Which Approaches Produce Better Outcomes?
    The Causal Effect of Management Practices on Performance
    The Financial Impact of Employee Attitudes on Firm Performance
    Policies and Practices That Lead to High Performance
    Business Concept Innovation
    What Business Concept Innovation Is Not

    5 Responsible Restructuring—Alternative Strategies
    Charles Schwab & Company
    Compaq Computer
    Cisco Systems, Accenture, and Motorola
    State of Connecticut, Department of Labor, and Reflexite Corporation
    Intel, ChevronTexaco, and Minnesota Mining and Manufacturing Company (3M)
    Acxiom, Inc.
    Sage Software, Inc.
    Louisiana-Pacific Corporation
    Philips Electronics Singapore
    Procter & Gamble Company

    6 The Virtues of Stability
    Snap Back
    Lincoln Electric Holdings, Inc.
    SAS Institute
    Southwest Airlines
    Best Employers in Asia
    The Costs of Downsizing versus the No-Layoff Payoff

    7 Responsible Restructuring: What to Do and What Not to Do
    Why Address Organizational Justice?
    Components of Procedural Justice
    The Importance of Communication
    Developing a Systematic Communications Strategy
    Implementing a Corporate Communication Effort
    10 Mistakes to Avoid When Restructuring
    Restructuring Responsibly: What to Do
    Endnotes
    Index
    About the Author