20702916-Effect-of-Downsizing-on-Employees-Morale-1

20702916-Effect-of-Downsizing-on-Employees-Morale-1 - TABLE...

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TABLE OF CONTENTS 1. INTRODUCTION 2. LITERATURE REVIEW Conceptual approach to employee downsizing Downsizing and employee attitude Employee morale during downsizing Organizational climate also affects employee retention rate and positively affects employee downsizing rate Tips for creating an effective organizational climate for minimum employee down sizing Organizational vital signs-a leading indicator of satisfaction measuring Of employees Organizational climate-employee satisfaction survey Employee down sizing & employee motivation are closely knitted Employee down-sizing & employee engagement Diagnostic tool 3. RESEARCH OBJECTIVES 4. RESEARCH METHODOLOGY Methodology Research design Nature of data Data collection Sample size 1
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Sampling technique Sampling procedure actually employed Analytical tools 5. DATA ANALYSIS 6. CONCLUSION & IMPLICATIONS 7. RECOMMENDATIONS 8. BIBLIOGRAPHY 9. APPENDIX 2
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INTRODUCTION What Is Employee Down Sizing Employee downsizing is a nightmare feared by most of the employees working in the corporate world. A downsizing strategy reduces the scale (size) and scope of a business to improve its financial performance In management parlance, the term downsizing refers to pruning (including layoffs and retrenchments) of the size of workforce for a variety of reasons: Obsolescence of skills consequent upon up gradation of technology, Shift in the organizational requirements; Outsourcing; Modernizing, Restructuring or even reducing the activities of industrial units; and Redesigning the job in an organization. Employees, nowadays, will have to reconcile with the ugly realities of the corporate world and they may have to be prepared for alternative employment as the axe may fall on anyone at any time. Due to the globalization of business, organizations are able to develop a number of approaches by which to employ human resources, technology, and capital to implement innovative projects in different parts of the world. They are able to derive maximum advantage due to these possibilities. While the larger goals appear justifiable and in the interest of most stakeholders, they lead to frequent changes at the organizational, functional, and individual levels. At the organizational level, such changes can lead to closure of businesses, off-shoring, merging with another organization, outsourcing, restructuring, etc. At the functional level, it can imply changes in the availability of resources, changes in the scope of 3
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activities, etc. As a sequel to these developments, employees can be redeployed, transferred, rendered redundant, or let go within a very short span, without adequate preparation for these changes. Such changes take their toll in terms of organizational productivity, nature of employer-employee relationships and the associated social costs.
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