Premium
Managing a downsizing process
Author(s) -
Cascio Wayne F.,
Wynn Peg
Publication year - 2004
Publication title -
human resource management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.888
H-Index - 94
eISSN - 1099-050X
pISSN - 0090-4848
DOI - 10.1002/hrm.20034
Subject(s) - process (computing) , business , process management , interpersonal communication , public relations , management , marketing , operations management , psychology , political science , computer science , social psychology , economics , operating system
This article identifies five gaps between research and practice in the area of employment downsizing. Each area includes psychological research findings that should promote better management practices. Two organizations that successfully bridged the gap between research and practice are presented as examples of how to manage strategic and interpersonal processes effectively when there is pressure to downsize employees. One organization did downsize 8,000 employees as a last resort, while the other took creative steps to avoid any employment downsizing. The article concludes with suggestions for enhancing the effectiveness of downsizing efforts even further, and for evaluating the actions taken. © 2004 Wiley Periodicals, Inc.