Workforce Reductions: Downsizing Strategies Used in Selected Organizations

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DIANE Publishing, Jul 1, 1995 - 42 pages
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Provides information on how 17 companies (AT&T, Black and Decker, DuPont, Kodak, GE, GM, Grumman, HP, Honeywell, IBM, Johnson and Johnson, K-Mart, 3M, Motorola, Sears, and Xerox), 5 states (Florida, Iowa, Minnesota, Oregon and Texas) and 3 foreign gov Ôts. (Australia, Canada and New Zealand) planned for and carried out downsizings in recent years. A compendium of the approaches these employers used, as described by mgmt. officials; the planning involved, the methods used to reduce their workforce, and the human resources aspects of the downsizing activities.

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Page 16 - Strategic planning is a disciplined effort to produce fundamental decisions and actions that shape and guide what an organization is, what it does, and why it does it, with a focus on the future.
Page 1 - The Honorable John Glenn, Ranking Minority Member Committee on Governmental Affairs United States Senate The Honorable...
Page 1 - Chairman The Honorable Cardiss Collins Ranking Minority Member Committee on Government Reform and Oversight House of Representatives The Honorable Henry J.
Page 22 - Freeman is any group or individual who is affected by or who can affect the future of the corporation; for example, customers, employees, suppliers, owners, governments, financial institutions, and critics.
Page 27 - Seventeen of the organizations offered early retirement programs that allowed employees to retire before their normal retirement age. At least 10 of these organizations offered a variety of incentives to encourage employees to take early retirement. Generally, the incentive programs gave employees credit for a specified number of years of service and/or a specified number of years added to their age toward retirement eligibility and calculation of benefit amounts. Early retirement age requirements...
Page 4 - Organizations that said they did not plan their downsizing efforts properly acknowledged that they cut needed employees, suffered skills imbalances, and were often forced to rehire or replace separated employees. Most of the organizations used monetary incentives to encourage "at risk" employees to leave voluntarily if they could not be redeployed.
Page 12 - Taxes imposed on the em ployer by the federal government that provide benefits for a limited time period to employees who lose their jobs through no fault of their own.
Page 13 - Objective, Scope, and Methodology The objective of this report is to provide a compendium of the approaches used by selected companies, states, and foreign governments in downsizing their workforces.
Page 2 - Government and from nongovernment agencies engaged in relief or welfare all their reports, statements, hearings and data on national questions and made a survey of the views of all the leaders on all the questions. 15. Prepared and made available to leaders in Congress, financial circles and newspapers a list of...
Page 28 - At that time, the supplemental payments ceased. Paid Tuition. In four downsizing programs, companies paid separating employees' tuition for up to 2 years for college or training programs to enhance their skills and help make them marketable for employment elsewhere. New Business Start-Up Assistance. One company sponsored workshops to teach separating employees how to start their own businesses. The following examples illustrate how organizations actually combined and used the various separation incentives....

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