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Case
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Reference no. 402-048-1
Published by: IBS Center for Management Research
Published in: 2002

Abstract

The case examines the increase in employee downsizing across the world in the late 20th and early 21st century. The case discusses in detail the downsizing concept and explores its positive and negative impact on both organisations and employees. The case also examines the ''best practices'' regarding downsizing and the steps downsized employees need to take, to overcome the trauma of being downsized and to find other jobs. It also discusses concepts such as flexible working arrangements and contingent employment that are being adopted by many companies to avoid the negative impact of downsizing. The case is so structured as to enable students to: (1) understand the concept of employee downsizing; (2) identify the circumstances that led to the adoption of downsizing practices across the world, and the methods and processes involved in its implementation; (3) examine the advantages and disadvantages of downsizing for organisations as well as employees; (4) study the approach, methodology and processes of a successful downsizing exercise; and (5) understand concepts such as flexible work arrangements and contingent employment. The case is aimed at MBA/PGDBA students, and is intended to be a part of the human resource management/organisational behaviour curriculum.
Location:
Industry:
Other setting(s):
1990s to 2002

About

Abstract

The case examines the increase in employee downsizing across the world in the late 20th and early 21st century. The case discusses in detail the downsizing concept and explores its positive and negative impact on both organisations and employees. The case also examines the ''best practices'' regarding downsizing and the steps downsized employees need to take, to overcome the trauma of being downsized and to find other jobs. It also discusses concepts such as flexible working arrangements and contingent employment that are being adopted by many companies to avoid the negative impact of downsizing. The case is so structured as to enable students to: (1) understand the concept of employee downsizing; (2) identify the circumstances that led to the adoption of downsizing practices across the world, and the methods and processes involved in its implementation; (3) examine the advantages and disadvantages of downsizing for organisations as well as employees; (4) study the approach, methodology and processes of a successful downsizing exercise; and (5) understand concepts such as flexible work arrangements and contingent employment. The case is aimed at MBA/PGDBA students, and is intended to be a part of the human resource management/organisational behaviour curriculum.

Settings

Location:
Industry:
Other setting(s):
1990s to 2002

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