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Creating a resilient workforce : managing the up-side of downsizing

Author: Kusum Sahdev; Susan Vinnicombe; John Bank; Cranfield School of Management.
Publisher: Harlow : Financial Times Prentice Hall [and] Cranfield University School of Management, 2001.
Series: A Cranfield School of Management/Financial Times Prentice Hall research report; Knowledge into action.
Edition/Format:   Print book : EnglishView all editions and formats
Database:WorldCat
Summary:

This report from the Cranfield School of Management sets out how a company can ensure that the core workforce remains focused, productive and committed to realizing the benefits of downsizing.

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Document Type: Book
All Authors / Contributors: Kusum Sahdev; Susan Vinnicombe; John Bank; Cranfield School of Management.
ISBN: 0273650726 9780273650720
OCLC Number: 46499731
Description: xx, 190 pages : illustrations ; 30 cm.
Contents: Introduction 1 BACKGROUND *Executive summary *Trends in downsizing *Implementing downsizing - is there a best way? *Reasons for downsizing *Benefits of downsizing *The financial downside of downsizing *The case for resilience *BT case study - from betrayal to resilience *Conclusion 2 HR PROFESSIONALS' OBSERVATIONS OF THE SURVIVOR ISSUES 2.1 Executive summary 2.2 Introduction 2.3 Background information on downsizing 2.4 Perceptions of survivors' reactions 2.5 Perceptions of survivors' attitudes to work-related aspects 2.6 Survivors' performance 2.7 Survivors' expectations 2.8 Overview of the outcomes of downsizing 2.9 Conclusion 3 CASE STUDY: BARCLAYCARD 3.1 Executive summary 3.2 Introduction 3.3 Reasons for downsizing 3.4 Strategies to implement downsizing 3.5 HR strategies/policies to manage downsizing 3.6 Descriptions of key survivor issues 3.7 Conclusion 4 CASE STUDY: SKF (UK) LTD 4.1 Executive summary 4.2 Introduction 4.3 Reasons for downsizing 4.4 Strategies used to downsize 4.5 HR strategies used to manage downsizing 4.6 Description of key survivor issues 4.7 Conclusion 5 CASE STUDY: MEGATEX 5.1 Executive summary 5.2 Introduction 5.3 Reasons for downsizing 5.4 Strategies to implement downsizing 5.5 HR implementation strategies for downsizing 5.6 Description of key survivor issues 5.7 Conclusion 6 CASE STUDY: BEDFORDSHIRE COUNTY COUNCIL 6.1 Executive summary 6.2 Introduction 6.3 Reasons for downsizing 6.4 Strategies to implement downsizing 6.5 HR strategies/policies to manage downsizing 6.6 Description of key survivor issues 6.7 Conclusion 7 CROSS-CASE COMPARISONS AND BUILDING THE CONTEXT OF DOWNSIZING 7.1 Executive summary 7.2 Summary of findings from the four cases 7.3 Emerging categories 7.4 Developing a model for the context of downsizing 7.5 Underlying implications of restructuring/redesign strategies 7.6 Conclusion 8 SURVIVORS' REACTIONS 8.1 Executive summary 8.2 Introduction 8.3 Megatex: low frequency/reactive reasons for downsizing 8.4 BCC: high frequency/reactive reasons for downsizing 8.5 SKF (UK): high frequency/proactive reasons for downsizing 8.6 Barclaycard: low frequency/proactive reasons for downsizing 8.7 Conclusion 9 CREATING RESILIENCE THROUGH BUILDING TRUST, COMMITMENT AND MOTIVATION 9.1 Executive summary 9.2 Implications of the findings 9.3 Trust as the precursor to creating resilience 9.4 Strategies for building trust, commitment and motivation 9.5 HR implications 9.6 Middle managers' role in building trust, commitment and motivation 9.7 Conclusion APPENDIX A.1 Executive summary A.2 Case study methodology A.3 Selection of cases A.4 Phase One A.5 Phase Two A.6 Conclusion
Series Title: A Cranfield School of Management/Financial Times Prentice Hall research report; Knowledge into action.
Responsibility: Kusum Sahdev, Susan Vinnicombe and John Bank.

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