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Responsible Restructuring

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Responsible Restructuring by Wayne F. Cascio
Hardcover $27.95
Sep 02, 2002 | ISBN 9781576751299

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  • Sep 02, 2002 | ISBN 9781576751299

    Also available from:

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Product Details

Table Of Contents

List of Exhibits
Preface
Acknowledgments

1 Restructuring In Perspective
The Economic Logic That Drives Employment Downsizing
Direct and Indirect Costs of Layoffs
Is Restructuring a Bad Thing to Do?
Responsible Restructuring—What Is It?
Employment Downsizing—The Juggernaut Continues
The Human and Financial Toll
The Effect of Poor Labor Relations on Product Quality
The Payoff from Treating Employees as Assets

2 The Financial Consequences of Alternative Restructuring Strategies
Results of the 1982–1994 Study
Extension and Update from 1995 to 2000
Stock Return
Employment Downsizing and Flexibility

3 A Baker’s Dozen Myths versus Facts about Downsizing
MYTH #1 Jobs are secure at firms that are doing well financially.
MYTH #2 Companies that are laying off workers are not hiring new ones.
MYTH #3 Downsizing employees boosts profits.
MYTH #4 Downsizing employees boosts productivity.
MYTH #5 Downsizing employees has no effect on the quality of products or services.
MYTH #6 Downsizing employees is a one-time event for most companies.
MYTH #7 Since companies are just “cutting fat” by downsizing employees, there are no adverse effects on those who remain.
MYTH #8 Most employees are surprised to learn they’ve been laid off. They ask, “Why me?”
MYTH #9 At outplacement centers, laid-off employees tend to keep to themselves as they pursue jobs.
MYTH #10 The number of employees let go, including their associated costs, is the total cost of downsizing.
MYTH #11 Violence, sabotage, or other vengeful acts from laid-off employees are remote possibilities.
MYTH #12 Training survivors during and following layoffs is not necessary.
MYTH #13 Stress-related medical disorders are more likely for those laid off than for those who remain.

4 The Case for Responsible Restructuring
Alternative Approaches to the Employment Relationship
Which Approaches Produce Better Outcomes?
The Causal Effect of Management Practices on Performance
The Financial Impact of Employee Attitudes on Firm Performance
Policies and Practices That Lead to High Performance
Business Concept Innovation
What Business Concept Innovation Is Not

5 Responsible Restructuring—Alternative Strategies
Charles Schwab & Company
Compaq Computer
Cisco Systems, Accenture, and Motorola
State of Connecticut, Department of Labor, and Reflexite Corporation
Intel, ChevronTexaco, and Minnesota Mining and Manufacturing Company (3M)
Acxiom, Inc.
Sage Software, Inc.
Louisiana-Pacific Corporation
Philips Electronics Singapore
Procter & Gamble Company

6 The Virtues of Stability
Snap Back
Lincoln Electric Holdings, Inc.
SAS Institute
Southwest Airlines
Best Employers in Asia
The Costs of Downsizing versus the No-Layoff Payoff

7 Responsible Restructuring: What to Do and What Not to Do
Why Address Organizational Justice?
Components of Procedural Justice
The Importance of Communication
Developing a Systematic Communications Strategy
Implementing a Corporate Communication Effort
10 Mistakes to Avoid When Restructuring
Restructuring Responsibly: What to Do
Endnotes
Index
About the Author

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