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Organizational change, restructuring, and downsizing the experience of employees in the electric utility industry /Korns, Michael T. January 2009 (has links)
Thesis (Ph. D.)--Indiana University of Pennsylvania. / Includes bibliographical references.
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The role of trust implications for psychological capital and authentic leadership /Norman, Steven Michael. January 1900 (has links)
Thesis (Ph.D.)--University of Nebraska-Lincoln, 2006. / Title from title screen (site viewed on Aug. 24, 2006). PDF text of dissertation: 210 p. : ill. ; 1.14Mb. UMI publication number: AAT 3208085. Includes bibliographical references. Also available in microfilm, microfiche and paper format.
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Change management implications of a retrenchment strategy in a selected section of a telecommunications organisationAucamp, Mertz January 2001 (has links)
An audit report by the Australian National Audit Office (ANAO) indicated that a company needs to ensure that support is provided to those employees who remain after a staff reduction process and that their needs are managed effectively. One of the recommendations by ANAO for companies that are embarking on restructuring and future staff reduction programs, is the facilitation of change management workshops, or intervention to prepare the staff to manage change. A literature study revealed that no change management model existed that specifically focused on the “survivors” of a retrenchment or restructuring strategy in a company. The literature study was therefore used to assist in developing a change management in Telkom SA. Pre-assessment and post-assessment questionnaires were developed to test the employees’ abilities to manage change and their understanding of the changes that the telecommunications industry is facing. The findings of the survey showed a high level of employee tolerance to change and illuminated the value that was added by the developed change management model.
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'n Ondersoek na die definisie van bedryfsvereistes kragtens Artikel 213 en die begrip "billike rede" kragtens Artikel 188(1)(a)(ii) van Wet op Arbeidsverhoudinge, Wet 66 van 1995Booysen, R.J. 24 January 2012 (has links)
M.Phil.
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The development of an organizational redesign model: a South African case study.Burden, Frans Johannes 04 October 2007 (has links)
The aim of this study was to develop a model to assist a South African information technology company with its organisation redesign interventions. A modernist qualitative methodology, with casing as research design and grounded theory as research strategy, was employed to develop a substantive model. Seven employees were selected as research participants by means of purposive sampling. Their experience of the company’s redesign was explored with a view to developing the model. Various data collection methods were used: semi-structured and follow-up interviews, solicited e-mail essays and policy documents. These yielded rich descriptive data, which were systematically analysed by means of grounded theory methodology. Manual and computer-based (ATLAS.ti 5.0) qualitative data analysis techniques were used to develop the substantive model. After conclusion of the data analysis, the literature on the most current organisation downsizing typologies, models and theories was reviewed. The results of this review informed a focus group discussion that was aimed at substantiating the model. This discussion culminated in the formulation of the Organisation Redesign Model. Thereafter recommendations were made for future research in this field. The Organisational Redesign Model has implications for the information technology sector in South Africa, and the formalisation of grounded theory and the roadmap thereof should facilitate the application of grounded theory in future research. Authenticity, trustworthiness, credibility and reflectivity were ensured by following the guidelines provided in the literature. / Prof. W.J. Schurink
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Survivors of downsized organizations: An analysis of organizational variables before and after downsizingYoung, Roger Scott 01 January 1996 (has links)
No description available.
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Reinvorgating [sic] the employees after downsizing, salary cut or fringe benefits cut. / Reinvigorating the employees after downsizing, salary cut or fringe benefits cutJanuary 1999 (has links)
by Suen Mei-Yan Priscilla, Tsoi Wing-Hoi Elaine. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1999. / Includes bibliographical references (leaves 63-65). / ABSTRACT --- p.i / TABLE OF CONTENTS --- p.ii / CHAPTER / Chapter I --- INTRODUCTION --- p.1 / Chapter II --- LITERATURE REVIEW --- p.8 / Chapter III --- METHODOLOGY --- p.13 / Subjects --- p.13 / Data Collection Procedure --- p.13 / Measurements --- p.15 / Questionnaires for the Employees --- p.14 / Questionnaires for the Human Resources Managers --- p.18 / Chapter IV --- RESULTS --- p.19 / Downsizing --- p.19 / Companies' Actual Practice to Laid-off Staff --- p.19 / Comparison of Employees,Expectation to Companies' Actual Practice to Survivors --- p.20 / Comparison of Employees' and Human Resources Managers' Perception Regarding Things Being Done to Survivors --- p.21 / Comparison of Employees,Expectation to Human Resources Managers' Actual Practice to Survivor During Downsizing --- p.22 / Human Resources Managers' Perception of Survivors' Productivity and Morale After Downsizing --- p.23 / Measures of Employees' Organizational Commitment And Psychological Health with or without Downsizing --- p.23 / Salary Cut and Fringe Benefits Cut --- p.24 / Comparison of Employees' Expectation to Companies' Actual Practice Regarding Salary Cut and Fringe Benefits Cut --- p.24 / Comparison of Employees' and Human Resources Managers' Perception Regarding Things Being Done During Salary Cut or Fringe Benefits Cut --- p.25 / Comparison of Employees' Expectation and Human Resources Managers' Actual Practice Regarding Salary Cut or Fringe Benefits Cut --- p.26 / Measures of Employees' Organizational Commitment and Psychological Health with or without Salary Cut --- p.26 / Measures of Employees' Organizational Commitment and Psychological Health with or without Fringe Benefits Cut --- p.27 / Chapter V --- DISCUSSIONS --- p.30 / Downsizing --- p.30 / Companies' Common Practice to the Laid-off Staff and Employees' Expectation of the Things Being Done to the Survivors --- p.30 / Comparison of Employees' and Human Resources Managers' Perception Regarding Things Being Done to Survivors --- p.31 / Affective Commitment --- p.32 / Continuance Commitment --- p.33 / Normative Commitment --- p.33 / Psychological Health --- p.34 / Salary Cut or Fringe Benefits Cut --- p.34 / Comparison of Employees'Expectation to Companies' Actual Practice --- p.34 / Comparison of Employees' and Human Resources Managers' Perception Regarding Things Being Done Done to Employees --- p.35 / Affective Commitment --- p.36 / Continuance Commitment --- p.36 / Normative Commitment --- p.36 / Psychological Health --- p.37 / Chapter VI --- RECOMMENDATIONS --- p.38 / "Before Downsizing, Salary or Fringe Benefits Cut" --- p.38 / "During Downsizing, Salary or Fringe Benefits Cut" --- p.41 / "After Downsizing, Salary or Fringe Benefits Cut" --- p.45 / Ways to Improve Morale --- p.45 / Ways to Improve Organizational Health --- p.47 / Ways to Improve Productivity --- p.48 / Ways to Improve Organizational Commitment --- p.50 / Chapter VII --- LIMITATIONS --- p.51 / Chapter VIII --- CONCLUSION --- p.53 / APPENDIX I --- p.54 / APPENDIX II --- p.55 / APPENDIX III --- p.59 / BIBLIOGRAPHY --- p.63
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Análisis comparativo de estrategias de la reducción de personal en el sector público Puerto Rico vs. Panamá /Ramírez Acosta, Ricardo. Vázquez Cruz, Jennifer. Unknown Date (has links)
Thesis (M.B.A.) -- Universidad Interamericana de Puerto Rico, Recinto de Ponce, 2007. / Digitized and made available on the World Wide Web by Interamerican University of Puerto Rico, 2007.
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Rationalizing downsizing with long-term profitability : an empirical focus in South African contextMabaso, Fulufhelo Given 03 1900 (has links)
Thesis (MBA (Business Management))--Stellenbosch University, 2008. / ENGLISH ABSTRACT: The purpose of this research is to test the rationale of corporate downsizing as
a method of promoting long-term profitability in South African companies. This
study is similar to that conducted by Pallian & Shalhoub (2002: 436-447) on
US-based companies.
The sample consists of 58 JSE-listed companies, which announced their
intention to downsize during the period 1995 - 1997. This period gives 10
years after the announcement to study the effect of downsizing on long-run
profitability. The original sample consisted of more than 172 companies (listed,
non-listed and state-owned companies). 82 of these companies were listed on
the JSE, and the rest were state-owned companies, government departments,
universities or small companies. Of the 82 listed companies about 24 were delisted
from JSE due to number of reasons, including liquidation, winding up
and failure to meet the JSE listing requirements. Thus these companies did
not survive, despite downsizing. For that reason, the sample was reduced to
58 companies.
The financial data for each company was collected for the period 1997-2006.
The relationship between the downsizing index and the six financial variables
(i.e., ROE, ROI, operating costs, cash flow from operations, earnings per share
(EPS) and market share) was explored to study the impact of downsizing
actions in long-run financial performance.
The findings of this study suggest that downsizing is not in the best interests of
financial performance in the long run. There is a very low correlation between
downsizing activity and these variables. Where the correlation does exist, it is
negative. Downsizing also accounts very little for the variations in these
variables. That means if there is an improvement in any of these financial
performance variables it could not be explained by the downsizing, but instead by other variables. Thus there are many other factors that organizations need
to explore in order to improve their long-run financial performance. These
findings also similar those of Pallian & Shalhoub (2002) study.
Some authors like Balazas, De Vries & Manfred (2004), and Biratti & Tziner
(2004), suggested some ways to prevent downsizing failures, which include:
• Giving advance notice, to give the victims a chance to look for
employment elsewhere,
• Supporting the victims by offering them financial aid,
• Counseling support, etc.
Despite these measures, downsizing will still reduce the level of trust in the
organization, hence the negative impact on the financial performance. It is thus
suggested that downsizing should be applied only as a last resort.
Based on the findings of this and the US study, downsizing is seen as a painful
and costly exercise that does not benefit organizations in the long run.
Organizations need to adopt strategic directions which will be able to sustain
them in the future.
Therefore, as an alternative to the downsizing strategy, the following model by
Oosthuizen (2006) is recommended in order to formulate successful business
strategy, regardless of the situation the organizations find themselves in. This
process is divided into four steps, namely:
1. Strategic intent, which includes defining the vision, mission, goals and
objectives of the business.
2. External environment analysis. This includes macro analysis (PESTE)
and industrial analysis.
3. Internal environment analysis. This includes analysis of company’s
current strategy and its past performance, the value chain and processes
(resources, capabilities and competencies).
4. Formulation of business strategy. / AFRIKAANSE OPSOMMING: Die doel van hierdie navorsing is om die rationale agter korporatiewe
downsizing as metode om langtermyn winsgewendheid in Suid-Afrikaanse maatskappye te bevorder. Dié studie is soortgelyk aan ‘n studie wat op VSA gebaseerde
maatskappye deur Pallian & Shalhoub (2002: 436-447) uitgevoer is.
Die steekproef bestaan uit 58 Johannesburgse Effektebeurs (JSE) genoteerde maatskappye wat hulle voorneme aangekondig het om tussen 1995 en 1997 te downsize. Dié tydperk laat toe 10 jaar om die uitwerking van downsizing op langtermyn winsgewendheid te bepaal. Die oorspronklike steekproef het uit meer as 172 maatskappye bestaan (genoteerd, nie genoteerd nie en
maatskappye in staatsbesit). 82 hiervan was op die JSE genoteer, die res was
of in staatsbesit of staatsdepartemente. Van die 82 maatskappye, is omtrent 24 van die JSE verwyder om verskeie redes, insluitend likwidasie, afwikkeling of versuim om aan JSE vereistes te voldoen. Hierdie maatskappye het dus ten spyte van downsizing nie oorleef nie. Om die rede, is die steekproef tot 58
maatskappye verminder.
Die finansiële data vir elke maatskappy is vir die tydperk 1997-2006 versamel.
Die verwantskap tussen die downsizing indeks en die ses finansiële
veranderlikes (d.w.s
wins op uitgawes (ROE), wins op belegging (ROI), operasionele kostes,
kontantvloei vanaf operasies, verdienste per aandeel (EPS) en markdeel) is
ondersoek om die uitwerking van downsizing op langtermyn finansiële
verrigting te bepaal. Die bevinding van hierdie studie stel voor dat downsizing
nie die belange van langtermyn finansiële verrigting dien nie. Daar is ‘n lae
korrelasie tussen downsizing optredes en dié veranderlikes. Waar korrelasies
wel bestaan, is hulle negatief. Downsizing verklaar ook min van die wisseling
van hierdie veranderlikes. Dit beteken dat as daar ‘n verbetering is in enige
van hierdie finansiële verrigtingsveranderlikes, dit nie aan downsizing toegeskryf kan word nie, maar wel aan ander veranderlikes. Daar is dus baie
ander faktore wat organisasies behoort te ondersoek om hulle langtermyn
finansiële verrigting te verbeter. Hierdie bevindings weerspieël dié van Pallian &
Shalhoub (2002) se navorsing.
Skrywers soos Balazas, De Vries & Manfred (2004), en Biratti & Tziner (2004),
stel sekere metodes voor om downsizing mislukkings te vermy, insluitend:
• Om vooruit kennis te gee, sodat slagoffers kans kry om elders indiensneming te soek;
• Om slagoffers te ondersteun deur middel van om finansiële hulp aan te bied;
• Ondersteunende raadgewing, ens.
Ten spyte van sulke maatreëls, sal downsizing steeds die vlak van vertroue in
‘n organisasie verminder en ‘n negatiewe uitwerking op finansiële verrigting tot
gevolg hê. Dit word dus voorgestel dat downsizing slegs as laaste toevlug aangewend word.
Gebaseer op die bevindings van hierdie en die VSA studie, word downsizing as ‘n pynlik en duur oefening beskou wat organisasies nie in die langtermyn baat nie.
Organisasies behoort strategiese rigtings te volg wat hulle in die toekoms sal
uithou.
Dus, in plaas van die downsizing strategie, word die volgende model deur
Oosthuizen (2006) aanbeveel om ‘n besigheidsstrategie te formuleer ongeag die
organisasie se omstandighede. Die proses word in vier stappe opgedeel,
naamlik:
1. Strategiese bedoeling, wat definering van visie, misie, doel en spesifieke
doelwitte van die besigheid insluit.
2. Eksterne omgewingsanalise. Dit sluit in makroanalise en nywerheidsanalise.
3. Interne omgewingsanalise. Dit sluit in analise van maatskappy se huidige
strategie, sowel as sy vorige verrigting, die waardeketting en prosesse
(hulpbronne, bekwaamhede en beskikthede).
4. Formulering van besigheidsstrategie.
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The effect of restructuring on earnings expectations and firm value an empirical investigation /Lippincott, Barbara, January 1998 (has links)
Thesis (Ph. D.)--University of Missouri-Columbia, 1998. / Typescript. Vita. Includes bibliographical references (leaves 94-101). Also available on the Internet.
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