published_or_final_version / Public Administration / Master / Master of Public Administration

published_or_final_version / Public Administration / Master / Master of Social Sciences

published_or_final_version / Politics and Public Administration / Master / Master of Public Administration

published_or_final_version / Public Administration / Master / Master of Social Sciences

published_or_final_version / Housing Management / Master / Master of Housing Management

published_or_final_version / Business Administration / Master / Master of Business Administration

published_or_final_version / Business Administration / Master / Master of Business Administration

published_or_final_version / Management Studies / Master / Master of Business Administration

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

published_or_final_version / Housing Management / Master / Master of Housing Management