Bibliography: leaves 125-131.

Abstract The ratio of unemployment in 2000 is 2.99%. The ratio of unemployment in 2001 is 4.57%. The ratio of unemployment in 2002 is 5.17%(narrow sense). The ratio of unemployment in 2002 is 7.26% (broad sense). They achieve the highest record in history at the same time. Mention as above we know unemployment has become the most serious problem in Taiwan now. The top three motorcycle companies in Taiwan are KYMCO, SYM, and YAMAHA which have different business styles, so there must be some differences in design and practice of downsizing programs. Finding the same points and the differences in downsizing programs are the motives of this research. And forming experience rules for business to use can show the value of this research. On the other side, we can find manpower market problems in manufacturing industries in Taiwan from researching Taiwan motorcycle industries. The quantities method researches about quitting are very popular recently. Although the research contents can provide many ideas for business, the business truly needs the know-how of planning in advance and implementing steps in downsizing programs that are key factors whether the downsizing programs can smoothly succeed or not. But we seldom read such descriptive researches that business readers really want to consult. This research tries to discuss with process design and tasks of every stages of downsizing programs according to time axis. Secondary data are from newspapers, periodical, thesis, books, company publication, and network. Primary data come from case companies interview (the first step) and questionnaire (the second step). The objects who this researcher interviews are HR department managers of KYMCO, SYM, and YAMAHA. The in-depth interview of the first step¡Gthis research analyzes the origin of downsizing programs from business condition, gets together the practice process and situation of downsizing programs from history vestige, records the improved activities after downsizing programs from holding the present situation, and describes business vision from future chance. The questionnaire of the second step¡Gtry to understand the feeling that personnel matters workers feel at heart in carrying out downsizing programs, the opinions that personnel matters workers think about downsizing programs, the belief that decision-making managers have to personnel matters workers¡¦ professional performance in downsizing programs. From the comparison and analyses of interview data of case companies, we can clearly know the cause, entire process, and effect of downsizing programs of the top three motorcycle companies in Taiwan. At last this research submits the related proposals from different views¡Gthe proposal for employees (create high additional value), the proposal for government (create occupation advantage by improving political and economical environment), the proposal for business (laws side. human kindness side. management side. implementation side ), the proposal for case companies (strategy. internation. system. science and technology).

The present study compared the career development concerns and other vocationally relevant variables of employees of organizations who have and have not engaged in downsizing within a one year timeframe. The sample consisted of 162 participants, 72 layoff survivors (those who remained in an organization after its downsizing) and 92 non-survivors (employees in organizations who have not downsized within 12 months). Significant results were found that differentiated the career related experiences of participants in the survivors group, survivors from non-survivors, and participants in general regardless of survivorship status. In general, results indicated that non-survivors reported greater job satisfaction and job security than layoff survivors, that being married with children may increase job satisfaction, and social support may buffer the grief reactions that survivors have to the loss of their co-worker friends. Furthermore, Super's age-associated stages within the Life-Span, Life-Space Theory were moderately upheld in the sample, especially for the Exploration stage. However, younger workers demonstrated more Maintenance concerns that would be predicted by the theory. A discussion of the relevant literature is included as well as possible explanations of the results, small sample size, and implications for future research.

abstract / Public Administration / Master / Master of Public Administration

No description available.

Downsizing has had a significant influence on organizational life over the past 20 years. When organizations downsize, two groups of people emerge, those who are laid off and those who remain in the organization. The experiences of those remaining in the organization, or the organizational survivors, have been neglected. This study presents an interpretivistic examination of the experiences of survivors with regard to their perceptions of conflict and procedural justice during and after downsizing. The data gathered for the study is based on thirty-one interviews with employees in TeleCo, a downsizing organization. TeleCo is a diversified organization with facilities and subsidiaries worldwide. In 2001, changes began taking place within the organization, one being the implementation of company-wide layoffs. Telecomm, the division highlighted in this study, has laid off 200 of the 350 workers in one facility. This study revealed three overarching categories of conflict frames employees use to make sense out of their experience as survivors. Procedural justice components of choice, voice, and feedback were also determined to influence the perceptions of survivors and their overall opinions of downsizing

Downsizing has had a significant influence on organizational life over the past 20 years. When organizations downsize, two groups of people emerge, those who are laid off and those who remain in the organization. The experiences of those remaining in the organization, or the organizational survivors, have been neglected. This study presents an interpretivistic examination of the experiences of survivors with regard to their perceptions of conflict and procedural justice during and after downsizing. The data gathered for the study is based on thirty-one interviews with employees in TeleCo, a downsizing organization. TeleCo is a diversified organization with facilities and subsidiaries worldwide. In 2001, changes began taking place within the organization, one being the implementation of company-wide layoffs. Telecomm, the division highlighted in this study, has laid off 200 of the 350 workers in one facility. This study revealed three overarching categories of conflict frames employees use to make sense out of their experience as survivors. Procedural justice components of choice, voice, and feedback were also determined to influence the perceptions of survivors and their overall opinions of downsizing

Thesis (PhDBusinessandManagement)--University of South Australia, 2003.

Magister Commercii (Industrial Psychology) - MCom(IPS) / Since the early 2000‟s there has been a wave of global downsizing of employees in many organisations. A question can be posed, to what extent have organisations focused to adopt a downsizing policy framework for ensuring a balance of procedural and efficiency imperatives (Chew & Howitz, 2002). Organisational downsizing has recently become an increasingly important issue that needs to be addressed to ensure fair employment practices. Companies worldwide have used downsizing to improve employee competitiveness, profitability, organisational effectiveness, efficiency as well as to reduce the size of their workforce. Downsizing has ramifications for everyone in the organisation, regardless if employees are remaining in the organisation or those. As a result of restructuring, employees might be suspicious about the future direction of the organisation and their role in it. Trust is especially important in knowledge-based organisations because it is known to support knowledge-creation processes and related interactions (Blomqvist 2002; Tyler 2003). Employees are often sceptical about change, as new work roles assigned may cause them anxiety and previous interpersonal relationships may be lost; however companies regard downsizing positively. The reaction of those who survive the downsizing determines the future success of the organisation (Hopkins & Weathington, 2006). An organisation, in a dominant market, share position due to downsizing and restructuring its strategic business units, thus is more complex and emotionally draining than being the leader during periods of growth. Different organisations, at present, have joined the military march of the global epidemic infected with layoffs that is redefining effective leadership and employee motivation, loyalty and commitment (Noer, 2010). Downsizing essentially involves the reduction in the number of workforce within the organisation, which can be achieved through several techniques including, retrenchments, early retirements or casualisation of staff (Hellgren, Nȁswell, & Sverke, 2005). Robbins (as cited in Ndlovu & Parumasur, 2005, p. 14) intensifies the above by defining downsizing as a practice of reducing the organisations size through extensive layoffs, whereby whole layers of the organisation are eradicated and management is done with fewer people. On the other hand, as outlined by Chew and Horwitz (2002), downsizing may not necessarily result in the loss of jobs where employees are retrained and re-deployed, or where other measures such as non-replacement of staff that leave occur.

This phenomenological study explored how HR professionals who identified themselves as facilitators of strategic HRD (SHRD) perceived the experience of being an organizational agent-downsizing survivor. Criterion and snowball sampling were used to recruit 15 participants for this study. A semi-structured interview guide was used to interview participants. Creswell’s (2007) simplified version of Moustakas’s (1994) Modification of the Stevick-Colaizzi-Keen Method of Analysis of Phenomenological Data was used to analyze the data. Four main themes and corresponding sub-themes emerged from an inductive data analysis. The four main themes were a) the emotionality of downsizing, b) feeling responsible, c) choice and control, and d) possibilities for growth. Participants perceived downsizing as an emotional organizational change event that required them to manage their own emotions while helping others do the same. They performed their roles within an organizational atmosphere that was perceived as chaotic and filled with apprehension, shock, and a sense of ongoing loss, sadness and grieving. They sometimes experienced guilt and doubt and felt deceptive for having to keep secrets from others when planning for downsizing. Participants felt a strong sense of responsibility to protect employees emotionally, balance employee and organizational interests, and try to ensure the best outcomes for both. Often being there for others meant that they put on their games faces and took care of themselves last. Participants spoke of the importance of choosing one’s attitude, being proactive rather than reactive, and finding ways to regain control in the midst of organizational crisis. They also perceived that although downsizing was emotionally difficult to go through that it provided possibilities for self, employee, and organizational growth.