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).

A era do downsizing (CALDAS, 2000) se alastra sobre o jornalismo brasileiro. De forma cíclica e ininterrupta desde 2012, jornalistas são expulsos dos empregos e do mercado de trabalho na área – seja em reduções cirúrgicas de gastos ou em demissões coletivas, conhecidas no jargão de classe como “passaralhos”. O grande êxodo das redações, fenômeno que atinge todo o mundo (REINARDY, 2016) e levou à demissão milhares de profissionais da imprensa no país, é uma das evidências de um setor que tenta se adaptar às transformações do cenário instável da era informacional (CASTELLS, 2011), com alterações profundas na produção e no consumo de notícias. Falências, fusões e enxugamento organizacional se incorporam à rotina da imprensa e mudam as vidas tanto dos que são demitidos quanto dos que continuam em atuação, com insegura e sobrecarga de trabalho. As escolhas da imprensa são mudar ou morrer (TANDOC, 2014), em um processo cada vez mais evidente, para os trabalhadores, de destruição e reconstrução de saberes, práticas e valores de ofício. Apesar de o jornalismo estar em uma espiral da morte (MCCHESNEY, 2016) e seu fenômeno lembrar o desmonte do trabalho bancário (OLTRAMARI, 2010), é irrisória a produção acadêmica brasileira sobre a situação desse contingente ocupacional expulso de sua atividade. Em busca do entendimento dessas mudanças, esta dissertação investiga como a era do downsizing impacta a percepção dos jornalistas em relação a sua profissão, a seu trabalho e a seus planos de continuar na atividade. Para tanto, este estudo qualitativo básico, de natureza exploratória e interpretativa, realizou investigação empírica por meio de três grupos focais (MORGAN, 1996, 1997) na cidade de Porto Alegre. Selecionados por meio da técnica de snowball, foram ouvidos 18 jornalistas que foram vítimas ou sobreviventes da demissão coletiva. Em atenção à necessidade de conciliar informações multiníveis ao estudar ocupações e estruturas de trabalho em conflito (ABBOTT, 1993), são abordados os níveis macrocontextual, do sistema produtivo e do mundo do trabalho na pós-modernidade (FARIA, 2003, 2009; HARVEY, 1998); mesocontextual, da indústria e da profissão jornalística (FONSECA, 2005; MARCONDES FILHO, 2000; NEVEU, 2006; SCHUDSON, 1978; WAISBORD, 2013), e microcontextual, a respeito dos efeito do downsizing sobre os indivíduos (GREENHALGH; ROSENBLATT, 2010; NOER, 2009). Em consonância com a literatura adotada e a análise de conteúdo dos grupos focais (BARDIN, 2011), identificou-se que a vivência do downsizing provoca nos jornalistas a percepção de que as relações de trabalho foram intensificadamente precarizadas; há uma desesperança em relação às organizações empregadoras; tem-se a sensação de destruição e reconstrução de valores e práticas do ofício; e o exercício laboral causa exaustão e insatisfação. O downsizing é percebido como expressão de um declínio organizacional irreversível, no qual a demissão parece ser irremediável. As condições no presente levam os trabalhadores a projetarem o futuro em duas direções: a desistência, a partir da evasão da profissão; e a resistência, por meio da retomada de valores basilares, com a reafirmação da função social e da credibilidade; ou pela adaptação ao mercado em mutação, adquirindo novas qualificações e reinventando como fazer e “vender” o trabalho. / The era of downsizing (CALDAS, 2000) is spreading over Brazilian journalism. Cyclically and uninterrupted since 2012, journalists are expelled from jobs and from their professional area - whether in surgical spending cuts or collective layoffs, known in the class jargon as "passaralho." The great exodus of newsrooms is a worldwide phenomenon (REINARDY, 2016) and it has forced thousands of media professionals to resign, as the industry tries to adapt to the transformations of the unstable scenario of the information age (CASTELLS, 2011) when the changes in news production and consumption are profound. Bankruptcies, mergers and organizational downsizing are commonplace into the press routine and change the lives of both those who are fired and those who continue to work with insecure and overworked conditions. The choices of the press are to change or die (TANDOC, 2014), in an increasingly evident process for the workers of destruction and reconstruction of knowledge, practices and values of office. Although journalism is in a spiral of death (MCCHESNEY, 2016) and its phenomenon reminds the dismantling of banking work (OLTRAMARI, 2010), the is no relevant Brazilian academic production about the journalists who are expelled from their jobs and profession. In order to understand these changes, this dissertation investigates how the era of downsizing impacts the perception of journalists in relation to their profession, their work and their plans to continue in the activity. For this purpose, this basic qualitative study, of an exploratory and interpretative nature, carried out empirical research through three focus groups (MORGAN, 1996, 1997) in Porto Alegre city. Selected by snowball technique, were heard 18 journalists victims or survivors of layoff. It was analyzed the macro-contextual, productive and labor-based levels of postmodernity (FARIA, 2003, 2009, HARVEY, 1998); (1998), and in the literature on the effects of downsizing on individuals (GREENHALGH and ROSENBLATT, 2010; NOER, 2009). Interpreted from the content analysis (BARDIN, 2011), the results showed that the layoff experience made journalists perceive intensely precarious working relationships, and they feel hopeless that the employers' organizations succeed. They also feel there are destruction and reconstruction of values and practices of the craft, and the workload causes exhaustion and dissatisfaction. Downsizing is seen as proof of an irreversible organizational decline, in which being dismissed will be inevitable one day. The present leads the workers to project the future in two directions: leaving journalism; or resist, either through the recovery of basic values, such as social function and credibility; either by adapting to the changing market, acquiring new skills and reinventing how to do and "sell" the work.

Over the course of the last few decades, work-life has changed and now includes a higher degree of instability and insecurity. This thesis takes this change as its starting point, aiming to understand the ways in which individuals manage involuntary work-life transitions at the workplace, in terms of learning. The study has a longitudinal focus, based on interviews of twelve people who used to work at the same plant. Seven of the interviewees were laid off during the financial crisis of 2008, five of them were not laid off, but continued their employment throughout the crisis. Theoretically, the approach is a combination of a pragmatic learning perspective, through which learning is seen as a kind of problem-solving activity, and a narrative perspective that provides tools with which to view stories as carriers of meaning. The results show that insecurity is accepted by many as a non-negotiable part of work-life. Work-life is in many aspects affected by market globalisation the discourse of employability, where the individual bears the responsibility for their personal work-life. By preparing as best they can to be financially, socially and employability-wise well equipped, the interviewees do what they can to minimize the negative effects of the bad times that are bound to come at some point. Across time, many of the interviewees are moving between different approaches to dealing with the insecurity of work-life. In the process of making meaningful strategic choices, they are involved in learning. Experience and future plans play a role in which choices are made, and thereby also form the route that is constructed by each individual as they navigate between different points in their work-life. The final discussion aims at pointing out the effects an insecure work-life impose on people. People tell stories of acceptance towards the instability of work-life, not because they find work-life satisfying or well-functioning, but because they need to. In order to match the qualifications of an employable individual, they cannot oppose it. In doing so they would automatically define themselves as not so flexible, not so employable. This is a result of learning in work-life transitions.

Syftet var att genom en kvalitativ studie undersöka hur kommunikationen mellan chefer och medarbetare i en organisationsförändring upplevs gällande omorganisering, varsel och uppsägningar. Fem personer deltog som antingen fått besked om att få stanna kvar i organisationen eller som har blivit uppsagda. Enligt resultatet kunde respondenternas upplevelser kategoriseras i fem teman: Tydlig kommunikation, Samma information till alla medarbetare, Yttre påverkansfaktorer, Empatisk förmåga vid kommunikation och Stöd. Dessa teman indikerar att ett stort fokus bör ligga på hur kommunikationen sker mellan chef och medarbetare i en omorganisering och dess delsteg då detta var av betydelse för medarbetarnas upplevelser. Resultatet visade vidare att kommunikationen bör vara tydlig och rak med en personlig prägel under hela processen, samt att samma information tidigt bör gå ut samtidigt till alla medarbetare för att undvika ryktesspridning och oro. Vidare bör ledning och chefer kunna visa empati och finnas som ett stöd för sina medarbetare under omorganiseringen. / The aim was to investigate how communication between managers and employees during an organizational change is experienced. Five subjects participated, notified of staying in the organization or having been laid off. Results indicated five themes: Clear communication, Same information to all employees, External influences, Empathic communication and Support. Given this, results indicate that a major focus should be on communication between manager and employees during a reorganization. A relation between clear communication was of importance to the employees' mood, it was also shown that same type of information should be released at the same time to all employees in order to avoid rumor spread and concern. Finally, results suggest that management and managers should show empathy and be supportive during a reorganization.