Responsible Restructuring
Creative and Profitable Alternatives to Layoffs
1st Edition
Published on 9. September 2002
148 pages
978-1-60509-567-7 (ISBN)
Description
Using real-life illustrations of successful, responsible restructurings at companies such as Charles Schwab, Cisco, Motorola, and Intel, this book provides alternatives to downsizing.
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Book
09/2002
Berrett-Koehler
€26.50
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Content
- Intro
- 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
- A
- B
- C
- D
- E
- F
- G
- H
- I
- J
- K
- L
- M
- N
- O
- P
- Q
- R
- S
- T
- U
- V
- W
- X
- Y
- About the Author
