Relevant bibliographies by topics / Downsizing of organizations – Zimbabwe

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers

Academic literature on the topic 'Downsizing of organizations – Zimbabwe'

Author: Grafiati
Published: 4 June 2021
Last updated: 4 February 2022

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles

Select a source type:

Consult the lists of relevant articles, books, theses, conference reports, and other scholarly sources on the topic 'Downsizing of organizations – Zimbabwe.'

Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.

You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.

Journal articles on the topic "Downsizing of organizations – Zimbabwe"

1

N. Chhinzer, Nita, and Elliott Currie. "Assessing longitudinal relationships between financial performance and downsizing." Management Decision 52, no. 8 (September 9, 2014): 1474–90. http://dx.doi.org/10.1108/md-05-2014-0280.

Full text
Abstract:
Purpose – The purpose of this paper is to suggest that divergent financial performance triggers different rationales for the decision to downsize (excuses, justifications, apologies or denials) and that organizational financial performance post-downsizing varies based on the initial downsizing rationale. Design/methodology/approach – A mixed methods approach paired content analysis of 178 downsizing announcements from 2005 to 2011 with organizational financial data pre and post-downsizing event. Paired sample t-tests determined mean differences in organizational financial performance pre- and post-downsizing based on six commonly used organizational performance measures (accounting and human resources metrics). Longitudinal performance trends were evaluated using event history analysis. Findings – Organizational experiencing both financial growth and decline engage in downsizing, but organizational financial performance varies based on downsizing rationale. For example, organizations engaging in excuse-based downsizing experienced significant levels of volatility and decline pre-downsizing, but growth post-downsizing. However, organizations engaging in justification-based downsizing experienced financial decline pre-downsizing, but no significant additional decline post-downsizing. Research limitations/implications – Collection of information over multiple business or economic cycles, or categorizing organizations based on industry, organizations size or number of employees may provide additional information on the relationship between downsizing and organizational financial performance. Practical implications – Organizational performance pre- and post-downsizing varies based on downsizing rationale. Additionally, metrics used to evaluate downsizing success or failure should be considered carefully. Originality/value – The authors help explain divergent results in existing research on the relationship between downsizing and organizational financial performance by identifying downsizing as a multi-dimensional event. The study indicates that organizational experience both financial growth and decline engage in downsizing, but rationalize the downsizing differently (according to social accounts).
APA, Harvard, Vancouver, ISO, and other styles
2

Ryan, L., and K. A. Macky. "Downsizing Organizations: Uses, Outcomes and Strategies." Asia Pacific Journal of Human Resources 36, no. 2 (December 1, 1998): 29–45. http://dx.doi.org/10.1177/103841119803600204.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

BRUCE, ANNE, and DENNIS PATTERSON. "Resizing Hospital Nursing Organizations, an Alternative to Downsizing." Nursing Management (Springhouse) 18, no. 11 (November 1987): 33???37. http://dx.doi.org/10.1097/00006247-198711000-00013.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Brown, Alan, and Ton van der Wiele. "Insights into TQM and downsizing in large organizations." Benchmarking for Quality Management & Technology 4, no. 3 (September 1997): 202–12. http://dx.doi.org/10.1108/14635779710181433.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Bhattacharyya, Sanghamitra, and Leena Chatterjee. "Organizational Downsizing: From Concepts to Practices." Vikalpa: The Journal for Decision Makers 30, no. 3 (July 2005): 65–78. http://dx.doi.org/10.1177/0256090920050306.

Full text
Abstract:
Downsizing is currently one of the most popular strategies being used by organizations in an effort to survive and compete in the current business scenario. Existing literature in the area has broadly focused on the following three issues: Why do organizations downsize? What are the consequences of downsizing on the individual and the organization as a whole? What are the strategies that can be adopted for successful downsizing? While imperatives for downsizing have been considered from economic, institutional, strategic, ideological, and arational perspectives, suggestions for successful downsizing strategies have repeatedly reinforced the importance of adopting a planned, long-term, and people-oriented approach to implementation. The bulk of empirical research, however, appears to have focused on the consequences of downsizing both at the individual and organizational level. Given that downsizing today has achieved the status of an institutionalized norm, the relevant question is not so much whether or why organizations should downsize, but rather, how best to implement the process in a way which will enable organizations to accrue benefits and effectively manage the negative consequences of such an exercise. A review of literature reveals that a planned approach to the implementation process would lead to sustained and long-term benefits to the organization. Drawing from change management theories as well as related theories in organizational learning, theory of business, and business model innovations, this paper has attempted to identify issues that need to be addressed at each stage of downsizing in order to ensure effective implementation. At one level, this would imply a need to question the very rationale for downsizing in terms of whether it really is the best alternative under the existing situation. At another level, assuming that downsizing has been accepted to be the most viable option, and given that any successful planned change would need to be handled as a multi-stage activity, this would include : reframing of the existing mental models and assumptions about the business extensive communication with employees at each stage managing the needs and expectations of survivors, victims, and implementers themselves planning for employability initiatives for employees helping employees to renegotiate their existing psychological contract with the organization. This would necessitate bringing about a change in the mindsets and attitudes of the people involved in the exercise. Moreover, a downsizing exercise would also need to be implemented as a part of an overall corporate renewal package rather than as an isolated strategy on its own. Suggestions for future research in this area, especially in the Indian context, have been identified with a view to adding to the existing body of knowledge and also facilitating greater understanding on the part of practitioners in handling a downsizing exercise.
APA, Harvard, Vancouver, ISO, and other styles
6

Coldwell, David A. L. "Business ethics and the bandwagon effect: An analysis of downsizing in the South African industrial situation." South African Journal of Business Management 24, no. 1 (March 31, 1993): 18–22. http://dx.doi.org/10.4102/sajbm.v24i1.858.

Full text
Abstract:
Downsizing has become a widely used managerial instrument for ensuring the continued profitability of organizations in adverse business/economic situations, both within South Africa and overseas. However, the ethical and business/economic implications of downsizing have not been extensively researched in the South African context. The aim of this article is to expose and analyze the ethical and managerial issues that underlie the downsizing process. It is suggested in this article that a macro, strategic solution to the downsizing problem is required and that piecemeal tinkering is ineffective. It is maintained that downsizing in the current South African industrial situation is neither ethical nor managerially prudent.
APA, Harvard, Vancouver, ISO, and other styles
7

Gandolfi, Franco, and Craig R. Littler. "Downsizing is dead; long live the downsizing phenomenon: Conceptualizing the phases of cost-cutting." Journal of Management & Organization 18, no. 3 (May 2012): 334–45. http://dx.doi.org/10.1017/s1833367200000833.

Full text
Abstract:
AbstractDownsizing as a systematic reduction of employees is frequently utilized in order to increase productivity, efficiency, profitability, and competitiveness of organizations. As a strategy of choice for many firms around the world, downsizing produces far-reaching financial, organizational, and social consequences. Despite the large body of literature, there is inconclusive evidence as to whether downsizing is effective and whether it generates the widely anticipated benefits. Employee downsizing as a change management strategy has been actively adopted for more than three decades. This downsizing article presents a phase typology of job cutting including three distinct phases and three levels of argument. As a conceptual paper, it aims to examine, update, and extend Littler and Gandolfi's (2008) seminal work. The research paper culminates with a discussion of current downsizing practices, and posits that the downsizing phenomenon has remained a popular restructuring.
APA, Harvard, Vancouver, ISO, and other styles
8

Gandolfi, Franco, and Craig R. Littler. "Downsizing is dead; long live the downsizing phenomenon: Conceptualizing the phases of cost-cutting." Journal of Management & Organization 18, no. 3 (May 2012): 334–45. http://dx.doi.org/10.5172/jmo.2012.18.3.334.

Full text
Abstract:
AbstractDownsizing as a systematic reduction of employees is frequently utilized in order to increase productivity, efficiency, profitability, and competitiveness of organizations. As a strategy of choice for many firms around the world, downsizing produces far-reaching financial, organizational, and social consequences. Despite the large body of literature, there is inconclusive evidence as to whether downsizing is effective and whether it generates the widely anticipated benefits. Employee downsizing as a change management strategy has been actively adopted for more than three decades. This downsizing article presents a phase typology of job cutting including three distinct phases and three levels of argument. As a conceptual paper, it aims to examine, update, and extend Littler and Gandolfi's (2008) seminal work. The research paper culminates with a discussion of current downsizing practices, and posits that the downsizing phenomenon has remained a popular restructuring.
APA, Harvard, Vancouver, ISO, and other styles
9

Duda, James L. "White collar downsizing in federal government software support organizations." Project Appraisal 2, no. 3 (September 1987): 175–81. http://dx.doi.org/10.1080/02688867.1987.9726624.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

D., Keith. "Upgrading Downsizing: Ethics and Personnel Reductions in Declining Organizations." European Journal of Educational Management 3, no. 2 (December 15, 2020): 51–65. http://dx.doi.org/10.12973/eujem.3.2.51.

Full text
APA, Harvard, Vancouver, ISO, and other styles
More sources

Dissertations / Theses on the topic "Downsizing of organizations – Zimbabwe"

1

Kang, Hyun-gu. "Organizational downsizing." Online version, 1999. http://www.uwstout.edu/lib/thesis/1999/1999kang.pdf.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Winkelmann, Sabine. "Customer-related consequences of downsizing /." [S.l. : s.n.], 2008. http://swbplus.bsz-bw.de/bsz294355618inh.htm.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Woodcock, Margaret Anne. "Impact of voluntary redundancy on workers who left the Australian public service aged over 50." Title page, table of contents and summary only, 1999. http://web4.library.adelaide.edu.au/theses/09ARM/09armw886.pdf.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Chipunza, Crispen. "Factors influencing survivor qualities after downsizing." Thesis, Nelson Mandela Metropolitan University, 2009. http://hdl.handle.net/10948/1219.

Full text
Abstract:
Today organisations all over the world have to cope with the ever-increasing rate of local and global change. Those in developing countries have to cope with the inefficiencies engendered by state-led economic, developmental and political strategies, such as new government regulations. These have had an impact on the management of human resources and are exemplified by an increasing adoption of strategies meant to reduce pressure on costs and margins. An increasing popular management response to these challenges has been to engage in some form of organisational restructuring such as downsizing. Often employees who remain (survivors) after downsizing are not given much attention, yet the achievement of new strategic goals depends on the survivors having positive attitudes, relentless commitment and high motivation. Research indicates that employees who are motivated and committed contribute vastly to the financial-bottom-line of the organisation. Therefore, downsizing organisations should continuously search for ways to increase such qualities among their survivors. The objective of this study was to identify the factors that influence the attitudes, commitment and motivation of survivors in a developing economy with a volatile environment. To achieve this objective, a theoretical survivor quality model was presented. In order to present the model, firstly, a literature survey on the importance of survivor quality in terms of attitudes, commitment, and motivation among survivors was conducted. Secondly, literature survey pertaining to the drivers of survivor quality was done, and thirdly, literature dealing with strategies to deal with survivor quality was surveyed. The theoretical survivor quality model was used to compile the research instrument that determined the attitudinal, commitment and motivational levels of survivors, how the three constructs are related after downsizing, as well as the factors influencing the observed levels. The questionnaire was randomly distributed among survivors in the selected manufacturing organisations in Zimbabwe. The empirical results obtained from the study showed that survivors in a developing economy with a volatile environment had moderate levels of attitudes, commitment ad motivation. Two categories of factors were identified as important in influencing these levels. They were downsizing strategy and demographic factors. The downsizing strategy factors were communication and victim support, while education, age, and number of years employed emerged as the demographic factors. The study further highlighted that older survivors with less education contributed more to the moderate levels of attitude, commitment and motivation observed. The study highlights that these variables must be taken into consideration when implementing downsizing in an economically volatile environment in order to manage survivor quality. A further point emanating from the study is that prior to downsizing, organisations should adopt effective communication strategies throughout the process. The key factors identified as influencing survivor quality in this study were integrated into the survivor quality model which can be used by other organisations in a similar context to manage survivor quality in order to increase their efficiency, effectiveness, iv and competitive advantage after downsizing.
APA, Harvard, Vancouver, ISO, and other styles
5

Mabaso, Fulufhelo Given. "Rationalizing downsizing with long-term profitability : an empirical focus in South African context." Thesis, Stellenbosch : Stellenbosch University, 2008. http://hdl.handle.net/10019.1/850.

Full text
Abstract:
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.
APA, Harvard, Vancouver, ISO, and other styles
6

Lahner, Jessica M. "The Impact of Downsizing on Survivors' Career Development: A Test of Super's Theory." Thesis, University of North Texas, 2004. https://digital.library.unt.edu/ark:/67531/metadc4596/.

Full text
Abstract:
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.
APA, Harvard, Vancouver, ISO, and other styles
7

Young, Roger Scott. "Survivors of downsized organizations: An analysis of organizational variables before and after downsizing." CSUSB ScholarWorks, 1996. https://scholarworks.lib.csusb.edu/etd-project/1164.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Saungweme, Maxwell. "Factors influencing financial sustainability of local NGOs : the case of Zimbabwe." Thesis, Stellenbosch : Stellenbosch University, 2014. http://hdl.handle.net/10019.1/97293.

Full text
Abstract:
Thesis (MDF)--Stellenbosch University, 2014.
ENGLISH ABSTRACT: Local non-governmental organisations play an important role in the development processes of Zimbabwe. However, they face an uncertain future, as they depend on volatile external donor funding which leaves them financially unsustainable. This research sought to determine whether local non-governmental organisations in Zimbabwe were sustainable, and to analyse the main factors that influenced their financial sustainability. Through a mixed methods research design including literature review, secondary data analysis and a survey using a structured questionnaire, this research revealed that local non-governmental organisations in Zimbabwe were financially unsustainable. A regression analysis was employed to determine the relationships between the different factors and financial sustainability. The research focused on four factors of financial sustainability of local non-governmental organisations: sound financial management practices, income diversification, own income generation, and good donor relationship management practices. Data used for the research was from 2009 to 2013. The survey of 52 local non-governmental organisations spread throughout Zimbabwe provided primary data for the research. The research confirmed findings of others that local non-governmental organisations in Zimbabwe were not financially sustainable and depended on external donor funds. The research revealed that most local non-governmental organisations were funded entirely by external donors, had no reserve funds, were not generating own income, and depended on average on about three donors. This meant that if the external donors pulled out these organisations would cease operations. The research revealed that on average donor dependency ratios for Zimbabwean non-governmental organisations were above 93 percent, while survival ratios were very low with 22 days being the maximum. These results meant that if external donors completely pulled out their funding, local non-governmental organisations would operate for at most 22 days before closing down. The research also revealed that most local non-governmental organisations in Zimbabwe were not leveraging their assets to generate income, and most were not engaged in own income generating activities while their funding sources were not diversified enough to be regarded sustainable. The government of Zimbabwe was not funding local non-governmental organisations and local donors were scant. The regression analysis ascertained that sound financial management practices had the largest influence on financial sustainability of local non-governmental organisations in Zimbabwe, followed by income diversification, then own income generation and good donor relationship management. The research recommends that international donors should provide local non-governmental organisations with some unrestricted income to support start-up of social entrepreneurship activities and small businesses to ensure the financial sustainability of the programmes they fund. The government of Zimbabwe must view local non-governmental organisations as partners that complement its work and are therefore deserving of government funding. Non-governmental organisations need to change their mind-set, start social entrepreneurship and small business activities, and refrain from just seeing external donors as their main source of funding. Networks of non-governmental organisations must fundraise to train and enhance the capacity of their member organisations in running social enterprises and small businesses, and hire staff with expertise in running profit-making activities to complement their non-profit work.
APA, Harvard, Vancouver, ISO, and other styles
9

Sung, Mei-yee, and 沈美怡. "Downsizing exercise of the HKSAR Government: what are the alternatives besides the voluntary retirement (VR) schemes ?" Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2005. http://hub.hku.hk/bib/B31362485.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Helliker, Kirk David. "A sociological analysis of intermediary non-governmental organizations and land reform in contemporary Zimbabwe." Thesis, Rhodes University, 2007. http://hdl.handle.net/10962/d1003091.

Full text
Abstract:
The thesis offers an original sociological understanding of intermediary Non-Governmental Organizations (NGOs) in the modern world. This is pursued through a study of NGOs and land reform in contemporary Zimbabwe. The prevailing literature on NGOs is marked by a sociological behaviourism that analyses NGOs in terms of external relations and the object-subject dualism. This behaviourism has both ‘structuralist’ and ‘empiricist’ trends that lead to instrumentalist and functionalist forms of argumentation. The thesis details an alternative conceptual corpus that draws upon the epistemological and theoretical insights of Marx and Weber. The epistemological reasoning of Marx involves processes of deconstruction and reconstruction. This entails conceptualizing NGOs as social forms that embody contradictory relations and, for analytical purposes, the thesis privileges the contradiction between ‘the global’ and ‘the local’. In this regard, it speaks about processes of ‘glocalization’ and ‘glocal modernities’ in which NGOs become immersed. The social field of NGOs is marked by ambiguities and tensions, and NGOs seek to ‘negotiate’ and manoeuvre their way through this field by a variety of organizational practices. Understanding these practices necessitates studying NGOs ‘from within’ and drawing specifically on Weber’s notion of ‘meaning’. These practices often entail activities that stabilize and simplify the world and work of NGOs, and this involves NGOs in prioritizing their own organizational sustainability. In handling the tension between ‘the global’ and ‘the local’, NGOs also tend to privilege global trajectories over local initiatives. The thesis illustrates these points in relation to the work of intermediary NGOs in Zimbabwe over the past ten years. Since the year 2000, a radical restructuring of agrarian relations has occurred, and this has been based upon the massive redistribution of land. In this respect, local empowering initiatives have dramatically asserted themselves against globalizing trajectories. These changes have posed serious challenges to ‘land’ NGOs, that is, NGOs involved in land reform either as advocates for reform or as rural development NGOs. The thesis shows how a range of diverse ‘land’ NGOs has ‘handled’ the heightened contradictions in their social field in ways that maintain their organizational coherence and integrity.
APA, Harvard, Vancouver, ISO, and other styles
More sources

Books on the topic "Downsizing of organizations – Zimbabwe"

1

Downsizing. Amherst, Massachusetts: HRD Press, Inc., 2008.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
2

Blake, Conor Robert. Downsizing in Ireland. Dublin: University College Dublin, 1995.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
3

The downsizing of America. Commack, NY: Nova Science Publishers, 1997.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
4

Winkelmann, Sabine. Customer-related consequences of downsizing. [Mannheim, Germany]: [s.n.], 2008.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
5

C, Dollarhide Mary, ed. Downsizing: Law and practice. Washington, D.C: Bureau of National Affairs, 1996.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
6

Wetzel, Ursula. Histórias de recomeço: Privatização e downsizing. Rio de Janeiro, RJ: Mauad, 2000.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
7

Truth & trust: The first two victims of downsizing. Athabasca, Alta., Canada: Athabasca University Press, 1995.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
8

Rama, Martín. Efficient public sector downsizing. Washington, DC: World Bank, Development Research Group, 1997.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
9

Manzolini, Luigi. L' organizzazione snella: Processi di cambiamento per innovare l'impresa. Milano: ETAS libri, 1994.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
10

Caldas, Miguel P. Enxugamentos de pessoal em empresas no Brasil: Pesquisa de campo comparativa sobre moderadores organizacionais dos efeitos de demissões coletivas em empresa e indivíduo. [São Paulo, Brazil]: Escola de Administração de Empresas de São Paulo, Fundação Getulio Vargas, Núcleo de Pesquisas e Publicações, 1999.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
More sources

Book chapters on the topic "Downsizing of organizations – Zimbabwe"

1

Green, Andrew, and Ann Matthias. "Zimbabwe: A Country Case-study." In Non-Governmental Organizations and Health in Developing Countries, 110–23. London: Palgrave Macmillan UK, 1997. http://dx.doi.org/10.1057/9780230371200_7.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Wels, Harry. "Formidable Fences: Organizational Cooperation and Boundary Bullies in Zimbabwe." In Managing Boundaries in Organizations, 211–25. London: Palgrave Macmillan UK, 2003. http://dx.doi.org/10.1057/9780230512559_12.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Zervopoulos, Panagiotis D. "Measuring the Performance of Service Organizations and the Effects of Downsizing on Performance: Evidence from the Greek Citizen Service Centers." In International Series in Operations Research & Management Science, 127–54. Berlin, Heidelberg: Springer Berlin Heidelberg, 2014. http://dx.doi.org/10.1007/978-3-662-43437-6_8.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Zamasiya, Byron, Kefasi Nyikahadzoi, and Billy Billiard Mukamuri. "Drivers of Level of Adaptation to Climate Change in Smallholder Farming Systems in Southern Africa: A Multilevel Modeling Approach." In African Handbook of Climate Change Adaptation, 213–24. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-45106-6_52.

Full text
Abstract:
AbstractClimate change is a major development challenge affecting developing countries that rely on rain-fed agricultural production for food and income. Smallholder farmers in these countries are using multiple adaptation practices to manage the effects of climate change. This chapter examines household and community-level factors that influence smallholder farmers’ level of adaptation to climate change in the Hwedza District in Zimbabwe. Data for this study were collected from 400 randomly selected smallholder farmers, using a structured questionnaire, focus group discussions, and key informant interviews. The study used a multilevel modeling approach to examine the factors that influence smallholder farmers’ level of adaptation to climate change. Results from the study show that smallholder farmers’ level of adaptation to climate change is conditioned by access to extension services, access to remittances, family labor, household education (household level factors), and linking capital (community-level factor). This chapter therefore concludes that smallholder farmers that have higher levels of adaptation to climate change are those that are well linked to external organizations and have access to agricultural extension services. The chapter recommends that adaptation to climate change can be enhanced by improving access to agricultural extension services and promoting linkages with external organizations that provide information on agricultural adaptation practices.
APA, Harvard, Vancouver, ISO, and other styles
5

Stein, Howard F., and Seth Allcorn. "Downsizing the Workplace." In The Psychodynamics of Toxic Organizations, 83–102. Routledge, 2020. http://dx.doi.org/10.4324/9781003009559-5.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

"The Downside of Downsizing." In Reflections on Groups and Organizations, 121–50. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2015. http://dx.doi.org/10.1002/9781119206484.ch6.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Tandon, Mary O. "Zimbabwe Women Writers." In Building Feminist Movements and Organizations. Zed Books Ltd, 2007. http://dx.doi.org/10.5040/9781350218796.ch-013.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

"Contemporary organizational realities and professional efficacy: downsizing, reorganization and transition." In Coping, Health and Organizations, 259–80. CRC Press, 1999. http://dx.doi.org/10.1201/9781482268034-22.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Stanislous, Zindiye. "Chinese organisations and management in Zimbabwe." In Chinese Organizations in Sub-Saharan Africa, 152–65. Routledge, 2020. http://dx.doi.org/10.4324/9781315532097-9.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

"Exit Ethics: The Management of Downsizing Among the Russian Officer Corps." In Social Influences on Ethical Behavior in Organizations, 101–30. Psychology Press, 2001. http://dx.doi.org/10.4324/9781410600325-12.

Full text
APA, Harvard, Vancouver, ISO, and other styles

Conference papers on the topic "Downsizing of organizations – Zimbabwe"

1

Udović, Ugo. "Application of Business Intelligence in the Post-Industrial Period." In Values, Competencies and Changes in Organizations. University of Maribor Press, 2021. http://dx.doi.org/10.18690/978-961-286-442-2.70.

Full text
Abstract:
The purpose of the article is a theoretical and empirical analysis of the job insecurity due its influence on the employee job attitudes. Design. The design of the study was longitudinal. The empirical results were collected in 2018–2019. The empirical basis of the research is the separate structural department of the bank. The organization has realized downsizing project during the collection of empirical data. It has made possible to analyze the job satisfaction and work engagement before, during and after the downsizing project. The measures used in the present study are: 1) the “Utrecht Work Engagement Scale”; 2) “Brief Job Satisfaction Measure; 3) “The Job Insecurity Scale”. An empirical analysis of the dynamics of job attitudes in the groups differ in age and gender has found out a short-term motivating effect of the threat of job loss. The motivating effect of the threat of job loss is lost during six months. The most significance motivating effect was wound out in within the group of ordinary employees in the senior category over 45 years. The threat of dismissal also has the greatest impact on the behavior change of that part of the staff that is most susceptible to experiencing job insecurity. The employees who perceived the job insecurity are more satisfied with their work and value it more highly.
APA, Harvard, Vancouver, ISO, and other styles
2

Arsenijević, Olja, and Polona Šprajc. "The Impact of Job Insecurity on Employee Attitudes." In Organizations at Innovation and Digital Transformation Roundabout: Conference Proceedings. University of Maribor Press, 2020. http://dx.doi.org/10.18690/978-961-286-388-3.3.

Full text
Abstract:
The purpose of the article is a theoretical and empirical analysis of the job insecurity due its influence on the employee job attitudes. Design. The design of the study was longitudinal. The empirical results were collected in 2018–2019. The empirical basis of the research is the separate structural department of the bank. The organization has realized downsizing project during the collection of empirical data. It has made possible to analyze the job satisfaction and work engagement before, during and after the downsizing project. The measures used in the present study are: 1) the “Utrecht Work Engagement Scale”; 2) “Brief Job Satisfaction Measure; 3) “The Job Insecurity Scale”. An empirical analysis of the dynamics of job attitudes in the groups differ in age and gender has found out a short-term motivating effect of the threat of job loss. The motivating effect of the threat of job loss is lost during six months. The most significance motivating effect was wound out in within the group of ordinary employees in the senior category over 45 years. The threat of dismissal also has the greatest impact on the behavior change of that part of the staff that is most susceptible to experiencing job insecurity. The employees who perceived the job insecurity are more satisfied with their work and value it more highly.
APA, Harvard, Vancouver, ISO, and other styles
3

Tomašković, Slavko, and Julka Sremac. "THE FUNDAMENTAL FUNCTIONS OF PUBLIC SECTOR ORGANIZATION ON THE EXAMPLE OF SUBOTICA LOCAL SELF-GOVERNMENT." In Sixth International Scientific-Business Conference LIMEN Leadership, Innovation, Management and Economics: Integrated Politics of Research. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2020. http://dx.doi.org/10.31410/limen.2020.363.

Full text
Abstract:
Organizations, as well as individuals, realized that they possess their core, the core which consists of the necessary activities and necessary people, the core which is surrounded by an open and flexible space that can be complemented with flexible workers and flexible delivery contracts. The attempts to save money, by downsizing the management layers or by hiring temporary workers, change the form of the organization and the style of coordination within the organization itself. This paper will firstly explain the notion of organization and organizing. Since the example which will be presented is the Local Self-Government Subotica organization, the author will state the specific characteristics of a public organization first.
APA, Harvard, Vancouver, ISO, and other styles
4

Cleveland, Anthony, and Edwin Humphries. "Effective Management of Gas Compressor Station Design Projects." In ASME 1995 International Gas Turbine and Aeroengine Congress and Exposition. American Society of Mechanical Engineers, 1995. http://dx.doi.org/10.1115/95-gt-460.

Full text
Abstract:
Downsizing and reduction in permanent engineering and design staff in gas transmission companies raises problems in coping with peak work loads, finding specialist expertise, and managing major projects. The solution being adopted by more and more organizations to deal with these issues is to call in a consultant. Consultants can provide the personnel and expertise to carry out this work with the added benefit that once completed there would be no in-house layoffs or redundancy expenses involved. Effective use of the consultant however, demands close attention to a number of things if waste of time and money is to be avoided. The paper considers the issues involved in the key selection of, and working with, a Consultant, and the key elements in the successful completion of the project. The importance of good communication and team work is stressed and the consequences of failure are discussed in case studies.
APA, Harvard, Vancouver, ISO, and other styles
5

Erb, Jeff. "Contractor Performance Assurance System." In 2002 4th International Pipeline Conference. ASMEDC, 2002. http://dx.doi.org/10.1115/ipc2002-27345.

Full text
Abstract:
Maintaining competitiveness in today’s marketplace can be challenging to say the least. Assuring product/service quality, peak performance, and cost effectiveness are the basics for business success. As a result more and more corporations are seriously looking at the concept of rightsizing/downsizing their organizations to reflect business needs. This in most cases translates into contracting out of services. By the very nature of the pipeline industry, contractors are essential especially as it relates to construction. A wide number of pipeline companies are expanding the use of contractors in many areas such as engineering, production, and maintenance. Through this ever-increasing use of contractors a very real challenge is presented to employers wanting to assure quality, contractor control, and top performance. Effective contractor management is critical to the overall success of pipeline companies around the globe. The purpose of this presentation is to discuss one such strategy and the benefits associated with it.
APA, Harvard, Vancouver, ISO, and other styles
You might also be interested in the extended bibliographies on the topic 'Downsizing of organizations – Zimbabwe' for particular source types:
Journal articles Dissertations / Theses Books
We offer discounts on all premium plans for authors whose works are included in thematic literature selections. Contact us to get a unique promo code!

To the bibliography