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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.
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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).
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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Kane, B. "Downsizing, TQM, Re-engineering, Learning Organizations and HRM Strategy." Asia Pacific Journal of Human Resources 38, no. 1 (January 1, 2000): 26–49. http://dx.doi.org/10.1177/103841110003800103.
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Datta, Deepak K., James P. Guthrie, Dynah Basuil, and Alankrita Pandey. "Causes and Effects of Employee Downsizing: A Review and Synthesis." Journal of Management 36, no. 1 (December 28, 2009): 281–348. http://dx.doi.org/10.1177/0149206309346735.
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As employee downsizing has become increasingly ubiquitous in recent years, the study of this phenomenon has assumed greater significance. This article develops an integrative framework that incorporates environmental and organizational antecedents as well as the implications of downsizing for individuals and organizations. Key empirical studies are reviewed and major patterns and contradictions are identified. The authors identify and discuss theoretical and methodological concerns related to the extant literature and provide recommendations for future research aimed at developing a better understanding of employee downsizing.
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Shabat, Manal Elsayed. "Early retirement incentive programs as a human resources restructuring strategy in public sector." Review of Economics and Political Science 5, no. 1 (January 13, 2020): 69–90. http://dx.doi.org/10.1108/reps-06-2019-0087.
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Purpose The purpose of this paper is to analyze the conceptual framework about human resources downsizing and restructuring and how organizations of the public sector can do that effectively and efficiently. These facts drive to the conclusion that the implementation of early retirement incentives requires the most elaborate planning and execution to be effective, predictable and safe in the long term. Design/methodology/approach This paper adopts an analytical, descriptive methodology approach to describe the basic features of the data by using the descriptive research design. Data have been collected through different sources, which include secondary data, to introduce the theoretical literature of the subject as books, journals, articles, published working papers and referred previous studies related to the same subject. Findings Downsizing process is a deliberate administrative process that includes, but is not limited to, workforce reduction and is primarily aimed at achieving efficiency in public organizations. The definition of workforce downsizing may be narrowed to reducing the number of workers, or more likely to refer to general efforts to restructuring human resources in public organizations, Early Retirement Incentive Programs (ERIP) represents a viable alternative for organizations seeking to reduce staff. For the ERIP to be successful, the program coordinator must understand the business objectives and goals that the organization is trying to obtain. Originality/value Human resources strategies concerning downsizing public administration workforce should be more appropriate to those who leave the organization and those who stay at work, reducing the negative psychological, administrative and economical effects. This could be achieved through a strategy called early retirement incentive programs.
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Littler, Craig R., and Peter Innes. "Downsizing and Deknowledging the Firm." Work, Employment and Society 17, no. 1 (March 2003): 73–100. http://dx.doi.org/10.1177/0950017003017001263.
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Organizations in many OECD economies have undergone a decade of downsizing, restructuring and transition. For example, workforce reductions were a dominant feature of firm behaviour in Australia throughout the 1990s. These wide-ranging organizational transitions are expected to continue. What do the new organizational forms and new job structures mean in relation to skill trends? This article examines the changing paradigms for understanding long-term skill change and assesses their relevance by empirically examining the relationship between downsizing, deskilling/upskilling and contingent labour use in larger firms. The analysis is based on a comprehensive, longitudinal data set of 4153 companies. A key finding is that downsizing was used as a vehicle for a different form of `deskilling' across the 1990s. Alongside the `knowledge organization', there are processes of deknowledging the firm.
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Bratton, Michael. "Farmer organizations and food production in Zimbabwe." World Development 14, no. 3 (March 1986): 367–84. http://dx.doi.org/10.1016/0305-750x(86)90075-6.
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Freese, Charissa, Irmgard Borghouts - Van De Pas, and Anke Van Rossum. "How can downsizing organizations strategically create jobs for disabled people?" Academy of Management Proceedings 2017, no. 1 (August 2017): 12274. http://dx.doi.org/10.5465/ambpp.2017.12274abstract.
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LEATT, PEGGY, ROSS G. BAKER, PAUL K. HALVERSON, and CATHARINE AIRD. "Downsizing, Reengineering, and Restructuring: Long-Term Implications for Healthcare Organizations." Frontiers of Health Services Management 13, no. 4 (1997): 3–37. http://dx.doi.org/10.1097/01974520-199704000-00002.
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Miller, Sarah M., JungHwan Kim, and Doo Hun Lim. "“Everybody needs everyone”: a case study of workplace learning after a downsize." European Journal of Training and Development 44, no. 2/3 (October 14, 2019): 159–70. http://dx.doi.org/10.1108/ejtd-02-2019-0013.
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Purpose This study aims to explore how employees’ emotions after downsizing impact their learning that they partook in after the downsizing event. Design/methodology/approach The methodological approach was a qualitative case study. Nine employees, considered layoff survivors in a downsized organization, participated in semi-structured interviews. For data analysis, authors performed an initial, focused and axial coding. Findings The findings highlight three themes: “resilience,” “loyalty” and “moral support.” These themes show the empathy that layoff survivors experienced and the impact the layoff had on their commitment to the organization, as well as the social learning that occurred after downsizing. Practical implications Downsized organizations need to consider the emotions of employees who survive layoffs and how layoffs impact their behavior at work, particularly their learning behavior. Organizations need to understand how to positively impact layoff survivors’ emotions to influence the survivors’ willingness to learn and implement the changes within the organization. Providing outlets for survivors to network within the company, as well as meaningful opportunities, is one of the few ways of addressing employees’ emotions and ensuring they will be encouraged to change with the organization. Originality/value Research that explores how emotions resulting from an organizational downsize impact employees’ learning is minimal. Although much of the downsizing research does explore layoff survivors’ experiences after a downsizing, it does not address the emotional factors or the learning experiences. This study seeks to fill this gap.
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Zdaniuk, Agnes, and Nita Chhinzer. "The effect of explanations and CEO presence on stock market reactions to downsizing." Journal of Organizational Change Management 32, no. 4 (July 1, 2019): 441–56. http://dx.doi.org/10.1108/jocm-06-2018-0161.
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Purpose The purpose of this paper is to examine whether the type of explanation (excuses, justifications, apologies and denials) provided for downsizing and the source of the announcement (CEO vs other organizational members) influences shareholders’ market reactions to downsizing announcements. Design/methodology/approach In total, 388 media-based downsizing announcements from 2006–2015 were coded for explanation type and source of message. Cumulative average return was used to assess the impact of downsizing on market reactions the day after the announcement. Findings As predicted, and consistent with predictions drawn from fairness theory, excuses triggered positive market reactions, whereas justifications, apologies and denials triggered negative reactions. Additionally, shareholders reacted more negatively to excuses and apologies when the announcement came from CEOs vs other organizational members. Research limitations/implications The current research bridges the literature on market reactions to downsizing with the organizational psychology literature to advance a novel theoretical framework for predicting shareholders’ reactions to downsizing announcements. In doing so, the authors provide a more refined understanding of why different types of explanations may differentially influence shareholders’ reactions. The current research also sheds light on when the presence of the CEO in downsizing announcements may have potentially negative consequences for organizations. Originality/value The findings contribute to the sparse literature examining variations in the content of downsizing announcements on shareholders’ reactions. The present research is also the first to examine whether shareholders would react less negatively if downsizing explanations came from top organizational leaders (e.g. CEOs).
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Gandolfi, Franco. "How do organizations implement downsizing? – An Australian and New Zealand study." Contemporary Management Research 1, no. 1 (2005): 57–68. http://dx.doi.org/10.7903/cmr.72.
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van der Wiele, Ton, and Alan Brown. "The effect of downsizing on service quality in some large organizations." Managing Service Quality: An International Journal 8, no. 3 (June 1998): 170–77. http://dx.doi.org/10.1108/09604529810215620.
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Campbell-jamison, Fiona, Les Worrall, and Cary Cooper. "Downsizing in britain and its effects on survivors and their organizations." Anxiety, Stress & Coping 14, no. 1 (February 2001): 35–58. http://dx.doi.org/10.1080/10615800108248347.
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Burke, Ronald J., and Debra L. Nelson. "Downsizing and restructuring: lessons from the firing line for revitalizing organizations." Leadership & Organization Development Journal 18, no. 7 (December 1997): 325–34. http://dx.doi.org/10.1108/01437739710190639.
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Bediako, Solomon. "Impact of downsizing on employees of community health‐care service organizations." Leadership in Health Services 15, no. 1 (March 2002): 1–6. http://dx.doi.org/10.1108/13660750210415603.
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Burke, Ronald J. "Downsizing and Restructuring in Organizations: Research Findings and Lessons Learned - Introduction." Canadian Journal of Administrative Sciences / Revue Canadienne des Sciences de l'Administration 15, no. 4 (April 8, 2009): 297–99. http://dx.doi.org/10.1111/j.1936-4490.1998.tb00171.x.
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Matamanda, Abraham R., Innocent Chirisa, Fortune Mangara, and Munyaradzi A. Dzvimbo. "The Ecological Politics Surrounding the Downsizing and Downgrading of Public Park: A Reflection on the History of Change of the Harare Gardens in Zimbabwe." Case Studies in the Environment 3, no. 1 (December 31, 2019): 1–7. http://dx.doi.org/10.1525/cse.2019.001958.
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The study of protected area downgrading and downsizing (PADD) in Africa has largely been confined to rustic and nature reserves outside urban boundaries. This study addresses the gap in research practice and puts a focus on urban public parks, a reference to Harare Gardens, located within central Harare. The case study of this important park engaged the political ecology lenses as a basis for understanding the significance of public parks in urban environments. Operationalization of the study involved interviews with various stakeholders including the city officials and experts in urban planning and conservation, as well as observations and examination of published documents. Several lessons and observations are made. First, downsizing is mainly a result of increasing demand for urban land in Harare, which seems to be exhausted. Second, downscaling was explained through eco-development where the City of Harare sought to maximize on land-use. Third, the rationale for the PADD of Harare Gardens has been mainly for selfish reasons by individuals who manipulate the land market in Harare and subsequently benefit from the process. Fourth, politics takes a central role in influencing the occurrence of PADD in Zimbabwe that has been the case with Harare Gardens. Our findings suggest that the decision to downsize Harare Gardens was largely politically driven considering that such occurrences have been on-going in the city and led to the downsizing and downgrading of other protected areas such as wetlands.
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Alakent, Ekin, and Seung-Hyun Lee. "Do Institutionalized Traditions Matter During Crisis? Employee Downsizing in Korean Manufacturing Organizations." Journal of Management Studies 47, no. 3 (May 2010): 509–32. http://dx.doi.org/10.1111/j.1467-6486.2009.00863.x.
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Chigora, Farai, Joram Ndlovu, and Promise Zvavahera. "Zimbabwe tourism destination brand positioning and identity through media: A tourist's perspective." Journal of Sustainable Tourism and Entrepreneurship 2, no. 3 (March 25, 2021): 133–46. http://dx.doi.org/10.35912/joste.v2i3.669.
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Abstract Purpose: The study was based on understanding how media can be used to select Zimbabwe tourism destination brands against other brands by the tourists. Further, it examined the role of media in improving Zimbabwe tourism brand identity. Factors to use in positioning the Zimbabwe tourism brand were also established. Research Methodology: A quantitative to the qualitative sequential mixed method was used to get research data. The respondents and participants to the study were tourism operators, media organizations and tourists (n=452). Results: The study's findings informed that tourism and media organizations in Zimbabwe are failing to understand the best ways to use media to attract tourists. There was a significant disagreement in the views of tourists and organizations, especially based on choosing a tourism destination brand using media. Even on improving Zimbabwe tourism destination brand identity and positioning, both parties agreed that media could help improve brand identity. Limitations: Getting opinions and views of tourists is difficult considering the divergence in their perceptions. A mixed-methods could help in improving objectivity. Contribution: The study, therefore, recommended an intensive tourism media audit, considering media as a strategic brand identity tool and a nationwide survey to come up with brand positioning elements specifically for Zimbabwe tourism destinations.
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Frone, Michael R., and Ann-Renee Blais. "Organizational Downsizing, Work Conditions, and Employee Outcomes: Identifying Targets for Workplace Intervention among Survivors." International Journal of Environmental Research and Public Health 17, no. 3 (January 22, 2020): 719. http://dx.doi.org/10.3390/ijerph17030719.
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This study broadly assesses the association of organizational downsizing to work conditions and employee outcomes, and the extent to which work conditions mediate the association of downsizing to employee outcomes, thereby serving as targets for workplace intervention to reduce the harmful effects of downsizing on surviving workers. The cross-sectional data came from a national probability sample of 2297 U.S. workers. A parallel multiple-mediator model with multiple outcomes was estimated, adjusting for personal, occupational, geographic, and temporal covariates. Exposure to downsizing was the predictor. A set of 12 work conditions, representing four dimensions of the work environment, served as simultaneous mediators (Work Role: work demands, role conflict, role ambiguity, and work autonomy; Interpersonal Relationships: supervisor aggression, coworker aggression, friendship formation, and dysfunctional leadership; Rewards: distributive justice and promotion opportunities; Security: job insecurity and employment insecurity). A set of 16 employee consequences, representing five categories of outcomes, served as simultaneous outcomes (Inability to Detach from Work: negative work rumination and inability to unwind after work; Energetic Resource Depletion: physical, mental, and emotional work fatigue; Negative Affect: depression, anxiety, and anger; Positive Affect: happiness, confidence, and vigor; Health: physical and mental health; Work Attitudes: job satisfaction, organizational commitment, and turnover intentions). The results indicated that downsizing had an adverse association with nine of the 12 work conditions (higher levels of work demands, role conflict, supervisor aggression, dysfunctional leadership, job insecurity, and employment insecurity, and lower levels of friendship formation, distributive justice, and promotion opportunities) and all 16 employee outcomes. Moreover, the associations of downsizing to the employee outcomes were indirect, collectively mediated by the nine work conditions. This study provides the broadest evaluation of the deleterious effects of downsizing on U.S. workers surviving a downsizing, identifies affected work conditions that can serve as targets for workplace interventions, and provides insight into why organizational downsizing often fails to deliver anticipated financial and performance benefits to organizations. In terms of serving as targets for workplace intervention, some work conditions meditated the associations of downsizing to a broad set of employee outcomes, whereas other work conditions were specific to certain outcomes. The broad mediators should be targets of any intervention aimed at reducing the adverse effects of downsizing, with additional workplace targets depending on the class of outcomes to be addressed by the intervention.
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Tsai, Cheng‐Fei, and Yu‐Fang Yen. "A model to explore the mystery between organizations' downsizing strategies and firm performance." Journal of Organizational Change Management 21, no. 3 (May 23, 2008): 367–84. http://dx.doi.org/10.1108/09534810810874831.
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Sibanda, Mxolisi. "Lessons from the conservation sector's response to a crisis environment in Zimbabwe." Oryx 48, no. 4 (March 31, 2014): 488–95. http://dx.doi.org/10.1017/s0030605312001019.
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AbstractHere I examine how conservation organizations responded to a crisis environment in Zimbabwe. Since c. 2000 Zimbabwe has gone through a political, social and economic crisis that has led to reduced support for, and in some cases disengagement by, international and regional conservation organizations. I explore five response types on a continuum of disengagement and propose lessons for wider conservation practice. The lessons include the need to recognize that political discourse often excludes biodiversity conservation and therefore any conservation decisions based on political expediency run the risk of impeding conservation progress. Progress in conserving biodiversity requires sustained investment regardless of changing political circumstances. Such investment should include support for institutional development, local engagement, and accountability that engenders ownership of local conservation initiatives. I conclude that conservation organizations must take a long-term view of conservation and commitment to enhance conservation outcomes. This kind of engagement must be adaptive instead of based on a wait-and-see attitude or other forms of disengagement, as has been seen in Zimbabwe. Conservation organizations that disengage do so at the risk of further loss of biodiversity in some of the most biodiverse but unstable places.
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Hillon, Yue Cai, and David M. Boje. "The dialectical development of “storytelling” learning organizations." Learning Organization 24, no. 4 (May 8, 2017): 226–35. http://dx.doi.org/10.1108/tlo-02-2017-0010.
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Purpose Calls for dialectical learning process model development in learning organizations have largely gone unheeded, thereby limiting conceptual understanding and application in the field. This paper aims to unify learning organization theory with a new understanding of Hegelian dialectics to trace the development of the storytelling learning organization. The “storytelling learning organization” is a conceptual framework presented along with criteria to evaluate different kinds of dialectical development claims in “storytelling learning organization” work that are bona fide instances of one or another dialectical ontology ranging from Marxian, to Hegelian, to Brierian, to Žižekian. Design/methodology/approach Ontological evaluation and critique of a variety of “storytelling learning organization” practices posit different dialectical ontology and consequences for theory and practice. Through a case example of business process reengineering (BPR) in a “public research university (PRU)”, the storytelling of “schooling” versus “education” ideas and practices, in a place, in a period and in material ways of mattering, never achieves synthesis. The dialectical development of resistance to implementation evolves toward transcendence into irreducible oppositions of ontological incompleteness – the essence of a learning organization. Findings This ontological analysis focuses on the use of ideas and practices by opposing storytelling agents and actants to uncover a learning organization’s dialectical development in its own storytelling, its narrative and counter-narrative enactments, and its attempts to unpack contradictions. The PRU under study has gone through a series of financial crises, and its learning organization responses were downsizing staff and faculty positions and implementing BPR in ways that worsened the situation. The process resulted in staff and faculty leaving even before the reorganization was completed and enrollment dropped dramatically, in great part due to the negative press and the excessive standardization of the curriculum that accompanies “schooling” displacing acts of “education” practices and ideations. Meanwhile, the administrators are still trying to manage the narrative and control it so as to forestall additional attrition. Originality/value The theory of “storytelling learning organization” is original. The question answered here has practical value because institutions have choices to make concerning the kind of dialectical narrative and counter-narrative development that is cultivated, and there are options for transforming or moving to an alternative narrative and counter-narrative development process. The analysis of the case also illustrates a pattern of intervention that is, on the one hand, unsuccessful in developing “higher” education and, on the other hand, successful in shutting down the efficacy of a PRU by centrist use of reengineering to accomplish more schooling, more downsizing and more installation of “academic capitalism” ideas and practices.
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Larbi, George A. "CAPAM Symposium on Networked Government: ‘Freedom to manage’, task networks and institutional environment of decentralized service organizations in developing countries." International Review of Administrative Sciences 71, no. 3 (September 2005): 447–62. http://dx.doi.org/10.1177/0020852305056821.
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This article examines the introduction of decentralized management structures in public health and water services in two developing countries — Ghana and Zimbabwe. It explores how task networks, organizational interdependence and institutional environment factors may enable or disable organizational autonomy and influence performance. It argues that decentralized organizations work within a task network of other public sector organizations and in institutional and governance environments that are highly political. The degree of operational autonomy that decentralized organizations have in practice will depend on the task network and power relationships, particularly the behaviour of central principals and other actors within the network. It suggests that decentralized management has been introduced in varying degrees in the health and water sectors of both Ghana and Zimbabwe but is constrained by task network difficulties.
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Chhinzer, Nita. "The role of reasonable notice legislation in organizational downsizing decisions in Canada." International Journal of Law and Management 56, no. 5 (September 2, 2014): 387–92. http://dx.doi.org/10.1108/ijlma-06-2011-0002.
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Purpose – The purpose of this article is to explore the impact of reasonable notice legislation on organizational mass lay-off practices in Canada. Design/methodology/approach – Information regarding 1,147 mass lay-off events in Ontario were examined using aggregate level data analysis and ANOVA to develop an understanding of the role of legislation on mass lay-off practices. The data represent all Notice of Mass Termination provided to the Ministry of Labour from 2001 to 2008. Findings – The results suggest that organizations choose to absorb inefficiencies during mass lay-offs to reduce expenses associated with reasonable notice periods. Additionally, the findings suggest that the use of mass lay-offs is polarized, with some organizations executing frequent large lay-offs, whereas others execute infrequent smaller lay-offs. Research limitations/implications – This research provides evidence that labour legislation influences organizational decision-making during time of significant organizational change, using an ad hoc review of past organizational event. Further research is required to establish the theoretic basis (motivation, rationalization and perceptions) for these empirical results. Originality/value – As downsizing becomes a business norm, the role of government and the concept of reasonable notice remain largely unexplored. Challenges with data availability continue to pose a significant barrier to effectively integrating both internal and external factors that influence organization level downsizing decisions. This article is very timely and extends the current discourse, by providing a preliminary exploratory analysis on the role of reasonable notice legislation.
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Centeno Pérez, Vinnett Esther. "Calidad de la gestión administrativa del director y compromiso laboral de los docentes de algunos colegios privados salvadoreños." RIEE | Revista Internacional de Estudios en Educación 19, no. 1 (January 28, 2019): 35–46. http://dx.doi.org/10.37354/riee.2019.188.
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Mediante un estudio descriptivo y correlacional, se analizó la relación entre la percepción de la calidad de la gestión administrativa del director y el grado de compromiso laboral de los docentes de algunos colegios privados de El Salvador, en un contexto donde cada año los docentes renuncian a sus trabajos y pasan a laborar al sector gubernamental. Se administraron dos instrumentos, uno para medir la percepción de la gestión administrativa del director y otro para medir el grado de compromiso de los docentes, a 87 docentes de los siete colegios de las regiones metropolitana y occidental de El Salvador. Se encontró que los docentes tienen un compromiso laboral muy bueno. De igual manera, la percepción que tienen los docentes de la gestión administrativa del director es muy buena. Al observarse la correlación entre ambas variables, se determinó que es positiva y alta. Se observó que cuánto mejor perciben los docentes la gestión administrativa del director mayor es el compromiso con su trabajo. El liderazgo del director es importante para el compromiso laboral de los docentes, por lo cual su selección y nombramiento deben ser realizados con cuidadoso análisis.
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Basera, Vitalis, Judy Mwenje, and Samson Ruturi. "A snap on quality management in Zimbabwe: a perspectives review." Annals of Management and Organization Research 1, no. 2 (December 3, 2020): 77–94. http://dx.doi.org/10.35912/amor.v1i2.278.
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Purpose: The main objective of this article was to provide evidence concerning the level of Quality Management (QM) in Zimbabwe. Submitted evidence regarding QM in Zimbabwe will help organizations that want to implement QM systems. The results can guide government agents in making informed decisions towards QM systems implementation since very few organizations are officially quality certified. Research Methodology: The survey followed online search query on quality management in zimbabwe from journal articles, proceedings and institutional repository. 51 publications were selected and excel file was used to capture data and analyse. Results: The results expose that there was high interest in QM in 2014, 2015 and 2016. The results showed industries lack of capacity and resources, lack of skills and expertise, poor communication with stakeholders, poor raw materials, changing customer preferences, lack of top management commitment and costs of QM systems as key barriers to QM implementation. Limitations: The study limitation was survey of few studies retrieved through Bindura University online library and open access journal articles, proceedings papers and dissertations/thesis available on institutional repository. Keywords: Zimbabwe, Quality Management (QM), Drivers, Barriers, Benefits
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Hagen, Aina Landsverk. "“Calling it a Crisis”: Modes of Creative Labour and Magic in an Elite Architect Company." Journal of Business Anthropology 4, no. 2 (November 13, 2015): 201. http://dx.doi.org/10.22439/jba.v4i2.4891.
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In recent years we have seen a resurfacing of magic as an analytical category in anthropological literature, with particular emphasis on modern forms of occultism and witchcraft. Magic has yet to prove itself a useful analytical tool within the anthropology of organizations, and this article aims at understanding everyday work processes through the concepts of myth and magic. The discussion is based on empirical data from an internationally acclaimed architect company based in Norway, with a particular focus on a period of downsizing in the aftermath of the global financial crisis in 2008. The architects try to uphold an egalitarian, social-democratic ideology of creativity within a capitalist system and make use of a range of magical practices in order to succeed. The article shows how narrative flexibility transforms the brutality of downsizing into a mode of creative labour, and concludes that the internal dynamic between risk taking and risk reducing is inherent in both magical practices and capitalist systems.
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Acorn, Sonia, and Marilyn Crawford. "First-Line Managers: Scope of Responsibility in a Time of Fiscal Restraint." Healthcare Management Forum 9, no. 2 (July 1996): 26–30. http://dx.doi.org/10.1016/s0840-4704(10)60849-6.
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Fiscal restraint and government cost control have contributed to the downsizing and restructuring of Canadian health care organizations. As key players in the hospital sector, the role and responsibilities of first-line nurse managers have been significantly affected by these changes. This paper presents data from a survey of 200 first-line nurse managers in British Columbia which investigated the current scope of the first-line manager's role, the number of hierarchical levels within nursing departments, and views on managerial union membership.
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Pitono, Andi, Kartiwi Kartiwi, and Adfin Rochmad Baidhowah. "INTERNALISASI AGILE ORGANIZATIONS DALAM PENYEDERHANAAN ESELONISASI UNTUK MENINGKATKAN KINERJA PEMERINTAHAN DI INSTITUT PEMERINTAHAN DALAM NEGERI KEMENTERIAN DALAM NEGERI." Jurnal Politik Pemerintahan Dharma Praja 14, no. 1 (June 30, 2021): 46–69. http://dx.doi.org/10.33701/jppdp.v14i1.1508.
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growing in Indonesia. Strategic steps for the possibility of internalizing the values of the five trademarks of agile organizations in downsizing bureaucracy to improve government performance at the Institut Pemerintahan Dalam Negeri can be carried out, through mapping the Institut Pemerintahan Dalam Negeri organizational structure containing echelon 3 and echelon 4 positions, changing the organizational structure of IPDN which is simplified, implementing economic incentives and job appraisal requirements, implementing one data, conducting job analysis, workload analysis, and job mapping, implementing flexible financial and human resource management, and preparing for a transition period.
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Adair Erickson, Robin, and Michael E. Roloff. "Here today, but what about tomorrow?" International Journal of Organizational Analysis 15, no. 4 (December 31, 2007): 301–21. http://dx.doi.org/10.1108/19348830710900124.
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PurposeThe purpose of this paper is to focus on three organizational support factors that could potentially improve organizational commitment among downsizing survivors.Design/methodology/approachUsing a sample of 2,751 employees, a secondary analysis of employee survey data examined the hypotheses that customer service orientation (CSO) and equity would moderate the strength of the two‐way interaction between perceived organizational support (POS) and perceived supervisor support (PSS) when predicting organizational commitment among downsizing survivors. In this way, the impact of CSO (H1) or equity (H2) would be stronger when POS and PSS were low. A third hypothesis (H3) examined whether survivors' organizational tenure was positively related to organizational commitment.FindingsH1 and H2 were partially confirmed, indicating that CSO compensated most when PSS was low and that equity compensated most when POS was low among downsizing survivors. H3 was not confirmed as no positive correlation was found between survivors' increased organizational tenure and organizational commitment.Research limitations/implicationsThe sample was drawn from one US organization and, because this was a secondary analysis, established scales could not be used for some constructs. Most of the variance in the exploratory factor analysis was on the first factor, POS.Practical implicationsOrganizations should make every attempt to maintain or increase survivors' CSO and equity in order to improve organizational commitment. In addition, organizations cannot necessarily rely on their longer‐tenured employees to stay committed after a downsizing.Originality/valueThe study uncovered two previously unknown findings regarding the importance of CSO and equity to the organizational commitment of survivors.
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BANGASH, AKBAR ABBAS, GHULAM SHABIR KHAN NIAZI, and MUHAMMAD MAJID MAHMOOD BAGRAM. "Downsizing-Organizational Behavior and Survivors Efficiency with the Moderating Role of Shared Leadership." International Review of Management and Business Research 9, no. 4 (December 7, 2020): 1–14. http://dx.doi.org/10.30543/9-4(2020)-1.
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This research paper aims to study the elements of organizational behavior in a downsized work setting for the survivor’s efficiency with the moderation role of shared leadership. Five downsized organizations were approached through structured questionnaire as target population with sample size of 288. The theoretical model was developed with seven hypotheses to predict the role of organizational behavior variables for the survivor’s efficiency with the moderation role of shared leadership. Principal component analysis, stepwise regression analysis and moderation analysis was used for the results. Once the constructs of creativity, communication, perception, turnover and stars were independently regressed except turnover all the constructs have shown significance with the survivors’ efficiency. The regression model also testifies the significant relationship between organizational behavior and survivors’ efficiency. The moderation analysis shows positive and significant moderation effect. The study revealed that it is these independent variables which have a significant role in making the organizational behavior worthwhile after being downsized. Organizational reluctance to public downsizing information has been found a biggest limitation of this study. Keywords: Downsizing, Organizational Behavior, Survivors’ Efficiency, Shared Leadership, Moderation Effect.
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Ashman, Ian. "The Face-to-Face Delivery of Downsizing Decisions in UK Public Sector Organizations: The envoy role." Public Management Review 17, no. 1 (May 14, 2013): 108–28. http://dx.doi.org/10.1080/14719037.2013.785583.
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Saifer, Alandria G., Jeffery J. VanderWielen, and Delbert M. Nebeker. "Organizational Change, Stress and Job Satisfaction: Three Empirically Derived Models." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 39, no. 13 (October 1995): 859–63. http://dx.doi.org/10.1177/154193129503901301.
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Organizational change is a widespread phenomenon; whether it be downsizing, restructuring, or a change in geographical location, changes affect the people involved in many ways. This research is aimed at assessing how such changes affect the members of organizations in both the private and the public sector. This information was collected from those at the top level who may have had a hand in the decision-making process and the planning of the change, as well as from those who work in the changing environment. A model of organizational change and stress is proposed and empirically investigated. Role conflict, role ambiguity, job satisfaction, expected value of change and their impact on stress was explored in five organizations undergoing different degrees of organizational change. Multiple regression and path analyses identified three alternative models.
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Tarusarira, Joram. "When Piety Is Not Enough: Religio-Political Organizations in Pursuit of Peace and Reconciliation in Zimbabwe." Religions 11, no. 5 (May 9, 2020): 235. http://dx.doi.org/10.3390/rel11050235.
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In post-independence Zimbabwe, religion has been associated with piety and acquiescence rather than radical confrontation. This has made it look preposterous for religious leaders to adopt seemingly radical and confrontational stances in pursuit of peace and reconciliation. Since the early 2000s, a new breed of religious leaders that deploy radical and confrontational strategies to pursue peace has emerged in Zimbabwe. Rather than restricting pathways to peace and reconciliation to nonconfrontational approaches such as empathy, pacifism, prayer, meditation, love, repentance, compassion, apology and forgiveness, these religious leaders have extended them to demonstrations, petitions and critically speaking out. Because these religious leaders do not restrict themselves to the methods and strategies of engagement and dialogue advocated by mainstream church leaders, mainstream church leaders and politicians condemn them as nonconformists that transcend their religious mandate. These religious leaders have redefined and reframed the meaning and method of pursuing peace and reconciliation in Zimbabwe and brought a new consciousness on the role of religious leaders in times of political violence and hostility. Through qualitative interviews with religious leaders from a network called Churches in Manicaland in Zimbabwe, which emerged at the height of political violence in the early 2000s, and locating the discussion within the discourse of peace and reconciliation, this article argues that the pursuit of peace and reconciliation by religious actors is not a predefined and linear, but rather a paradoxical and hermeneutical exercise which might involve seemingly contradictory approaches such as “hard” and “soft” strategies. Resultantly, religio-political nonconformism should not be perceived as a stubborn departure from creeds and conventions, but rather as a phenomenon that espouses potential to positively change socio-economic and political dynamics that advance peace and reconciliation.
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Chevo, Tafadzwa, and Sandra Bhatasara. "HIV and AIDS Programmes in Zimbabwe: Implications for the Health System." ISRN Immunology 2012 (January 26, 2012): 1–11. http://dx.doi.org/10.5402/2012/609128.
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This paper analyzes the implications of HIV and AIDS prevention, treatment, and care programmes on the health system in Zimbabwe. The programmes have been spearheaded by various stakeholders that include the public and private sectors, nongovernmental organizations, formal and informal institutions, and intergovernmental organizations. There has been a tremendous increase of the programmes as they adapt to local contexts, accommodate new funders, and changes in population attitudes, and expectations in the country. Through a comprehensive literature review, this paper focuses on Behaviour Change, the Antiretroviral Therapy, Home-Based Care, Prevention to Mother To Child Transmission and Voluntary Counselling and Testing programmes and services in relation to the components of the health system that include health service delivery, human resources, finance, leadership and governance, and the medical products and technologies. Thus far, the implications are uneven throughout the health system and there is need to integrate the HIV and AIDS programmes within the health system in order to achieve positive heath outcomes.
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Kamel, Sherif, and Mohamed Ibrahim. "Electronic Training at the Corporate Level in Egypt." Industry and Higher Education 17, no. 6 (December 2003): 409–16. http://dx.doi.org/10.5367/000000003322776316.
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Declining revenue, staff downsizing and limited resources in corporations create serious organizational challenges. Training and human resources departments are often among the most adversely affected. Training managers are left with fewer resources with which to fulfil corporate training needs. Continuously having to justify costs and investments in training, they are often asked about the applicability and effectiveness of a particular project. Electronic training, a strategic human resource investment vehicle, is increasingly called into question in this context. But electronic training is expected to become a crucial factor in meeting the challenges of the rapidly changing world economy and enabling organizations to adapt to continuous change. While electronic training poses considerable challenges for organizations, especially in developing countries, it may also represent a unique opportunity to close the digital divide between developed and developing nations and to advance economic development. This paper is based on research conducted in Egypt to investigate the effectiveness and applicability of electronic training in Egyptian organizations and to identify how those organizations assess the role and implementation of electronic training. The researchers solicited views from training and human resources managers, instructors and trainees themselves.
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Muneri, Cleophas Taurai. "Challenging the Co-opting of Democracy: Discourse from Civil Society Organizations in Zimbabwe." Howard Journal of Communications 27, no. 1 (January 2, 2016): 1–15. http://dx.doi.org/10.1080/10646175.2015.1080634.
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Hefferan, Tara. "Finding Faith in Development: Religious Non-governmental Organizations (NGOs) in Argentina and Zimbabwe." Anthropological Quarterly 80, no. 3 (2007): 887–96. http://dx.doi.org/10.1353/anq.2007.0042.
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Tshehla, M. F., and E. Mukudu. "Addressing Constraints for Effective Project Finance for Infrastructure Projects in Emerging Economies – the Case of Zimbabwe." Journal of Construction Business and Management 4, no. 1 (April 27, 2020): 48–59. http://dx.doi.org/10.15641/jcbm.4.1.806.
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The infrastructure deficit in developing countries is vast and current developmental initiatives fail to meet the requirements. There is a need for housing, clean water, sewerage facilities, transport and telecommunications infrastructure. The development of infrastructure requires large amounts of funding, which could be a project or non-recourse finance. The levels of project finance allocated to developing countries are much smaller compared to the developed world. The purpose of this paper is to determine the critical success factors for accessing project finance for infrastructure development in a developing country, Zimbabwe. This study employed the quantitative approach using a survey questionnaire to address various aspects that are important when lenders advance project finance. The questionnaire was distributed to participating organizations comprised of lenders, borrowers and investors with the higher numbers being borrowers. These organizations include banks in Zimbabwe that offer project finance for infrastructure, Pension funds which invest in infrastructure, Multilateral agencies operating in Zimbabwe, and Municipalities of major cities in Zimbabwe. The interrater reliability of the individual factors was calculated. Also, the aggregate interrater reliability for the different attributes was determined using Cronbach's alpha value. A total of 33 factors under five attributes were identified: governmental, financing, project, special purpose vehicle, and politics and economics were identified as being critical for accessing project finance. These factors were ranked according to their significance index or importance. Only 12 factors were considered as extremely important as critical success factors for project financing in Zimbabwe. The contribution of this study is to provide government, project finance agencies, private sector and other stakeholders interested in infrastructure projects with a list of the most important critical success factors for infrastructure projects in a developing country.
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Aalbers, Rick, and Wilfred Dolfsma. "Innovation despite reorganization." Journal of Business Strategy 35, no. 3 (May 13, 2014): 18–25. http://dx.doi.org/10.1108/jbs-06-2013-0046.
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Purpose – The purpose of this paper is to illustrate how to nourish innovation during the course of a downsizing event. Drawing from an array of intra-organizational network studies, we show how management can use its understanding of the existing formal and informal networks to rewire connections between employees. Downsizing always leaves scars. Yet tough choices need to be made in tough times. In such times, innovation efforts are easiest to cut since their returns are uncertain and will only arrive in the future. Innovation is known to suffer. Cutting on innovation however may simply postpone the inevitable by poorly equipping a firm for future survival let alone competitive positioning. Design/methodology/approach – The insights presented in this article are based on research and consulting work over the past years with a number of leading companies in industries varying from financial and information technology services, to engineering, trading and professional service firms (a.o. Atos Origin, Equens, Siemens, Deloitte, ING, Academia, DSM, Friesland Campina, Shell, Philips). This work centered on understanding how to orchestrate downsizing without hampering the interpersonal network of relations that constitutes the innovative DNA of the firm. To examine this process, we used organization network analysis techniques to visualize the networks that facilitate the transfer of innovative knowledge at a variety of organizations. Through a series of interviews in combination with analysis of the innovation networks pre- and post-downsizing, deeper understanding of the characteristics of the guardians of innovation was gained. Personal innovation activity and value of inputs were measured and these were correlated with the network position prior and post-downsizing. Findings – Orchestration of downsizing is a delicate and crucial task for management. There is a natural tendency, when deciding who to retain, to mostly look at the knowledge and capabilities that an individual holds. Without connections to others in the firm, however, even if the knowledge someone holds is relevant, it will not be developed further. In this paper, it is argued that a crucial ingredient of downsizing is for management to use its understanding of the existing formal and informal networks so it can rewire connections between employees keeping our findings in mind. Research limitations/implications – Downsizing requires managerial agility. While typically of strategic nature, the consequences of downsizing may have considerable negative operational consequences, disrupting organizational routines, when management does not tread carefully. When deciding on who to retain and who to let go, value attributed to individual knowledge and capabilities commonly play a leading role in guiding these managerial decisions. The true value of these knowledge and capabilities however, will not flourish without a supportive social infrastructure to leverage them within the organization. Without connections to others in the firm even the brightest idea will not be developed further. Successfully managing a downsizing even requires management to use insight in the existing formal and informal networks present within the organization to actively rewire connections between employees bearing our findings in mind. Without attention to properly retaining some wires and rewiring other social contacts, and particularly the ones that nourish innovation, downsizing becomes self-defeating. Practical implications – Managers need to take an end-to-end view of their innovation efforts, spotting firm-specific strengths and weaknesses and tailoring innovation efforts in a way that is appropriate to their firm. In times of downsizing, innovation efforts are easiest to cut, as their returns are uncertain and will only arrive in the future. Innovation is known to suffer. At the same time, however, cutting on innovation may simply postpone the inevitable by poorly equipping a firm for future survival, let alone competitive positioning. In this contribution, what innovation efforts should be cut and which should be maintained have been pointed out, and how innovation efforts can be maintained at lower cost has been shown. Social implications – Selecting among innovation efforts is important in good times, but it becomes a life-saving exercise in times of crisis. Not only profitability but also job security and long-term employability are at stake. In these times, investing in the development of new knowledge that may only be relevant in a distant future is no longer an option. What managers need to realize is, however, that innovation thrives on employees closely cooperating in fine-grained social interactions. With this consideration in mind, a firm can make better choices to continue to nourish innovation despite downsizing. Originality/value – Although the explicit desire to investigate network evolution is not a recent one (Burt, 2000; McPherson et al., 2001), it only recently has found its way toward the field of organizational network studies (Van de Bunt et al., 2005). We follow up earlier research by Shah (2000), as we shed light on the network effects of downsizing, which surprisingly has remained particularly rare in this line of research to date. These findings might prove useful to start up much needed studies on tie formation strategies (Hallen and Eisenhardt, 2011) which, at the intraorganizational level, have not been carried out to date.