To read this content please select one of the options below:

Organizational downsizing and career development

Nikos Bozionelos (University of Strathclyde, Glasgow, UK)

Career Development International

ISSN: 1362-0436

Article publication date: 1 April 2001

7312

Abstract

Survivor employees and senior management perceptions of career development issues were examined in a downsizing organization. It emerged that the organization lacked a coherent strategy for survivors’ career development. The main career development structure, the performance management and appraisal scheme, was generally viewed as inadequate, while the other structures in place, although generally perceived as useful, were underutilized. A substantial proportion of employees considered lateral moves to potentially undermine advancement and security, and senior management views implied a potential lack of wide managerial support for widespread use of this tool. A senior management attitude for selective career development, targeted on an élite group of key employees, was also detected. The study concluded that proper downsizing planning must include a coherent career development strategy for survivors.

Keywords

Citation

Bozionelos, N. (2001), "Organizational downsizing and career development", Career Development International, Vol. 6 No. 2, pp. 87-92. https://doi.org/10.1108/13620430110383393

Publisher

:

MCB UP Ltd

Copyright © 2001, MCB UP Limited

Related articles