Over the past fifteen years, many organisations have restructured and, in the process, reduced their workforces dramatically. Some of this re‐engineering has been due to such influences as global competition, economic uncertainty, technological change, government deregulation as well as a growing demand for better and faster goods and services. The overall effect of such “downsizing” has not always resulted in desirable outcomes. What lessons have been learned? Are managers using these lessons to reshape organisational strategies, especially those dealing with human resource management?
Maes, J., Rushing, D. and King, D. (1996), "SOME LESSONS LEARNED FROM U.S. WORKFORCE REDUCTION: RESHAPING HUMAN RESOURCE MANAGEMENT STRATEGIES", Equal Opportunities International, Vol. 15 No. 4, pp. 10-13. https://doi.org/10.1108/eb010711Download as .RIS
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