TY  - JOUR
AB  - 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?
VL  - 15
IS  - 4
SN  - 0261-0159
DO  - 10.1108/eb010711
UR  - https://doi.org/10.1108/eb010711
AU  - Maes Jeanne D.
AU  - Rushing Daniel A.
AU  - King Deborah A.
PY  - 1996
Y1  - 1996/01/01
TI  - SOME LESSONS LEARNED FROM U.S. WORKFORCE REDUCTION: RESHAPING HUMAN RESOURCE MANAGEMENT STRATEGIES
T2  - Equal Opportunities International
PB  - MCB UP Ltd
SP  - 10
EP  - 13
Y2  - 2024/04/24
ER  -