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RIGHTSIZING: SOCIO‐ECONOMIC SENSIBILITY AND A VISIONARY APPROACH TO WORKFORCE PLANNING AND EMPLOYMENT RELATIONS IN THE NINETIES

Rachid Zeffane (Department of Management, University of Newcastle, New South Wales)
Geoffrey Mayo (Employment Studies Centre, University of Newcastle, New South Wales)

International Journal of Sociology and Social Policy

ISSN: 0144-333X

Article publication date: 1 March 1994

Abstract

In recent years, organisations around the world have been seriously affected by a range of economic, political and social upheavals that have gathered momentum in most parts of the globe. The viability of the conventional (pyramidal) organisational structures is being challenged in conjunction with major shifts in the roles of mid and top managers. In many countries, the pace of the above socio‐economic events and uncertainties is happening at an unprecedented pace. Some markets are showing signs of potential gigantic expansions while others (historically prosperous) are on the verge of complete collapse (Dent, 1991). In responding to the socio‐economic challenges of the nineties, organisations (across the board) have resorted to dismantling the conventional pyramidal structure and adopting so‐called “leaner” structures (see Zeffane, 1992). The most common struggle has been to maintain market share in an economic environment increasingly characterised by excess labour supply (Bamber, 1990; Green & Macdonald, 1991). As organisations shifted their strategies from “mass production” to “post‐fordism” (see, for example Kern and Schumann, 1987), there has been a significant tendency to emphasise flexibility of both capital and labour in order to cater for the niche markets which are claimed to be rapidly emerging, world‐wide. This has resulted in massive organisational restructuring world‐wide.

Citation

Zeffane, R. and Mayo, G. (1994), "RIGHTSIZING: SOCIO‐ECONOMIC SENSIBILITY AND A VISIONARY APPROACH TO WORKFORCE PLANNING AND EMPLOYMENT RELATIONS IN THE NINETIES", International Journal of Sociology and Social Policy, Vol. 14 No. 3/4/5, pp. 1-37. https://doi.org/10.1108/eb013190

Publisher

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MCB UP Ltd

Copyright © 1994, MCB UP Limited