Search results

Review paper which draws together the various theoretical and disciplinary strands used in the literature to evaluate downsizing and redundancy. Defines downsizing and redundancy within the organisational context. Explores complexity of the relationships with performance and effectiveness at both organisation and sub‐organisation levels. Evaluates downsizing strategies and implementation methods that organisations may use. Utilises the individual perspective to examine and discuss the consequences of downsizing relative to survivors. Considers the implications of this for managers. Relates theories of equity, organisational justice, job insecurity, job redesign and organisational stress to approaches which may mitigate negative responses to downsizing that impact on organisations’ performance and effectiveness.

The increasing internationalization of business and the development of a single European market will have implications for training and development. Looks at the implications for trainers of working with managers from other countries and cultures. Applies the research of Hofstede, Laurent, Tayeb and others and suggests that there are a number of cross‐national and cross‐cultural implications from training participants from other countries. These relate to the content of training, training methods, expectations about the provision of training, trainer competences and language skills. These form challenges which trainers will need to consider.

Explores the implications arising from the complete devolvement of human resource responsibilities within an organization to line managers. Reviews the changing role for line managers through the literature related to the adoption of HRM. Uses theories by Guest and by Storey as a framework to examine the success of completely devolving the human resources function to line managers within a medium‐sized private sector company. Uses data collected through a questionnaire, a card sort and in‐depth interviews from a sample of 51 employees to evaluate this framework. Data indicate that the promotion of a soft HRM approach was being displaced by a harder, piecemeal, resource‐based approach. Analyses the need for human resource specialists based on the case study data. Argues that the absence of an identified top management role which includes personnel had a negative impact on the organization’s ability to achieve strategic integration in the management of human resources. Relates this to further negative consequences in relation to commitment to the organization, flexibility and quality.

To explore the implications for all employees' psychological contracts of a forced change from permanent to temporary employment status for some employees within an organisation.

A random sample of 30 employees, stratified by employment status was selected. Each employee undertook a structured card sort of possible emotional responses to change followed by an in‐depth interview to explore and explain their categorisation of these responses.

The nature of psychological contracts and organisational attachments for both permanent employees and forced temporary workers is complex. Permanent employees generally continue to exhibit relational forms of attachment to the organisation. These, they believe, are reciprocated by the organisation. Reactions from forced temporary workers are more varied. After a period of denial, some develop a more calculative approach to their interactions. Others maintain aspects of their previously developed relational attachments. Only some temporary workers appear to recognise that their future direction is no longer a concern of the organisation.

Although only based upon one organisation, the findings suggest that the process of psychological contract adjustment is likely to emerge through gradual re‐interpretation, rather than through re‐negotiation.

Management actions need to be recognised as important in re‐defining the nature of psychological contracts. The transitional nature of this process may be prolonged where management imposes transactional contracts and where communication and negotiation to create clear expectations is lacking.

The findings provide new insights into the implications of forcing employees from permanent to temporary contracts for their, and remaining permanent employees', psychological contracts.

Presents findings from the use of the red‐blue exercise over time which demonstrate the existence of discrepant reasoning in the application of learning. Claims this observation raises issues about the learning process and barriers to learning, and leads to the need for trainers to understand these issues in order to devise strategies to ensure that intended learning outcomes are met as effectively as possible. Uses the theoretical work of Argyris and Schon related to theories of action, distancing and disconnectedness, to explain the outcomes observed. Aims to allow trainers and educators to understand better the broader contextual and cultural aspects which affect the learning outcomes they are seeking to achieve. Discusses the implications for the design and delivery of certain types of training or educational events, and the realization of their learning outcomes.

Considers the pursuit of high quality, flexibility and employee commitment alongside significant downsizing and delayering initiatives. Examines the impact on surviving employees in downsized and delayered organizations. Proposes that organizations need to be more mindful than they have been in the past of survivor responses and issues. Contends that the espoused aim of many organizations to achieve employee commitment may be dependent largely on the degree of success with which organizations overcome survivor responses which are negatively oriented towards them. Explores the scope for organizational action to address issues which the workforce believes are important, suggesting that this should help organizations to engender positive survivor responses and organizational commitment. Reports how findings from qualitative research have been used to develop a diagnostic tool to help organizations assess their own ability to manage these factors and to influence survivor commitment. Discusses the use and validity of this tool. Concludes by emphasizing the need for organizations to be aware of and to respond to these issues and their effects. Highlights the importance of developing the strategy to rebuild survivors’ commitment over a longer term.

Analyses the introduction and first three years of the operation of a new reward system in a financial services organisation. The purpose of the study was to develop an explanatory theory associated with reward system change effectiveness. Following a description of the organisation and its operational context, analyses the new reward system, together with an examination of the specific objectives the organisation's managers hoped it would achieve. Provides an explanation of the methods employed to collect and analyse the data. The main part of the paper comprises an analysis of these data, which provides evidence that the system was not meeting its objectives. Subsequently uses the literature on reward theory and organisational behaviour to help explain the reasons for such apparent ineffectiveness. Concludes by suggesting a tentative theory of reward system change effectiveness.

Examines the concerns of survivors who remain in organizations following redundancies. Categorizes the issues which arise from these concerns and uncertainties into three categories: issues which arise following notification of forthcoming redundancies; issues arising from the notification of those affected; and issues following notification and termination of contract. Based on in‐depth interviews with senior human resource practitioners in 40 organizations, utilizes organizational practices and learning to explore the management of these issues. Recognizes the relationship between choice of redundancy strategy and the nature of the issues which arise. Argues that while organizations may be concerned with the needs of redundant staff, this will be insufficient to address the concerns and uncertainties of survivors. Also evaluates organizational practices aimed at building survivors′ commitment in the longer term. Argues that while organizations are attempting to recast their culture and their employment relationships, there is still much which could be done to recognize post‐redundancy issues from the perspective of the individual survivor.

Recognizes the difficulties of evaluating training and argues that what is required to make it more effective is the adoption of an integrated approach to evaluation and, most significantly, the creation of an appropriate organizational culture, which promotes and recognizes the value of evaluation in general and training evaluation in particular. Discusses reasons for the absence of, or ineffective practice of, evaluation within so many organizations and these are shown to be related to organizational cultures which discourage training evaluation, especially organizational‐level evaluation. Discusses the nature and meaning of organizational culture from a practical point of view before providing advice to those responsible for training about how they can attempt to change an organization′s culture towards one which supports and values the evaluation of training.

This paper explores employees’ trust as a reaction to the management of change using the constructs of organisational justice. Following a review of organisational justice theory in relation to trust and change, employees’ reactions are considered using a case study of a UK public sector organisation. Drawing on 28 in‐depth interviews with employees, the nature of trust is explored. Little difference is found between trusting and mistrustful employees’ perceptions of distributive justice. Supporting earlier findings regarding the relationship between procedural justice and trust, the research also reveals the distinct importance of fairness of treatment (interactional justice) in enabling trust.