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List of Exhibits | p. x |
Preface | p. xi |
Acknowledgments | p. xv |
Restructuring In Perspective | p. 1 |
The Economic Logic That Drives Employment Downsizing | p. 3 |
Direct and Indirect Costs of Layoffs | p. 3 |
Is Restructuring a Bad Thing to Do? | p. 5 |
Responsible Restructuring--What Is It? | p. 6 |
Employment Downsizing--The Juggernaut Continues | p. 7 |
The Human and Financial Toll | p. 8 |
The Effect of Poor Labor Relations on Product Quality | p. 11 |
The Payoff from Treating Employees as Assets | p. 12 |
The Financial Consequences of Alternative Restructuring Strategies | p. 16 |
Results of the 1982-1994 Study | p. 18 |
Extension and Update from 1995 to 2000 | p. 21 |
Stock Return | p. 22 |
Employment Downsizing and Flexibility | p. 27 |
A Baker's Dozen Myths versus Facts about Downsizing | p. 28 |
Jobs are secure at firms that are doing well financially | p. 28 |
Companies that are laying off workers are not hiring new ones | p. 28 |
Downsizing employees boosts profits | p. 29 |
Downsizing employees boosts productivity | p. 30 |
Downsizing employees has no effect on the quality of products or services | p. 30 |
Downsizing employees is a one-time event for most companies | p. 30 |
Since companies are just "cutting fat" by downsizing employees, there are no adverse effects on those who remain | p. 31 |
Most employees are surprised to learn they've been laid off. They ask, "Why me?" | p. 32 |
At outplacement centers, laid-off employees tend to keep to themselves as they pursue jobs | p. 32 |
The number of employees let go, including their associated costs, is the total cost of downsizing | p. 33 |
Violence, sabotage, or other vengeful acts from laid-off employees are remote possibilities | p. 34 |
Training survivors during and following layoffs is not necessary | p. 35 |
Stress-related medical disorders are more likely for those laid off than for those who remain | p. 35 |
The Case for Responsible Restructuring | p. 37 |
Alternative Approaches to the Employment Relationship | p. 38 |
Which Approaches Produce Better Outcomes? | p. 39 |
The Causal Effect of Management Practices on Performance | p. 40 |
The Financial Impact of Employee Attitudes on Firm Performance | p. 42 |
Policies and Practices That Lead to High Performance | p. 44 |
Business Concept Innovation | p. 46 |
What Business Concept Innovation Is Not | p. 47 |
Responsible Restructuring--Alternative Strategies | p. 49 |
Charles Schwab & Company | p. 49 |
Compaq Computer | p. 51 |
Cisco Systems, Accenture, and Motorola | p. 52 |
State of Connecticut, Department of Labor, and Reflexite Corporation | p. 53 |
Intel, Chevron Texaco, and Minnesota Mining and Manufacturing Company (3M) | p. 60 |
Acxiom, Inc. | p. 62 |
Sage Software, Inc. | p. 64 |
Louisiana-Pacific Corporation | p. 65 |
Philips Electronics Singapore | p. 66 |
Procter & Gamble Company | p. 69 |
The Virtues of Stability | p. 71 |
Snap Back | p. 73 |
Lincoln Electric Holdings, Inc. | p. 75 |
SAS Institute | p. 77 |
Southwest Airlines | p. 83 |
Best Employers in Asia | p. 88 |
The Costs of Downsizing versus the No-Layoff Payoff | p. 89 |
Responsible Restructuring: What to Do and What Not to Do | p. 91 |
Why Address Organizational Justice? | p. 92 |
Components of Procedural Justice | p. 93 |
The Importance of Communication | p. 94 |
Developing a Systematic Communications Strategy | p. 97 |
Implementing a Corporate Communication Effort | p. 98 |
10 Mistakes to Avoid When Restructuring | p. 100 |
Restructuring Responsibly: What to Do | p. 102 |
Endnotes | p. 107 |
Index | p. 120 |
About the Author | p. 126 |
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