| Judul | Creating a Resilient Workforce : Managing the Up-side of Downsizing / Kusum Sahdev |
| Pengarang | Sahdev, Kusum Susan Vinnicombe and John Bank |
| Penerbitan | Harlow : Pearson Pretice Hall, 2001 |
| Deskripsi Fisik | xx, 190p. :: illus. ;30 cm. |
| ISBN | 9780273650726 |
| Subjek | Personnel Management Strategic Management |
| Abstrak | This book describes about cases in strategic management and human resource management that to come into be in several companies. Chapter 1 examines the broad environmental context of downsizing. It then clarifies the concept of downsizing, differentiates it from decline, and examines the key strategies used by organizations to implement downsizing. Chapter 2 reports the key findings of an exploratory study conducted to examine human resources (HR) directors'/managers' perceptions of the impact of downsizing on survivors' reactions to a range of work-related aspects. It examines the perceptions of HR directors/managers who are responsible for the implementation of downsizing. Chapters 3-6 are case studies. Chapter 7 summarizes and consolidates the key findings from the four case narratives. It takes the analysis to its second stage by extrapolating the underlying themes that are expressed implicity in the four cases. Chapter 8 summarizes the reactions of both the middle managers and the non-managerial staff in all four organizations. Chapter 9 presents the key themes that have emerged from the research carried out in the four organizations and discusses the implications of the findings. |
| Catatan | Indeks : p.745 - 753 |
| Bahasa | Inggris |
| Bentuk Karya | Tidak ada kode yang sesuai |
| Target Pembaca | Tidak ada kode yang sesuai |
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| 084 | # | # | $a 658.3 SAH c |
| 100 | 0 | # | $a Sahdev, Kusum |
| 245 | 1 | # | $a Creating a Resilient Workforce : $b Managing the Up-side of Downsizing /$c Kusum Sahdev |
| 260 | # | # | $a Harlow :$b Pearson Pretice Hall,$c 2001 |
| 300 | # | # | $a xx, 190p. : $b : illus. ; $c 30 cm. |
| 500 | # | # | $a Indeks : p.745 - 753 |
| 520 | # | # | $a This book describes about cases in strategic management and human resource management that to come into be in several companies. Chapter 1 examines the broad environmental context of downsizing. It then clarifies the concept of downsizing, differentiates it from decline, and examines the key strategies used by organizations to implement downsizing. Chapter 2 reports the key findings of an exploratory study conducted to examine human resources (HR) directors'/managers' perceptions of the impact of downsizing on survivors' reactions to a range of work-related aspects. It examines the perceptions of HR directors/managers who are responsible for the implementation of downsizing. Chapters 3-6 are case studies. Chapter 7 summarizes and consolidates the key findings from the four case narratives. It takes the analysis to its second stage by extrapolating the underlying themes that are expressed implicity in the four cases. Chapter 8 summarizes the reactions of both the middle managers and the non-managerial staff in all four organizations. Chapter 9 presents the key themes that have emerged from the research carried out in the four organizations and discusses the implications of the findings. |
| 650 | 4 | $a Personnel Management | |
| 650 | 4 | $a Strategic Management | |
| 700 | 0 | # | $a and John Bank |
| 700 | 0 | # | $a Susan Vinnicombe |
| 990 | # | # | $a 11141/MKRI-P/XI-2008 |
| 990 | # | # | $a 11141/MKRI-P/XI-2008 |
| 990 | # | # | $a 11141/MKRI-P/XI-2008 |
| 990 | # | # | $a 11142/MKRI-P/XI-2008 |
| 990 | # | # | $a 11142/MKRI-P/XI-2008 |
| 990 | # | # | $a 11142/MKRI-P/XI-2008 |
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