– INTRODUCTION –
Downsizing, restructuring, rightsizing, even a term as obscure as census readjustment has been used to describe the plague that has been
affecting corporate America for years and has left many of its hardest working employees without work. In the 1980’s, twenty-five percent
of middle management was eliminated in the United States (Greenberg/Baron 582).
In the 1990’s, one million managers of American
corporations with salaries over $40,000 also lost their jobs (Greenberg/Baron 582).
In total, Fortune 500 companies have eliminated 4.4
million positions since 1979 (Greenberg/Baron 627).
Although this downsizing of companies can have many reasons behind it and cannot
be avoided at times, there are simple measures a company can take to make the process easier on the laid-off employees and those who
survive with the company.
– STAGES OF DOWNSIZING –
The downsizing process can generally be broken down into three
distinct stages. The first stage is called the diagnostic stage. In this stage, management staff pulls together and determines the amount of
costs and expenses that need to be reduced, and how much can come out of layoffs (Moore 49).
This stage usually takes about two to
three months to complete. During this time, the upper management reviews all financial records in order to determine how much is
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needed to be cut from salary expenditures (Moore 50).
This stage is concluded when the senior management has a detailed plan on who
will be let go, and who will remain with the company. During this stage, there is one common mistake many companies make: lack of
communication. The middle management is usually left out of all downsizing plans. This is wrong and creates a big mistake. Middle
management should be looked upon as a valuable tool for giving input where cuts should be made (Moore 51).
The next stage of downsizing is the implementation stage. During this stage the employees are laid off. The time between an
announcement and the actual layoff should be as short as possible. This will almost insure that a panic will be avoided, and give a clear
view of the situation at hand without causing mass-hysteria.
In a managerial position, it is difficult to explain to an employee that he or she is being laid off, but Terrence Moore gives a
guideline on how it should be done. Small talk should be avoided. Management should clearly explain that the employee is being laid off
and be prepared to answer questions directly; avoid beating around the bush. It is extremely important to detail all employee benefits and
severance pay, also the employee should be encouraged to come back with any questions that he or she may have (Moore 52).
An important note is that the employee should not be given false hope. It should be made clear, from the start, that the employee is
being laid off and doesn’t have a chance of being rehired. Finally, you should not try to lie to the employee and say you know how they
may feel if you don’t (Moore 52).
The final stage is the post-implementation stage. This is dealing with the survivor syndrome and helping displaced employees find
jobs throughout placement sources. Sadly, management usually expects the remaining employees to return to their jobs as if nothing had
happened.
However, this is not usually the case. Survivors suffer with negative feelings of resentment, frustration, irritability, fatigue and
burnout. They may also undergo feelings of insecurity with their company. A way to help survivors deal with their problems is to offer
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personnel workshops (or programs) that offer support to help cope with the anxiety that adjustment brings (Moore 53).
– REASONS FOR AND EFFECTS OF DOWNSIZING –
There are many reasons why a company might need to downsize. In today’s corporate America, it is a plain fact that far fewer employees
are necessary to maintain a successful operation. Many times, it is the case where a technological advance or breakthrough makes it
possible to replace a previously human job. It is also an all-too-common scenario that outside influences such as sudden shifts in the
market or changed government policies force corporate executives to make coinciding decisions regarding their staff and these external
changes.
Another one of the major problems in today’s business world are the salaries being paid to the workers. Since employers are not paying
their workers high wages, the workers have little to put back into the economy. This causes the system to plummet and forces companies
to downsize to keep from going under.
The downsizing of a company can affect employees before, during and after it occurs. Employees usually know of a possible downsizing
(care of the almighty grapevine) months before it is supposed to happen. Thus, employees may become paranoid and self-absorbed, and
their top priority is their own career rather than the bottom line of their employer. This causes them to be unfocused and prevents them
from performing their jobs efficiently. Many workers would also be perfectly willing to stab their peer(s) in the back in hopes of
keeping their job.
Usually when a downsizing is complete, the company is at an all-time low. This is due to the fact that in almost every merger,
acquisition or downsize, employees are faced with uncertainty about their jobs before and after the restructure. After a large percentage
of downsizes, ten percent of the remaining workforce will easily adapt to the change, while another ten percent will never adapt
(Hollreiser 27).
Workers who survive the downsize often have feelings of anger, fear or distrust. Further internal problems result from
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employees who survive with the company, but cannot adapt to their new settings and expectations, and eventually quit their job.
Many steps can be taken to ease the transition of the employees after downsizing occurs. For the employees who were let go from the
company, reasonable severance packages should be offered to help the person until a new job is found. Downsizing not only affects
workers that have been terminated, but also affects the survivors. This is commonly referred to as the survivor syndrome. Many people
who survive as a result of downsizing often live with the fear that they too will be terminated. They are often shell shocked and
distrustful. They are mentally scared survivors of an economic restructuring that they have never seen before. In this constant climate of
economic insecurity, their jobs are constantly being redefined. They are forced to meet new levels of production criteria requiring them
to do more work in less time and the notion of job security (because of expandability) is obsolete (Caudren 52).
As for the remaining employees, simple means of communication can be very important. One of the major reasons for employee problems
after a downsizing is the mistrust in the management and lack of knowledge regarding their own job status. If the employees are
informed of what is transpiring within their company, they might not be fearful of losing their job, or so quick to stab a fellow employee
in the back.
This problem has affected millions of families in America and has forced good, decent workers to settle for lower wages and little or
no benefits in exchange for supposed higher job security. I also have some personal experience with this subject. My father currently
works for AT&T and survived the recent downsize and split the company underwent. However, he was not so lucky with his previous
employer, Nabisco, Inc.. In 1988 Nabisco, Inc. and RJ Reynolds, Inc. Merged and downsized, laying off thousands of employees of which
my father was one.
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An application of the Theory of Planned Behavior Kuah Kean Lam Research report in partial fulfillment of the requirements for the degree of MBA 2008 ACKNOWLEDGEMENTS I would like to thank my supervisor, Dr. Nabsiah Abd. Wahid and my co-supervisor, Dr. Datin Joriah for their invaluable guidance in helping me with this research. Special thanks also go to Associate Professor T. Ramayah for his kind ...
– POSITIVE EFFECTS OF DOWNSIZING –
Although downsizing can have devastating effects on those people on the negative side, the remaining employees can have tremendous
opportunities for growth and skill development. After a restructure, there are many ways an employee can grow vertically and
horizontally within their company. Since so many positions are eliminated in such a process, the remaining employees sometimes need to
learn new skills and adapt to handling greater amounts of work than ever before. While this may be an inconvenience at first, these
skills and abilities can assist these people in future job searches.
– CONCLUSION –
The downsizing process is a fact of life. It affects all people from managers to laid off employees and their families as well as those
who remain with the company. It is something that will continue to occur with no end in sight. As long as our world market continues
to grow, so too will the concept of downsizing grow. This process can lead to psychological problems, and creates anxiety and frustration
for those of both ends of it. This is a problem that most likely will not have an easy solution, or at least not any time soon. It is
something that we all must deal with in one way or another, and as for the victims of downsizing, the only thing they can do is try to
piece their lives back together and hope for the best.
