When responsible downsizing strategy meets employee-oriented leadership: Implications for downsizing performance

Tsai, Philip Cheng-Fei; Shih, Chih‐Ting

doi:10.1017/jmo.2014.1

Cited by 3 publications

(1 citation statement)

References 48 publications

(78 reference statements)

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“…It is known that one of the options for business development is staff reduction. But cost cutting without strategic decisions is not effective [23].…”

Section: Resultsmentioning

confidence: 99%

Choice and Personality: Leadership in Turbulent Times on Way to New Vision of Organization

Rudnev¹

2023

Business, Management and Economics

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The chapter discusses the problem of leadership and its understanding in various theories, and studies of technological changes in organization. On the basis of longitudinal case studies and applied analysis of HR practices, the changes in the personnel composition, products, and differences in the strategies of external communications with consumer of three Russian organizations—business school, consulting company, and dental clinic are investigated. It is shown that the strategy of reducing and hiring staff with inclusion in new social channels is the most effective. The image of new vision of organization and promising practices in managing people is described, taking into account the results obtained and the analysis of the history of business development, which are based on choice and development of both leader and staff in an informal structure and ability to self-renaissance of organization.

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“…It is known that one of the options for business development is staff reduction. But cost cutting without strategic decisions is not effective [23].…”

Section: Resultsmentioning

confidence: 99%

Choice and Personality: Leadership in Turbulent Times on Way to New Vision of Organization

Rudnev¹

2023

Business, Management and Economics

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Inclusive/exclusive talent management, responsible leadership and organizational downsizing

Ayoubi

2019

JMD

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Purpose-This paper focuses on 3 Egyptian public business schools in an attempt to explore the effect of inclusive/exclusive talent management on the organizational downsizing of academics and the mediating role of responsible leadership. Design/ methodology/ approach-A total of 330 academics were contacted and given a set of questionnaires. After three follow ups, a total of 240 responses were collected with a response rate of 72.73 percent. Multiple regressions were employed to show how much variation in organizational downsizing can be explained by inclusive/exclusive talent management and responsible leadership. Findings-The findings highlighted a very weak statistical association between academics' inclusive talent management and organizational downsizing, whereas a strong statistical association has been discovered between exclusive talent management and organizational downsizing. Statistical analysis showed that responsible leadership has no role in mediating the relationship between inclusive/exclusive talent management of academics and their downsizing. Research limitations/ implications-The authors have focused on only 3 Egyptian public business schools, the matter that may limit opportunities to generalize the results of this study to private business schools and other faculties in Egypt. Future research could use a double source method. Practical implications-By preparing a set of academic competences, business schools will be able to classify their academic staff into talented and non-talented, and accordingly they can initiate their tailored downsizing strategies. Furthermore, undertaking a responsible strategy of downsizing, which includes and is not limited to justifying the need to decrease academic staff numbers to guarantee postredundancy care practices for laid-off academics may alleviate many of the negative psychological, societal and economic consequences of downsizing. Originality/ value-This paper contributes by filling a gap in HR management and higher education literature, in which empirical studies on the relationship between talent management and academics' organizational downsizing have been limited until now. This may create better research opportunities for cross-disciplinary papers that should be done by HR, higher education and leadership scholars.

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Le downsizing en temps de COVID-19 : la difficile conciliation entre le social et l’économique. Le cas des survivants d’un établissement hôtelier en Tunisie

Dahmani

Gasmi

2022

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L’objectif de cette recherche est de comprendre comment une entreprise peut mettre en place une stratégie de downsizing socialement responsable en temps de COVID-19. La visée de cette étude est de proposer une analyse fine des formes du downsizing en mettant l’accent sur son caractère distinctif dans les pays du Sud. Les résultats de l’étude qualitative, de nature exploratoire, menée au sein d’un établissement hôtelier en Tunisie mettent en exergue une série de mesures socialement responsables. Parmi ces pratiques à forte valeur ajoutée, figurent notamment la responsabilisation, la participation, l’accompagnement de proximité, la communication, la formation professionnelle, l’implication du syndicat et le respect de la législation sociale. Les conclusions soulignent que la mise en oeuvre d’un ensemble de préalables et de dispositifs avant, au cours et après le downsizing permet de limiter ses dégâts psychologiques et ses effets pervers. Aussi, elles révèlent que le déploiement de pratiques managériales bienveillantes, équitables et respectueuses de la dignité humaine, ainsi que l’adoption d’un agir éthique rendent le downsizing socialement toléré. Il est clair qu’il n’y a pas un modèle typique ou un « one best way » en matière de downsizing. Le recours à une approche ancrée dans les particularismes locaux est plus pertinent qu’un raisonnement en termes de meilleures pratiques universellement applicables. Le downsizing socialement responsable permet de concilier la rationalité psychosociale et la rationalité économique. Toutefois, il exige des concessions, des compromis parfois difficiles et s’appuie sur des équilibres précaires et des arrangements négociés. L’étude souligne qu’il est difficile d’enrayer les conséquences négatives du downsizing sur le plan humain, mais qu’il est nécessaire d’agir adéquatement et justement en faisant preuve de bienveillance et de responsabilité organisationnelle. Précis L’objectif de cette recherche est de comprendre comment l’entreprise peut mettre en place une stratégie de downsizing socialement responsable en temps de COVID-19. Les résultats de l’étude qualitative, de nature exploratoire, menée au sein d’un établissement hôtelier en Tunisie révèlent une série de pratiques socialement responsables qui confère un caractère distinctif à la stratégie de downsizing déployée. Les conclusions soulignent que la mise en oeuvre d’un ensemble de mesures avant, au cours et après le downsizing permet de limiter ses dégâts psychologiques et ses effets pervers. Aussi, elles révèlent que la mobilisation de pratiques managériales bienveillantes, équitables et respectueuses de la dignité humaine, ainsi que l’adoption d’un agir éthique et juste rendent le downsizing socialement toléré.

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When responsible downsizing strategy meets employee-oriented leadership: Implications for downsizing performance

Cited by 3 publications

References 48 publications

Choice and Personality: Leadership in Turbulent Times on Way to New Vision of Organization

Choice and Personality: Leadership in Turbulent Times on Way to New Vision of Organization

Inclusive/exclusive talent management, responsible leadership and organizational downsizing

Le downsizing en temps de COVID-19 : la difficile conciliation entre le social et l’économique. Le cas des survivants d’un établissement hôtelier en Tunisie

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