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Gandolfi, Franco

New Developments in Reduction-in-force

Abstract Views :460 | PDF Views:6

Authors

Franco Gandolfi ¹

Affiliations
1 Director, MBA/EMBA Programs Regent University School of Global Leadership & Entrepreneurship 1333 Regent University Drive, Suite 102 Virginia Beach, VA 23464-5048, US

Source

Journal of Management Research, Vol 10, No 1 (2010), Pagination: 3-14

Abstract

After nearly three decades of corporate restructurings and reorganizations, the modern organization has continued to resort to reductions-in-force (RIF) strategies. This article presents an overview and a brief historical analysis of some of the most popular RIF concepts that have been adopted by firms and governmental agencies on a global scale since the late 1970s. The review found that most RIF tools have their ischolar_main in the core-periphery model. While some of the more traditional RIF strategies have remained popular, the paper showcased two contemporary practices; the traditional (nonselective) layoffs and stealth layoffs. A discussion of modern-day restructuring and RIF practices was deemed timely given the high levels of layoffs currently occurring in the global automotive, retail, and finance-related industries. Finally, a particular focus is placed on presenting practical implications of the conduct of RIF for the firm, the managers, and the individual employees.

Keywords

Reduction-in-force (RIF), Layoff, Strategy, Restructuring, Typology

Full Text

References

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Training and Development in an Era of Downsizing

Abstract Views :1448 | PDF Views:1

Authors

Franco Gandolfi ¹

Affiliations
1 Director MBA/EMBA Programs Regent University School of Global Leadership & Enterpreneurship 1000 Regent University Drive Virginia Beach, VA 23464-9800

Source

Journal of Management Research, Vol 9, No 1 (2009), Pagination: 3-14

Abstract

Downsizing as a restructuring strategy has been actively implemented for the last three decades. While employee reductions were utilized mainly in response to crises prior to the mid-1980s, downsizing developed into a fully-fledged managerial strategy for tens of thousands of companies in the mid- to late-1980s. Since then, downsizing has transformed the international corporate landscape and affected the lives of hundreds of millions of individuals around the world. While the overall effects of downsizing have been widely reported, many misconceptions surrounding the concept of downsizing have remained. This conceptual paper focuses on the role of training and development (T&D) during the downsizing process. In particular, the research depicts the current body of literature associated with the function of HR and its plans, programs, and policies that firms adopting downsizing must provide to their surviving workforces. Finally, the paper offers concluding comments regarding effective downsizing practices that have emerged in the literature.

Keywords

Downsizing, Survivors, Survivor Syndrome, Training And Development

Full Text

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Learning from the Past Downsizing Lessons for Managers

Abstract Views :644 | PDF Views:2

Authors

Franco Gandolfi ¹

Affiliations
1 School of Global Leadership & Enterpreneurship Regent University Virginia Beach, VA 23464-9800, US

Source

Journal of Management Research, Vol 8, No 1 (2008), Pagination: 3-17

Abstract

Downsizing as a change management strategy has been adopted by companies and governmental agencies since the 1970s. While workforce reductions were utilized mainly in response to organizational and economic crises prior to the mid-1980s, downsizing developed into a proactive restructuring strategy of choice for a multitude of organizations in the mid- to late-1980s. Since then, downsizing has transformed the corporate landscape and changed the lives of hundreds of millions of individuals around the world. While downsizing has attracted a lot of attention in academic circles, the business community, and the popular media, many misconceptions and mysteries surrounding the phenomenon have remained. This research study presents an overview of the reported financial, organizational, and human consequences following the conduct of downsizing. More importantly, the paper draws out implications for practicing managers and showcases four downsizing lessons that need to be considered by executives contemplating the adoption of downsizing.

Keywords

Downsizing, Strategy, Consequences and Lessons

Full Text

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Workforce Downsizing

Abstract Views :2151 | PDF Views:2

Authors

Franco Gandolfi ¹

Affiliations
1 School of Business, California Baptist University, Riverside, CA 92504 (USA)

Source

Journal of Management Research, Vol 13, No 2 (2013), Pagination: 67-76

Abstract

Workforce downsizing - here referring to a systematic reduction of employee headcount - is persistently utilized to increase organizational productivity, efficiency, profitability, and competitiveness. As a strategy of choice for firms around the world, workforce downsizing produces far-reaching financial, organizational, and social consequences. Despite the large body of literature, there continues to be confusion surrounding the downsizing phenomenon (Gandolfi and Hansson, 2011) and misperceptions abound (Datta, Guthrie, Basuil and Pandey, 2010). This paper examines the strategic element of downsizing. Its primary purpose is to present the various implementation strategies, archetypes, approaches, and tactics that have emerged in the downsizing literature. This research paper reviews a variety of perspectives and presents several conceptual frameworks that are necessary to obtain a more thorough understanding of strategic workforce downsizing

Keywords

Downsizing, Strategies, Archetypes, Approaches, Tactics, Implementation

Full Text

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Why do Firms Downsize?

Abstract Views :690 | PDF Views:12

Authors

Franco Gandolfi ¹

Affiliations
1 School of Business, California Baptist University, 8432 Magnolia Ave, Riverside, CA 92504

Source

Journal of Management Research, Vol 14, No 1 (2014), Pagination: 3-14

Abstract

This conceptual research paper examines the theoretical underpinnings of employee downsizing as a management strategy. It investigates the issue of why firms downsize in the first place. In addressing this question, some systematic thoughts are offered on the causes of downsizing. The author develops and proposes a conceptual framework for studying organizational innovation drawing upon two dimensions, social action and social context, associated with the downsizing phenomenon

Keywords

Downsizing, Underpinnings, Causes, Innovation

Full Text

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