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HRMT2285: Chapter 10-14 [Downsizing and Restructuring, Strategic International HRM, MERGERS AND ACQUISTIONS, OUTSOURCING, HR ASSESSMENTS and ANALYTICS]$25.99
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HRMT2285: Chapter 10-14 [Downsizing and Restructuring, Strategic International HRM, MERGERS AND ACQUISTIONS, OUTSOURCING, HR ASSESSMENTS and ANALYTICS]
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Course
IELTS
Institution
IELTS
Procedural Justice - CORRECT ANSWERS-Procedures or rules used to determine which employees will be downsized
Interactional Justice - CORRECT ANSWERS-The interpersonal treatment employees receive during the implementation of the downsizing decision
Distributive Justice - CORRECT ANSWERS-Fairne...
HRMT2285: Chapter 10-14
[Downsizing and Restructuring,
Strategic International HRM,
MERGERS AND ACQUISTIONS,
OUTSOURCING, HR
ASSESSMENTS and ANALYTICS]
,
, Procedural Justice - CORRECT ANSWERS-Procedures or rules used to determine
which employees will be downsized
Interactional Justice - CORRECT ANSWERS-The interpersonal treatment employees
receive during the implementation of the downsizing decision
Distributive Justice - CORRECT ANSWERS-Fairness of the downsizing decision
What does after downsizing typically fall short of? - CORRECT ANSWERS-Efforts fall
short of meeting organizational objectives and have high human costs, labour relations
issues, lower employee satisfaction, and recruitment/retention issues occur.
How do Investors react to downsizing. - CORRECT ANSWERS-Negatively, particularly
if financially motivated; offering incentives for voluntary resignations is perceived as
more favourable, together with relocation strategies.
What are the other feasible alternatives to downsizing? - CORRECT ANSWERS-·
Extending reduction in salary, reducing overtime, reducing salaries
· Voluntary sabbaticals, exit incentives, mandatory vacation, lending employees
· Hiring freeze, reducing the workweek, short-term facility shutdowns
· Obtaining cost-reduction ideas from employees.
What are the processes and actions regarding downsizing that can assist in the
process? - CORRECT ANSWERS-1. Carefully plan (consider the consequences,
monitor downsizing, link to corporate strategy) and focus on rightsizing (systematic
analysis of tasks and personnel requirements—HRP).
2. Involve employees and establish a shared vision that is understood by all employees
and managers, instill a sense of ownership, and create a culture of trust prior to the
downsizing.
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