2. Communicationระหว่างผู้บริหารและ

2. Communicationระหว่างผู้บริหารและพนักงาน การสื่อสารเป็นองค์ประกอบที่สำคัญในช่วงการวางแผนการดำเนินงานและขั้นตอนของการลดขนาด การสื่อสารระหว่างกระบวนการลดขนาดต้องมีความชัดเจนตรงไปตรงมา มีคำอธิบายเต็มรูปแบบและเปิดเหตุผลที่อยู่เบื้องหลังการลดขนาดและส่งเสริมความเชื่อมั่นที่ลดขนาดเป็นประสบการณ์ที่ใช้ร่วมกัน เปิดโอกาสให้พนักงานได้ระบายความกลัวของพวกเขาและถามคำถามที่พวกเขาต้องการการอธิบาย สถานะของผู้ที่จะไปและผลประโยชน์ที่พวกเขาจะได้รับเพื่อช่วยให้พวกเขาผ่านการเปลี่ยนแปลง นอกจากนี้การสื่อสารด้วยข้อมูลที่แท้จริงจากผู้นำช่วยขจัดทัศนะคติในแง่ลบของพนักงานต่อองค์กร รวมทั้งการรับรู้ข้อมูลที่ถูกต้องชัดเจนช่วยลดความเครียด และสร้างความมั่นใจแก่พนักงานที่เหลืออยู่
Communication is the key element during the planning, implementation and postimplementation stages of downsizing. Lack of knowledge and/or information can breed mistrust of management and dampen employee morale among survivors of downsizing. Employees do not want to be in a vacuum. A recent survey conducted found that a high loyalty rate after a downsizing is partially due to honest communication (Morrall, 1999). More than 43 percent of the surveyed employees said that their immediate supervisor explained the downsizing. Others indicated that they were aware of the downsizing through the organization's publicity programs (e.g. company newsletter). Because of these programs, employees perceived that the organization conducted the downsizing openly, which contributed to the maintaining of their loyalty and commitment to the organization.

Human resource leaders must ensure constant, candid and two-- way communication during downsizing. Too much communication is impossible during downsizing. During a reduction in the workforce at L.L. Bean, the company conducted 27 town-hall meetings over a twoweek period. Nearly a third of each meeting was reserved for questions from the audience. The company president, Leon Gorman, felt that this was the richest part of each meeting. It let front-line people vent their feelings and know that they had been heard (Serving the American Public: Best Practices in Downsizing, 1997). Employees must be given these opportunities to vent their fears and ask questions. Employees need to understand the reasons for the downsizing and reorganization; the status of those who will leave and what benefits they will receive to help them through the transition; the immediate next step in continued business activities; and discussions of any recommitment programs scheduled in the near future (Jackson, 1996). Without these understandings, many survivors will become angry, resentful and depressed, which will have a great impact on productivity after downsizing.

David Noer (1993), author of Healing the Wounds: Overcoming the Trauma of Layoffs and Revitalizing Downsized, stresses that communication during the downsizing process must be clear and truthful. A full and open explanation of the reasons behind downsizing helps prevent feelings of unfairness and promotes the sentiment that the downsizing is a shared experience. This clear and truthful communication from leadership helps dispel rumors which are worse than reality. In addition, it demonstrates to the survivors that senior management is aware of what is happening, is in control and is concerned about the impact of its decisions on employees. This communication also provides senior management with an opportunity to stress to the survivors that the result of the downsizing will be a healthier organization (Serving the American Public: Best Practices in Downsizing, 1997).

Results (English) 1:

2. Communication between managers and employees. Communication is an important element in the planning of the operation and procedures of the. The communication between the process of reduction must be clear, straightforward. There is a full description and reason behind the open reduction and promote confidence that reduce the size of the shared experience. The employee has a chance to vent their fears and ask the questions they want to explain. The status and the benefits they will receive to help them through the changes. In addition, communication with the actual information from the leader in eliminating negative light motto of employees per organization. As well as recognize the clear accurate information helps reduce stress and build confidence that remaining employees.Communication is the key element during the planning, implementation and postimplementation stages of downsizing. Lack of knowledge and/or information can breed mistrust of management and dampen employee morale among survivors of downsizing. Employees do not want to be in a vacuum. A recent survey conducted found that a high loyalty rate after a downsizing is partially due to honest communication (Morrall, 1999). More than 43 percent of the surveyed employees said that their immediate supervisor explained the downsizing. Others indicated that they were aware of the downsizing through the organization's publicity programs (e.g. company newsletter). Because of these programs, employees perceived that the organization conducted the downsizing openly, which contributed to the maintaining of their loyalty and commitment to the organization.Human resource leaders must ensure constant, candid and two-- way communication during downsizing. Too much communication is impossible during downsizing. During a reduction in the workforce at L.L. Bean, the company conducted 27 town-hall meetings over a twoweek period. Nearly a third of each meeting was reserved for questions from the audience. The company president, Leon Gorman, felt that this was the richest part of each meeting. It let front-line people vent their feelings and know that they had been heard (Serving the American Public: Best Practices in Downsizing, 1997). Employees must be given these opportunities to vent their fears and ask questions. Employees need to understand the reasons for the downsizing and reorganization; the status of those who will leave and what benefits they will receive to help them through the transition; the immediate next step in continued business activities; and discussions of any recommitment programs scheduled in the near future (Jackson, 1996). Without these understandings, many survivors will become angry, resentful and depressed, which will have a great impact on productivity after downsizing.David Noer (1993), author of Healing the Wounds: Overcoming the Trauma of Layoffs and Revitalizing Downsized, stresses that communication during the downsizing process must be clear and truthful. A full and open explanation of the reasons behind downsizing helps prevent feelings of unfairness and promotes the sentiment that the downsizing is a shared experience. This clear and truthful communication from leadership helps dispel rumors which are worse than reality. In addition, it demonstrates to the survivors that senior management is aware of what is happening, is in control and is concerned about the impact of its decisions on employees. This communication also provides senior management with an opportunity to stress to the survivors that the result of the downsizing will be a healthier organization (Serving the American Public: Best Practices in Downsizing, 1997).

Results (English) 2:

2. Communication between management and employees. Communication is an important element in the planning and implementation process of downsizing. Communication between the size reduction process must be clear, straightforward. A full explanation and the reasons behind downsizing and boosting confidence that downsizing is a shared experience. Employees have the opportunity to vent their fears and ask the questions they want to explain. The status of those going to and the benefits they will receive to help them through the transition. In addition, communication with the actual data from leading eliminates the negative attitude of employees towards the organization. Including recognition data accuracy, reduces stress. And build confidence among the remaining employees
Communication is the key element during the planning, implementation and postimplementation stages of downsizing. Lack of knowledge and / or information can breed mistrust of management and dampen employee morale among survivors of downsizing. Employees do not want. to be in a vacuum. A recent survey conducted found that a high loyalty rate after a downsizing is partially due to honest communication (Morrall, 1999). More than 43 percent of the surveyed employees said that their immediate supervisor explained the downsizing. Others indicated. that they were aware of the downsizing Through the Organization's Publicity programs (eg Company Newsletter). Because of these programs, employees perceived that the Organization conducted the downsizing openly, which contributed to the maintaining of their Loyalty and commitment to the Organization. Human Resource Leaders. must ensure constant, candid and two-- way communication during downsizing. Too much communication is impossible during downsizing. During a reduction in the workforce at LL Bean, the company conducted 27 town-hall meetings over a twoweek period. Nearly a third of each. meeting was reserved for questions from the audience. The company president, Leon Gorman, felt that this was the richest part of each meeting. It let front-line people vent their feelings and know that they had been heard (Serving the American Public: Best. Practices in Downsizing, 1997). Employees must be given these opportunities to vent their fears and ask questions. Employees need to understand the reasons for the downsizing and reorganization; the status of those who will leave and what benefits they will receive to help them through. the transition; the immediate next step in continued business activities; and discussions of any recommitment programs scheduled in the near future (Jackson, 1996). Without these understandings, many survivors will become angry, resentful and depressed, which will have a great impact on. Productivity after downsizing. David Noer (in 1993), author of Healing the Wounds: Overcoming the Trauma of Layoffs and Revitalizing Downsized, stresses that Communication during the downsizing Process must be Clear and truthful. A full and open explanation of the reasons Behind downsizing helps Prevent. feelings of unfairness and promotes the sentiment that the downsizing is a shared experience. This clear and truthful communication from leadership helps dispel rumors which are worse than reality. In addition, it demonstrates to the survivors that senior management is aware of what is happening, is. in control and is concerned about the impact of its decisions on employees. This communication also provides senior management with an opportunity to stress to the survivors that the result of the downsizing will be a healthier organization (Serving the American Public: Best Practices in Downsizing,. 1997).

Results (English) 3:

2.Communication between management and employees. Communication is an important element in the operational planning and procedures of size reduction. Communication between processes to reduce the size to be clear, straightforward.Opportunities for employees vent their fear and ask a question that they need to explain. The status of the people to go and the benefits they will get to help them through the changes.As well as the perception of the correct information clear, reduce stress. And ensuring employees remaining
.Communication is the key element during, the planning implementation and postimplementation stages of downsizing. Lack. Of knowledge and / or information can breed mistrust of management and dampen employee morale among survivors of, downsizing. Employees do not want to be in a vacuum.A recent survey conducted found that a high loyalty rate after a downsizing is partially due to honest communication (Morrall,, 1999). More than 43 percent of the surveyed employees said that their immediate supervisor explained the downsizing. Others. Indicated that they were aware of the downsizing through the organization 's publicity programs (e.g. Company newsletter).Because of these programs employees perceived, that the organization conducted the downsizing openly which contributed,, To the maintaining of their loyalty and commitment to the organization.

Human resource leaders must, ensure constant candid. And two - way communication during downsizing. Too much communication is impossible during downsizing. During a reduction. In the workforce at, Bean L.L.The company conducted 27 town-hall meetings over a twoweek period. Nearly a third of each meeting was reserved for questions. From the audience. The, company president Leon Gorman felt that, this was the richest part of each meeting. It let front-line. People vent their feelings and know that they had been heard (Serving the American Public: Best Practices, in Downsizing. 1997).Employees must be given these opportunities to vent their fears and ask questions. Employees need to understand the reasons. For the downsizing and reorganization; the status of those who will leave and what benefits they will receive to help them. Through the transition; the immediate next step in continued business activities;And discussions of any recommitment programs scheduled in the near, future (Jackson 1996). Without, these understandings. Many survivors will become angry resentful depressed which, and, will have a great impact on productivity after downsizing.

David. Noer (1993), author of Healing the Wounds: Overcoming the Trauma of Layoffs and, Revitalizing DownsizedStresses that communication during the downsizing process must be clear and truthful. A full and open explanation of the. Reasons behind downsizing helps prevent feelings of unfairness and promotes the sentiment that the downsizing is a shared. Experience. This clear and truthful communication from Leadership helps dispel rumors which are worse than reality, In addition.It demonstrates to the survivors that senior management is aware of what, is happening is in control and is concerned about. The impact of its decisions on employees. This communication also provides senior management with an opportunity to stress. To the survivors that the result of the downsizing will be a healthier Organization (Serving the American Public: Best Practices. In, Downsizing 1997).
.