ผลกระทบเชิงลบโดยใช้กรณีของมาร์คเฮิร

ผลกระทบเชิงลบโดยใช้กรณีของมาร์คเฮิร์ด อดีตซีอีโอที่ HP ในช่วงระยะเวลาการดำรงตำแหน่งห้าปีของเขาซึ่งได้สิ้นสุดลงในเดือนสิงหาคม 2010 บริษัทได้ประสบความสำเร็จอย่างมากจากดัชนีตัวชี้วัดในด้านของการเพิ่มขึ้นของกำไรเฉลี่ยร้อยละ 18 ต่อปีราคาหุ้นเพิ่มขึ้นมากกว่าสองเท่าและเอชพีเป็นบริษัทเทคโนโลยีที่ใหญ่ที่สุดในสหรัฐอเมริกาในแง่ของรายได้ซึ่งบางส่วนของความสำเร็จนั้นคือผลลัพธ์จากการบริหารงานของHurd โดยเค้าได้มีนโยบายการตัดต้นทุนที่รุนแรง รวมทั้งการกำจัดงาน 24,600 งานในปี 2009 ซึ่งได้ก่อให้เกิดผลกระทบต่อสภาพจิตใจของพนักงานต่อการdownsizing และผลกระทบในระยะยาว จากผลสำรวจภายในเวลาพบว่าเกือบสองในสามบอกว่าพวกเขาจะไปถ้าพวกเขาได้รับข้อเสนอจากบริษัทอื่น การตัดค่าใช้จ่ายผ่านการปลดพนักงานอาจทำให้ซีอีโอมีลักษณะเหมือนวีรบุรุษในระยะสั้น แต่ผลกระทบจะรุนแรงในระยะยาวต่อประสิทธิภาพการทำงานของพนักงานบางส่วนของที่เหลืออยู่ และจากกรณีของ Cascioบริษัทได้ลดจำนวนของบุคลากรมากกว่า 20 เปอร์เซ็นต์ทำให้อุตสาหกรรมต้องใช้เวลานานถึง9 ปีในการพัฒนาเศรษฐกิจหลังจากเกิดภาวะเศรษฐกิจถดถอย


ใหญ่ ขวัญกำลังใจพนักงานใช้เวลาดำน้ำ พนักงานภายในสำรวจเมื่อพบว่า เกือบสองในสามกล่าวว่า พวกเขาจะปล่อยพวกเขอย่างมากาได้ข้อเสนอจากบริษัทอื่น แต่มันมีผลตามมา ในฐานะที่เป็นมักจะเกิดขึ้นต่อไปนี้การลดขนาดใหญ่ ขวัญของพนักงานก็ดำน้ำ พนักงานสำรวจภายในเวลา พบว่า เกือบสองในสามบอกว่าพวกเขาจะไปถ้าพวกเขาได้รับข้อเสนอจาก บริษัท อื่นตามที่ที่ปรึกษาเทคโนโลยีร็อบเดิร์ล . Negative consequences
Take the case of Mark Hurd, the former CEO at HP. During his five-year tenure there, which ended in August 2010, the company excelled at the metrics that spell conventional success. Profits increased at an average of 18 percent annually. The stock price more than doubled, and HP became the biggest technology company in the United States in terms of revenue.
Some of that success was the result of drastic cost cutting by Hurd, including the elimination of 24,600 jobs in 2009. But there were consequences. As often happens following a big downsizing, employee morale took a dive. Internal employee surveys at the time showed that nearly two-thirds said they would leave if they got an offer from another company, according to technology consultant Rob Enderle.
Cuts also drove down the company's investment in R&D - its future. Charles House, a former HP engineer who now runs a research company at Stanford, told New York Times business columnist Joe Nocera, "That's why HP had no response to the iPad."
Cost-cutting through layoffs may make CEOs look like heroes in the short-term, but the long-term effects on performance can be severe, and some of the companies that indulge in it may falter in the future according to Cascio. Research shows that companies that cut their workforce by more than 20 percent lag their industry for as long as nine years after a recession.


downsizing เป็นกลยุทธ์ที่ใช้ในองค์กรโดยมีวัตถุประสงค์เพื่อปรับปรุงประสิทธิภาพ ผลิตภาพหรือความสามารถในการแข่งขันขององค์กร โดยมันจะมีผลต่อการเปลี่ยนแปลงขนาดแรงงานขององค์กร,ต้นทุน ซึ่งเป็นการลดค่าใช้จ่ายเพื่อเพิ่มรายได้ให้กับองค์กร และกระบวนการทำงาน. คุณสมบัติหลักของ downsizing 4ประการ คือ intent, personnel, efficiency and work processes เป็นตัวช่วยกำหนดและระบุขอบเขตdownsizingจากจากแนวคิดอื่น ๆที่เกี่ยวข้อง
The downsizing is focused on improving the efficiency , productivity or competitiveness of the organization. It represents a strategy implement of an organization and design to improve efficiency , productivity or competitiveness. It represents a strategy implemented by managers that affects the size of the organizations workforce, expenditure to enhance revenue or reduce to payment and the work process. On the surface, downsizing can be interpreted as merely a reduction in organizational size. But when this the case , downsizing is often confused with the concept of organizational decline, which also can be superficially interpreted as a mere reduction in organizational size. Four major attributes of downsizing help define it and identify its commonality or distinctiveness from other related concepts. They relate to intent, personnel, efficiency and work processes.

The downsizing is focused on improving the efficiency of the organization that occurs either proactively and reactively in order to contain costs , to enhance revenue or to bolster competitiveness. That is downsizing may be implemented as a defensive reaction to decline or as a proactive strategy to enhance organizational performance

There are, of course, several ways that the argument can be reconciled. One way, for example, would be to recognize that the question is not as simple at it first appears and that, while downsizing can be beneficial for organizations (as in a "necessary evil"), it is frequently not good for the laid-off employees or for the guilt-ridden "survivors." Another possible reconciliation considers the tradeoff between the short-term and long-term merits versus costs of downsizing. It can be argued, for example, that downsizing can be functional for the organization in terms of short-term profits and losses while simultaneously be dysfunctional for employees facing unemployment, loss of benefits, and a host of negative psychological effects.

Conversely, in the long-run downsizing can be detrimental for an organization since fewer human resources are available to respond to market demand or required product development (Dougherty and Bowman, 1995); concurrently, downsizing may be helpful for employees in the long run to the extent that those laid off find better jobs and increased employment security. While both these possible reconciliations offer post-hoc explanations that may partially explain the simultaneous functional and dysfunctional effects of downsizing, neither advances our understanding of the processes surrounding downsizing.

Specifically, because neither deals with the underlying behavioral and psychological processes affected by downsizing, neither offers much possibility for expanding our predictive capabilities of the consequences of downsizing. Thus, these reconciliations might help retrospectively to explain how downsizing has been, in fact, beneficial or detrimental on organizations and employees but these explanations do not provide any useful predictions about when or how these effects will occur.

In this article, in contrast, a reconciliation of the divergent perspectives is offered examining some of the underlying behavioral and psychological processes associated with downsizing organizations. First, literature supporting both sides of this debate is reviewed, showing that there exists considerable controversy concerning the merits of downsizing. Following Freeman and Cameron (1991), downsizing is defined as intended reduction in personnel. A theoretic framework is then discussed offering the possibility for a reconciliation of the debate. In this framework, interpersonal trust occupies a mediating role between actions and beliefs and resulting employee and organizational outcomes. The framework contains 12 propositions representing boundary conditions for the relationship between organizational downsizing and its outcomes.

Results (English) 1:

Negative impact by using the case of Marta khahoet ex ceo at HP during the duration of his five-year term which ends in August 2010, the company has been very successful from an index of indicators of an increase of the average profit of 18 per cent per year, more than twice the increase in the stock price, and HP is the largest technology company in the United States in terms of revenue, which is part of the success was the result of Hurd's management. By anywhere policy, cost-cutting, including eliminating jobs, serious work in the year 2009 which 24600 causing the climate impacts of downsizing and its impact on employees in the long term from the results of the survey, it was found that in nearly two-thirds say they would go if they had received a proposal from company.ทอื่น to cut expenses through to discharge an employee may make a ceo look like heroes in the short term, but the impact would be catastrophic in the long run performance of some of the remaining employees, and the company had Cascio's case, from reducing the number of personnel, more than 20 percent, the industry must take up 9. The year in economic development after the recession occurred.Employee morale takes big dive Internal staff survey found that almost two-thirds said they would release the official crossed, they have offers from other companies, but it is in effect. As often happens following a large reduction. Gifts, employee surveys, diving in, it was found that almost two-thirds say they would go if they receive offers from other companies as a technology consultant Rob doen Negative consequences.Take the case of Mark Hurd, the former CEO at HP. During his five-year tenure there, which ended in August 2010, the company excelled at the metrics that spell conventional success. Profits increased at an average of 18 percent annually. The stock price more than doubled, and HP became the biggest technology company in the United States in terms of revenue.Some of that success was the result of drastic cost cutting by Hurd, including the elimination of 24,600 jobs in 2009. But there were consequences. As often happens following a big downsizing, employee morale took a dive. Internal employee surveys at the time showed that nearly two-thirds said they would leave if they got an offer from another company, according to technology consultant Rob Enderle.Cuts also drove down the company's investment in R&D - its future. Charles House, a former HP engineer who now runs a research company at Stanford, told New York Times business columnist Joe Nocera, "That's why HP had no response to the iPad."Cost-cutting through layoffs may make CEOs look like heroes in the short-term, but the long-term effects on performance can be severe, and some of the companies that indulge in it may falter in the future according to Cascio. Research shows that companies that cut their workforce by more than 20 percent lag their industry for as long as nine years after a recession.Downsizing is the strategy used in the Organization, with the purpose to improve performance. Productivity or competitiveness of the Organization, it will affect the size of the workforce of the organization changes, the cost of which is to reduce costs in order to increase revenue to your organization and work processes. The main features of the four is intent, personnel downsizing, efficiency and work processes as a wizard and specify the scope of downsizing from other related concepts. The downsizing is focused on improving the efficiency , productivity or competitiveness of the organization. It represents a strategy implement of an organization and design to improve efficiency , productivity or competitiveness. It represents a strategy implemented by managers that affects the size of the organizations workforce, expenditure to enhance revenue or reduce to payment and the work process. On the surface, downsizing can be interpreted as merely a reduction in organizational size. But when this the case , downsizing is often confused with the concept of organizational decline, which also can be superficially interpreted as a mere reduction in organizational size. Four major attributes of downsizing help define it and identify its commonality or distinctiveness from other related concepts. They relate to intent, personnel, efficiency and work processes.The downsizing is focused on improving the efficiency of the organization that occurs either proactively and reactively in order to contain costs , to enhance revenue or to bolster competitiveness. That is downsizing may be implemented as a defensive reaction to decline or as a proactive strategy to enhance organizational performanceThere are, of course, several ways that the argument can be reconciled. One way, for example, would be to recognize that the question is not as simple at it first appears and that, while downsizing can be beneficial for organizations (as in a "necessary evil"), it is frequently not good for the laid-off employees or for the guilt-ridden "survivors." Another possible reconciliation considers the tradeoff between the short-term and long-term merits versus costs of downsizing. It can be argued, for example, that downsizing can be functional for the organization in terms of short-term profits and losses while simultaneously be dysfunctional for employees facing unemployment, loss of benefits, and a host of negative psychological effects.Conversely, in the long-run downsizing can be detrimental for an organization since fewer human resources are available to respond to market demand or required product development (Dougherty and Bowman, 1995); concurrently, downsizing may be helpful for employees in the long run to the extent that those laid off find better jobs and increased employment security. While both these possible reconciliations offer post-hoc explanations that may partially explain the simultaneous functional and dysfunctional effects of downsizing, neither advances our understanding of the processes surrounding downsizing.Specifically, because neither deals with the underlying behavioral and psychological processes affected by downsizing, neither offers much possibility for expanding our predictive capabilities of the consequences of downsizing. Thus, these reconciliations might help retrospectively to explain how downsizing has been, in fact, beneficial or detrimental on organizations and employees but these explanations do not provide any useful predictions about when or how these effects will occur.In this article, in contrast, a reconciliation of the divergent perspectives is offered examining some of the underlying behavioral and psychological processes associated with downsizing organizations. First, literature supporting both sides of this debate is reviewed, showing that there exists considerable controversy concerning the merits of downsizing. Following Freeman and Cameron (1991), downsizing is defined as intended reduction in personnel. A theoretic framework is then discussed offering the possibility for a reconciliation of the debate. In this framework, interpersonal trust occupies a mediating role between actions and beliefs and resulting employee and organizational outcomes. The framework contains 12 propositions representing boundary conditions for the relationship between organizational downsizing and its outcomes.

Results (English) 2:

The negative impact on the case of Mark Heard. Former CEO at HP, during the period of office of five years, which ended in August 2010. The company has achieved tremendous Index indications of an increase in average profit of 18 percent per. year share price rose more than doubled and HP is the largest technology company in the United States in terms of revenue, some of that success is the result of the administration of Hurd. The policy would have serious cost-cutting. Including the elimination of 24,600 jobs in 2009, which has caused a negative impact on the mental state of the downsizing. And long-term effects Within the survey found that nearly two-thirds said they would go if they received an offer from another company. Cutting costs through layoffs may make CEOs look like heroes in the short term. But the impact will be severe, long-term performance of some of the remaining employees. And the case of Cascio company has reduced the number of employees more than 20 percent, enabling the industry to take up to nine. After years of development, economic recession caused big. Employee morale takes a dive. Internal staff survey finds Nearly two-thirds said They will release them into the margarine had offers from other companies. But there are consequences As often happens following a large reduction. Employee morale also dive Employee surveys within the time showed that nearly two-thirds said they would go if they received an offer from another company as a technology consultant Rob Dirk million. Negative Consequences Take the Case of Mark Hurd, the former CEO at. HP. During his five-year tenure there, which ended in August 2010, the company excelled at the metrics that spell conventional success. Profits increased at an average of 18 percent annually. The stock price more than doubled, and HP became the biggest technology. Company in the United States in terms of revenue. Some of that was the Success Result of drastic cost Cutting by Hurd, including the Elimination of 24,600 jobs in 2009. But there were Consequences. As Happens often following a Big downsizing, employee took a Morale. Dive. Internal employee Surveys at the time Showed that nearly Two-Thirds said they would Leave if they got an Offer from another Company, according to Technology Consultant Rob Enderle. Cuts also drove down the Company's Investment in R & D - its Future. Charles House,. a former HP engineer Who now runs a Research Company at Stanford, told New York Times business columnist Joe Nocera, "That's why HP had no response to the iPad." Cost-Cutting Through layoffs May Make CEOs Look like Heroes in the short-term. , but the long-term effects on performance can be severe, and some of the companies that indulge in it may falter in the future according to Cascio. Research shows that companies that cut their workforce by more than 20 percent lag their industry for as long. Nine years after as a recession. downsizing. A strategy used in the enterprise with the objective to enhance performance. Productivity or the competitiveness of enterprises. It will affect the size of the labor organization, cost. This will reduce costs to increase revenue for the organization. And workflow. The main features of downsizing 4 main intent, personnel, efficiency and work processes helps determine the scope and concept of downsizing from others. Related The downsizing is focused on improving the efficiency, productivity or competitiveness of the organization. It represents a strategy implement of an organization and design to improve efficiency, productivity or competitiveness. It represents a strategy implemented by managers that affects the size of the. organizations workforce, expenditure to enhance revenue or reduce to payment and the work process. On the surface, downsizing can be interpreted as merely a reduction in organizational size. But when this the case, downsizing is often confused with the concept of organizational decline, which. also Can be superficially interpreted as a Mere Reduction in organizational Size. Four Major attributes of downsizing Help define it and Identify its commonality or Distinctiveness from Other related Concepts. They Relate to intent, Personnel, efficiency and Work processes. The downsizing is focused on improving. the efficiency of the Organization that occurs either Proactively and reactively in Order to contain costs, to Enhance revenue or to bolster competitiveness. That is downsizing May be implemented as a defensive Reaction to decline or as a proactive Strategy to Enhance organizational Performance There are, of. course, several ways that the argument can be reconciled. One way, for example, would be to recognize that the question is not as simple at it first appears and that, while downsizing can be beneficial for organizations (as in a "necessary evil". ), it is frequently not good for the laid-off employees or for the guilt-ridden "survivors." Another possible reconciliation considers the tradeoff between the short-term and long-term merits versus costs of downsizing. It can be argued, for. example, that downsizing Can be functional for the Organization in terms of short-term Profits and losses while simultaneously be dysfunctional for employees Facing unemployment, Loss of Benefits, and a Host of negative Psychological effects. conversely, in the long-Run downsizing Can be. detrimental for an organization since fewer human resources are available to respond to market demand or required product development (Dougherty and Bowman, 1995); concurrently, downsizing may be helpful for employees in the long run to the extent that those laid off find better jobs and. Increased Employment Security. While both these possible reconciliations Offer Post-hoc Explanations that May partially Explain the Simultaneous functional and dysfunctional effects of downsizing, neither Advances our understanding of the processes Surrounding downsizing. Specifically, because neither deals with the underlying behavioral and Psychological processes affected. by downsizing, neither offers much possibility for expanding our predictive capabilities of the consequences of downsizing. Thus, these reconciliations might help retrospectively to explain how downsizing has been, in fact, beneficial or detrimental on organizations and employees but these explanations do not provide any useful. Predictions About when or How these effects Will occur. In this Article, in contrast, a Reconciliation of the divergent perspectives is offered examining Some of the underlying behavioral and Psychological processes associated with downsizing organizations. First, literature supporting both sides of this debate is reviewed. , showing that there exists considerable controversy concerning the merits of downsizing. Following Freeman and Cameron (1991), downsizing is defined as intended reduction in personnel. A theoretic framework is then discussed offering the possibility for a reconciliation of the debate. In this framework,. interpersonal trust occupies a mediating role between actions and beliefs and resulting employee and organizational outcomes. The framework contains 12 propositions representing boundary conditions for the relationship between organizational downsizing and its outcomes.

Results (English) 3:

The negative impact by case of former CEO Mark Hurd HP during his five years period which ended in August 2010.18 per year stock prices more than doubled, and HP is a technology company, the largest in the United States in terms of income, which some of the success that results from the administration of Hurd.24 task, including the removal of600 work in 2009 which has impact on the mental state of the workers to downsizing and effects in the long term. From within the time poll found that nearly two-thirds said they would leave if they get an offer from another company.But the impact is severe long-term performance, some employees of the remaining, and from the case of Cascio company, reduce the number of personnel more than 20 percent industry must ใช้เวลานาน to 9.

.Big morale employees to take the submarine. The internal staff survey when found that almost two-thirds said. They will release them greatly have offers from other companies, but it's consequences. As often happens in a large reduction.Survey personnel within the time, found that nearly two-thirds said they would leave if they get an offer from another company as a technology consultant rob Enderle.Negative consequences
Take the case of Mark Hurd the former, CEO at HP. During his five-year tenure there which ended,, In August 2010 the company, excelled at the metrics that spell conventional success. Profits increased at an average of 18 percent. Annually. The stock price more than doubled and HP, became the biggest technology company in the United States in terms. Of revenue.
.Some of that success was the result of drastic cost cutting by Hurd including the, elimination of 24 600 jobs, in 2009. But. There were consequences. As often happens following a big downsizing employee morale, took a dive. Internal employee surveys. At the time showed that nearly two-thirds said they would leave if they got an offer from, another companyAccording to technology consultant Rob Enderle.
Cuts also drove down the company 's investment in R & D - its future. Charles. House a former, HP engineer who now runs a research company, at Stanford told New York Times business columnist, Joe Nocera. "That 's why HP had no response to the iPad."
Cost-cutting through layoffs may make CEOs look like heroes in, the short-termBut the long-term effects on performance can, be severe and some of the companies that indulge in it may falter in the. Future according to Cascio. Research shows that companies that cut their workforce by more than 20 percent lag their industry. For as long as nine years after a recession.


.