ปัจจัยที่ส่งผลกระทบกระการจัดการทรัพ

ปัจจัยที่ส่งผลกระทบกระการจัดการทรัพยากรมนุษย์ในองค์กร แบ่งออกเป็น ปัจจัยภายใน และปัจจัยภายนอก ซึ่งจากกรณีศึกษาแสดงให้เห็นถึงปัจจัยภายนอกที่ส่งผลกระทบต่อการบริหารจัดการทรัพยากรมนุษย์ในองค์กร สามารถแบ่งปัจจัยภายนอกที่ส่งผลกระทบต่อการจัดการทรัพยากรมนุษย์ในมหาวิทยาลัยได้ดังนี้
What are the downsizing driving forces? Why do firms resort to downsizing in the first place? While downsizing is viewed as a complicated,multifaceted phenomenon (Gandolfi, 2006), it has
generally been adopted either reactively or proactively (Macky, 2004). To put a single downsizing cause forward is problematic and underrates its inherent complexity. Each
downsizing decision is likely to constitute a combination of company-specific, industryspecific,
and macroeconomic factors (Drew, 1994).Firms frequently justify downsizing through the
emergence of deregulation, globalization, merger and acquisition (M&A) activities, global
competition, technological innovation, and a shift in business strategies in order to achieve and retain competitive advantages (Sahdev, 2003;
Zyglidopoulos, 2003).

How do organizations implement downsizing?
Three forms of implementation strategies have
been identified; workforce reduction, organization
Volume 8, Number 1 ï April 2008 5
redesign, and systemic strategies (Farell &
Mavondo, 2004). First, the workforce reduction
strategy concentrates on the reduction of the
overall number of employees, including layoffs,
retrenchments, natural attritions, early retirements,
hiring freezes, golden parachutes, and buyout
packages. This strategy is commonly implemented
in a reactive manner as a cost-cutting measure
(Ryan & Macky, 1998), yet has shown to be rarely
successful. Second, the organization redesign
strategy focuses on eliminating work and includes
activities, such as abolishing functions, eliminating
hierarchical levels, redesigning tasks, and
consolidating units (Farell & Mavondo, 2004).
Third, the systemic strategy assumes a more
holistic and macro view focusing on changing the
organizationís intrinsic culture and the attitudes and
values of its employees (Luthans & Sommer,
1999). Studies have shown that most firms have
resorted to workforce reduction strategies

Results (English) 1:

Factors that affect human resources management action in the Organization are divided into internal and external factors, from which the case studies reflect external factors that affect human resources management in the organization. The external factors that affect human resources management in the University are as follows:What are the downsizing driving forces? Why do firms resort to downsizing in the first place? While downsizing is viewed as a complicated,multifaceted phenomenon (Gandolfi, 2006), it hasgenerally been adopted either reactively or proactively (Macky, 2004). To put a single downsizing cause forward is problematic and underrates its inherent complexity. Eachdownsizing decision is likely to constitute a combination of company-specific, industryspecific,and macroeconomic factors (Drew, 1994).Firms frequently justify downsizing through theemergence of deregulation, globalization, merger and acquisition (M&A) activities, globalcompetition, technological innovation, and a shift in business strategies in order to achieve and retain competitive advantages (Sahdev, 2003;Zyglidopoulos, 2003).How do organizations implement downsizing?Three forms of implementation strategies havebeen identified; workforce reduction, organizationVolume 8, Number 1 ï April 2008 5redesign, and systemic strategies (Farell &Mavondo, 2004). First, the workforce reductionstrategy concentrates on the reduction of theoverall number of employees, including layoffs,retrenchments, natural attritions, early retirements,hiring freezes, golden parachutes, and buyoutpackages. This strategy is commonly implementedin a reactive manner as a cost-cutting measure(Ryan & Macky, 1998), yet has shown to be rarelysuccessful. Second, the organization redesignstrategy focuses on eliminating work and includesactivities, such as abolishing functions, eliminatinghierarchical levels, redesigning tasks, andconsolidating units (Farell & Mavondo, 2004).Third, the systemic strategy assumes a moreholistic and macro view focusing on changing theorganizationís intrinsic culture and the attitudes andvalues of its employees (Luthans & Sommer,1999). Studies have shown that most firms haveresorted to workforce reduction strategies

Results (English) 3:

The factors affecting the human resource management in the enterprise is divided into internal factors and external factors. The case study shows the external factors that affect the human resource management in the enterprise.What are the downsizing driving forces? Why do firms resort to downsizing in the first place? While downsizing is viewed. As a complicated multifaceted phenomenon (,, Gandolfi 2006), it has
generally been adopted either reactively or proactively. (Macky 2004). To, put a single downsizing cause forward is problematic and underrates its inherent complexity. Each
.Downsizing decision is likely to constitute a combination of company-specific industryspecific
and macroeconomic factors,,, (Drew 1994). Firms, frequently justify downsizing through the
emergence of deregulation globalization merger and acquisition,,, (M & A) activities global
competition technological innovation,,,And a shift in business strategies in order to achieve and retain competitive advantages (Sahdev 2003;
Zyglidopoulos,,, 2003).

How do organizations implement downsizing?
Three forms of implementation strategies have
been identified; workforce. Reduction organization
Volume, 8 Number 1, ï April 2008 5
redesign and systemic, strategies (Farell &
Mavondo 2004). First,,, The workforce reduction
.Strategy concentrates on the reduction of the
overall number of employees including layoffs,,,, natural attritions, retrenchments
Early retirements
hiring, freezes golden parachutes and,, buyout
packages. This strategy is commonly implemented
in a reactive. Manner as a cost-cutting measure
(Ryan, & Macky 1998), yet has shown to be rarely
successful. Second the organization, redesign
.