Journal article
The Dynamics of Downsizing in Australia and New Zealand
Asia Pacific Journal of Human Resources, Vol.35(1), pp.65-77
1997
Abstract
This paper presents systematic data on downsizing and delayering trends in Australia and New Zealand. It is based on comparative survey data of 1321 private and public sector organizations. The distribution and depth of down sizing is similar in the two countries. The article compares the outcomes of downsizing in relation to key HRM variables. Our results indicate opposing trends between New Zealand and Australia: in Australia firms have suffered negative human resource outcomes following downsizing, whereas in New Zealand employee motivation and commitment have tended to increase after downsizing. Why are there such wide discrepancies between the outcomes in New Zealand and Australia? The article concludes that discrepancies arise partly because of the restructuring cycle and partly because the frequency of downsizing in Australian organizations has created a severe case of 'survivor syndrome'. These conclusions have implications for the management of downsizing.
Details
- Title
- The Dynamics of Downsizing in Australia and New Zealand
- Authors
- C R Littler (Author) - University of Southern QueenslandR Dunford (Author) - Victoria University of WellingtonT Bramble (Author) - University of QueenslandAndrew Hede (Author) - University of the Sunshine Coast - Faculty of Business
- Publication details
- Asia Pacific Journal of Human Resources, Vol.35(1), pp.65-77
- Publisher
- Sage Publications Ltd.
- Date published
- 1997
- DOI
- 10.1177/103841119703500106
- ISSN
- 1038-4111
- Organisation Unit
- University of the Sunshine Coast, Queensland; USC Business School - Legacy
- Language
- English
- Record Identifier
- 99449412902621
- Output Type
- Journal article
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