國(guó)企變革過程中的裁員策略(參考版)
2025-06-19 00:53本頁(yè)面
【正文】 Economics)Shi Kan(Institute of Psychology, Chinese Academy of Sciences)Abstract This article recognizes two typical downsizing strategies applied in changes of China’s stateowned enterprises through interview, which are proactive strategy and reactive strategy. Then it points out the different impacts upon employees from proactive and reactive strategies, using survey and field study methods. At last, the inclusion is that proactive downsizing strategy is the best one in changes of China’s enterprises nowadays. Keywords Downsizing Downsizing Strategy Changes of China’ s Stateowned Enterprises。 Johnson J. R. Survivors39。 Greenberg J. The impact of layoffs on survivors: An organizational justice perspective. In J. S. Carroll (Ed.), Applied social psychology and organizational settings 1990, 4575. Hillsdale, NJ: Erlbaum9 Wagar T. H. Exploring the consequences of workforce reduction. Revue Canadienne des Sciences de l39。 Cameron K. S. Organizational downsizing: A convergence and reorientation framework. Organization Science, 1993, 4: 10293 Greenhalgh L., Lawrence A. t., amp。因此，減員增效是有條件的，裁員的策略非常重要，而當(dāng)前國(guó)企裁員的最佳策略是預(yù)見性裁員策略。就是說，使用反應(yīng)性裁員策略時(shí)，會(huì)導(dǎo)致員工對(duì)企業(yè)的忠誠(chéng)度下降，這與離職傾向嚴(yán)重的結(jié)果相一致。進(jìn)一步講，反應(yīng)性的裁員導(dǎo)致企業(yè)員工離職率上升，而預(yù)見性裁員和不進(jìn)行裁員
教學(xué)課件相關(guān)推薦
鄂ICP備17016276號(hào)-1