| Papers [1-14] of 24 :: [Page 1 of 2] | | Go to page : 1 2 —> | Search results on "LEGAL LAYOFFS": |
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Legal Layoffs, 2005.
A three part paper discussing strategy within the workforce.
2,475 words (approx. 9.9 pages), 2 sources, £ 67.95
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Abstract
This paper takes the form of three memos that address the issues of strategy in the workforce. The first memo is a legal contract between two companies that outlines a possible deal between them. The second is a lawyer's response to the contract, suggesting vulnerabilities and areas that need change. The third is a memo stressing which people can be laid off at a company.
From the Paper
"Part A. Contract Letter to Legal Counsel Under this contract between Newco, Inc. and Company X., transactions between these companies need to be qualified according to the terms discussed by Barbara Mitchell, CFO of Newco, Inc. and Robert Smith, the Operations Manager at Company X, on February 24, 2005. On this date, the terms of this contract were outlined with the purposes of Newco, Inc. purchasing 75 gross of 6^th generation "Cirra" chips from Company X. 1) Performance specifications - Newco, Inc. has identified Company X as a supplier of a chip needed for Newco, Inc.'s new cellular telephone service. The current contract requires 75 gross of Company X's "Cirra" processing chips. The "Cirra" is the brand name attached to the 450Mhz chip developed by Company X in 2004 and due to be patented in March of 2005."
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Workplace Layoffs, 2004.
This paper the effects on the organization of layoffs in the workplace.
1,350 words (approx. 5.4 pages), 5 sources, APA, £ 32.95
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Abstract
This paper addresses how layoffs operate in the workplace. The author points out their impact and strategic importance. The paper suggests ways that layoffs can be made less traumatic for everyone involved in the process.
From the Paper
"Joseph Weber in "Business Week Online" writes that, even as the revived economy creates hundreds of thousands of jobs in ..., more than ... people are still being put out of work each month across America. Weber notes that no sector of the economy is ever immune to downsizing. Net of job losses the U. S. has created an average of ... jobs a month in ... . By June of ..., America was ... million jobs below its March ... peak of ... million employed and the pace of job cuts has slowed ."
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General Motors' Worker Layoffs, 1994.
An analysis of the need for plant closings in the early 1990s, including economics, effects, ethics, stakeholders, decision making process, unions, restructuring and alternatives.
2,250 words (approx. 9.0 pages), 8 sources, £ 54.95
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From the Paper
"Introduction
During the early 1990s, General Motors, America?s largest auto manufacturer, was faced with the problem of how to cut costs in order to improve its productivity and maintain its share of the American car market. The company ultimately decided on closing several plants in the United States. The result was that thousand of GM workers lost their jobs, but the company was able to improve its financial performance. This research investigates the ethical dilemma that the company faced when making these decisions, why there is an ethical dilemma, factors that influenced the GM decision, the decision that was ultimately made and what could or should have been done differently.
What the Dilemma is About
The dilemma that GM faced was whether it should close its plants and lay off its..."
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Legal Process Paper, 2007.
A discussion of a lawsuit involving an employee claiming age discrimination.
922 words (approx. 3.7 pages), 2 sources, MLA, £ 22.95
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Abstract
The paper reveals that by law men and women 40 years of age and older cannot be discriminated against during processes of hiring, firing, promotions, layoffs, compensations, benefits and training. The paper describes the process of filing a discrimination charge. The paper discusses the Equal Employment Opportunity Commission (EEOC) and the ways to resolve an accusation. The paper focuses on a specific case of an employee for a private sector organization.
From the Paper
"John, who is an employee for a private sector organization, has had a recent problem with him employer. John feels he has been discriminated against because of his age. John is 40 years of age and has been with the organization for the last 20 years.. John has worked in the industry since he graduated college. He has the experience, the degree, and the want to succeed in his position with this organization. His employer has recently passed him up for a new position that has become available. John is most experienced for this position, but his employer has decided to fill the position with another employee, Dave, who is fresh out of college."
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Employee Loyalty and Organizational Commitment, 2005.
This informative paper details the mitigating factors of downsizing at NASA's Office of Education. The writer of this paper also examines employees' reactions to the cutbacks while questioning if impending layoffs automatically decrease employee loyalty.
5,572 words (approx. 22.3 pages), 12 sources, MLA, £ 93.95
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Abstract
This well-researched paper details the fiscal and budgetary reasons for the substantial downsizing at Global Science & Technology, a subsidiary of NASA's Office of Education, as well as three additional companies contracted by NASA's Peer Review Services. This paper, written from the writer's personal point of view, contains insightful research that proves downsizing and layoffs produce decreased loyalties among employees. This in-depth paper contains a proactive solution and implementation plan to regain employee loyalty and trust which include developing human resource programs and creating avenues for promotion. Topics covered in this report include: Introduction Problem Statement Literature Review Causes Solutions and Implementation Plan Developing Human Resources Programs Establish Avenues for Promotion References Reflection
From the Paper
"The process by which personnel were selected explains the vehement reaction. When the time came to select staff for termination, the manager held a series of closed-door meetings at which employees were discussed and ranked. His first mistake was not communicating the criteria that would be used to make the selections. Many employees felt that seniority would factor into play, but when the first three names identified staff who had been with the company the longest, confusion and anger began to surface. Rumors about "the list" began to circulate, and staff members, who never did receive any kind of meaningful communication, thought the worst. The layoff timing and methodology also demoralized personnel. Three people were laid off one week, two the next, and three the next. The first batch found that they had been locked out of their computers when they came back from lunch."
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Management of Employee Morale after Downsizing, 2002.
A brief look at how to keep employee morale after layoffs in the healthcare industry.
2,400 words (approx. 9.6 pages), 6 sources, MLA, £ 50.95
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Abstract
A discussion on how layoffs in hospitals affect the remaining staff. It looks at reasons why the health care industry has needed to downsize, and how this affects the quality of care received by the patients. The writer states that the staff who survive the lay-offs are left with a greater workload and a harder job.
From the Paper
"What are the different ways that hospital managers can increase employee morale after downsizing or ?restructuring?? To understand how to increase employee morale, we need to first understand the reason behind hospital downsizing. In the past few years, hospitals have received less funding, due to the rest of the slowing economy. That is the bottom line. So, in order to keep operating, hospitals have had to decrease the work force and other costs. But, they didn?t decrease the workloads?in fact, workloads have increased because the work force has decreased, which left more work for the surviving employees. And, when there is less staff to admit patients, patients suffer by not getting the care they need right away while waiting to be admitted."
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Job Security in the U.S. and Japan, 1994.
An examination of the definition, economics, recession, unions, layoffs and recalls, permanent vs. temporary workers, training, benefits and technology.
3,150 words (approx. 12.6 pages), 12 sources, £ 77.95
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From the Paper
"When an individual accepts an offer of employment from a company, there is an implicit contract involved: the employee agrees to perform services for the employer at an agreed-upon pay rate. So long as the employee performs to the standards of the employer, the employee can expect to continue working. When companies begin suffering economic losses, however, resources are trimmed. Since human resources often represent the largest investment a company has, American companies tend to cut jobs in order to save money. The result is that workers who have otherwise been performing their jobs well can find themselves out of work. If the layoff occurs during a recession, new work can be difficult to obtain. Some companies have policies which make layoffs a last resort alternative, but even some of these reconsidered that strategy during the recession of the early 1990s..."
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Imports and American Business, 1992.
A look at the impact of foreign goods as a contract infringement against U.S. business including marketing and manufacturing issues, imports into L.A., layoffs and plant closings.
1,575 words (approx. 6.3 pages), 9 sources, £ 38.95
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From the Paper
"Introduction
?Is the increasing proliferation of imported goods a contractual infringement on American business rights?
?Is the rising tide of imports a marketing and manufacturing initiated consumer benefit?
?Are increased imports in Los Angeles merely a trend?
?Are layoffs and plant closings directly resulting from increased imports?
The above queries are herein discussed in respective order. The first question is certainly the most legally oriented and is discussed from a constitutional perspective. The second issue is essentially an observation of the American market and, like the
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Hewlett-Packard Case Analysis, 2005.
Analyzes HP's decision to layoff workers in effort to achieve greater operating efficiency.
1,150 words (approx. 4.6 pages), 5 sources, APA, £ 27.95
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Abstract
This paper analyzes Hewlett-Packard's decision in 2005 to layoff 14,500 workers in an effort to achieve greater operating efficiency and cost reductions. The paper uses an organizational development theory to discuss the case.
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Managing Lay-Offs in the Auto Industry., 2002.
How lay-offs have been effecting the auto industry.
650 words (approx. 2.6 pages), 3 sources, £ 18.95
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Abstract
This paper examines layoffs in the automobile industry. It examines how to minimize the number of layoffs required and how to minimize the impact of those that are unavoidable. It analyzes the roles of management, unions and government in this process.
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Hitachi Global Storage Technologies, 2007.
This paper describes how Hitachi Global Storage Technologies transformed its organizational model.
750 words (approx. 3.0 pages), 9 sources, APA, £ 18.95
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Abstract
This paper explores the changes incurred by the merger that created Hitachi Global Storage Technology. The paper describes the adverse effects the merger had on employees, including the initial layoffs and relocation for many remaining employees. The paper further describes skills that workers and management alike needed to develop to accommodate all of these changes including flexibility; patience; tolerance for ambiguity; tolerance for change; open-mindedness; patience; and resiliency.
From the Paper
"Hitachi Global Storage Technologies (HGST), a trans-national Hard Disk Drive business, is the result of a still-uneasy blending of two traditional organizational models, IBM and Hitachi (Vance, 2004; Taing, 2005), into a single, trans-globally formed, and thereby completely transformed organizational model. HGST today, the result of a 2003 merger between IBM's and Hitachi's Hard Disk Drive (HDD) facilities (Miyagi, 2002), has had some growing pains, as a separate and distinct organization because it has had to combine two very different organizational cultures: a quintessentially Japanese one (Hitachi) with a quintessentially American one (IBM), to form a whole new corporation (Hara, 2003; Letterman, 2004; Vance, 2004) "
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Airlines' Cost Cutting Measures, 2007.
A study on the effects of the employee cost-cutting measures at American Airlines (AA).
9,402 words (approx. 37.6 pages), 19 sources, MLA, £ 134.95
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Abstract
This paper discusses the effects of the personnel cost-cutting measures employed by major airlines in the United States and their relationship to aircraft safety. The research focuses on four factors - employee layoffs, increase on employee workload, cutting employee benefits and cutting employee training. The paper presents a survey on aviation pilots at American Airlines (AA).
Table of Contents:
Abstract
Introduction
Background of the Problem
Statement of the Problem
Limitations
Delimitations
Definition of Terms
Acronyms
II Review of Related Literature Hypothesis
Introduction
Employee Benefits Cost Reduction and Wages Cutback
Employee Lay Offs
Increase in Employee Workload
Employee Training
Commercial Aircraft Safety
III Research Methodology
Introduction
Research Design
Research Model
Survey Population
Sources of Data
The Data Gathering Instrument
Pilot Study
Instrument Pretest
Distribution Method
Instrument Reliability
Instrument Validity
IV Results
Introduction
Demographics
Pilot's Awareness of Company Decision and Policies
Pilot's Awareness about AA's Cost Cutting Measures
Pilot's Perspective on the Effects of Cost Cutting
Measures of AA to Commercial Aircraft Safety
V Discussion
Introduction
Pilot's Awareness of company Decision and Policies
Pilot's Awareness about AA's Cost Cutting Measures
Pilot's Perspective on the Effects of Cost Cutting
Measures of AA to Commercial Aircraft Safety
Summary
VI Conclusion
VII Recommendations
Appendices
From the Paper
"Since, 1998 the Government Accountability Office (2004) (GAO) of the United States had reported that majority of the leading airline industries have a difficulty of acquiring revenue and profit increase because of the growth of Low Cost Airlines (LCA) The proliferation of Low Cost Airlines has caused a strict competition in terms of domestic market share due to the relatively low prices that were offered and the relatively low cost cutting measures of LCA. Hence, it is reported by GAO (2004) that the operation costs of LCA have even increased to $1 Billion or 10% of its total operation costs. In effect of this, the research inferred that such an effect had a significant impact in terms of how passengers in general compare and view LCA to Big Airlines."
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The Victims and Survivors of Downsizing, 2008.
A look at the negative effect on employees of downsizing.
1,230 words (approx. 4.9 pages), 6 sources, APA, £ 28.95
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Abstract
This paper takes a look at some of the problems of downsizing, a common trend among organizations all over the world since the early 80s. The paper points out that downsizing, also known as, layoffs, rightsizing, or restructuring, has many names, but has a clear meaning, which is, the loss of employment for some select employees in organizations. Mergers, acquisitions, technological changes and global competition contribute to the organization's decision to downsize which forces employees to be the survivors or the victims of this process. This paper explores the problems faced by post-downsizing victims and survivors, and how the management of an organization can help the employees work through this phase. It concludes that downsizing is a constant trend that is thought to bring in some benefits to the organizations, however, cutting back on job positions leaves a negative impact on both victims and survivors.
From the Paper
"In the post-downsizing phase, the management of an organization needs to deal with victims and survivors in a very tactful way, as employees are one of the most important elements which contribute to an organization's productivity, competitiveness, effectiveness and efficiency (Manfred et. al, 1997). When employees are faced with job insecurity, it is said that the "psychological contract" between the employer and employee has been broken. This contract ensures the employees job satisfaction and security, and when this is broken, it is very difficult for management to win back the trust of its employees. Organizations have different ways of helping the victims and survivors of downsizing, but there are a few which are more efficient than the others."
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Downsizing--An Article Review, 2007.
This paper reviews Steven H. Appelbaum and Nadia Labib's research article entitled "Strategic Downsizing: A Human Resources Perspective."
1,063 words (approx. 4.3 pages), 1 source, MLA, £ 25.95
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Abstract
In this review of Steven H. Appelbaum and Nadia Labib's article "Strategic Downsizing: A Human Resources Perspective," the writer examines the various impacts of layoffs in an organization. These include the effect on the employees who have lost their jobs, families of terminated employees and the employees that remain with the company. The reviewer highlights the article's suggestions for human resources managers in dealing with downsizing.
From the Paper
"The authors indicate that downsizing is a problematic issue. Its failure and success are both debatable since the human cost is vaguely discussed when employees are suddenly robbed of their means of livelihood. Since firms do not take into account the "psychological, social, and financial effects" of downsizing, they fail to take appropriate measures for human resource support and building hence lending seriously negative connotations to the phenomenon. And it is not only the terminated employees who suffer, the authors feel that "downsizing has a major impact on surviving employees as well as on the organization itself, both strategically and operationally." "
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