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MANPOWER MOTIVATION.
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Examines the negative impact of cost reduction on manpower motivation.... More...
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Paper Abstract:
Examines the negative impact of cost reduction on manpower motivation. Yielding positive economic growth through cost reduction. Concept of downsizing. Attitude of the corporate culture. Relation between compensation and reduced costs. Factors that make cost reduction policies acceptable. Issues of organizational structure, staffing, work-force performance.
Paper Introduction:
Why Does Cost Reduction Have A Negative Impact
on Manpower Motivation
Introduction
Concerted efforts are under way throughout a majority of economic sectors in the United States all geared toward yielding positive economic growth through cost reduction. Many of these cost reduction efforts come under the rubric of “downsizing.” Thus far most of the efforts employed have reflected negatively on the morale of the workers who are survivors of the downsizing (Huselid, 1995).
The primary constituent in the concept of downsizing is the corporate culture, and this can be defined as the fundamental attitudes, practices and values, which are institutionalized as an integral aspect of the modus operandi and the
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The primary constituent in the concept of downsizing is the corporateculture, and this can be defined as the fundamental attitudes, practicesand values, which are institutionalized as an integral aspect of the modusoperandi and the policies of public and private corporations and companies.No institution, public or private, can yield the common corporateobjectives of profitability and sustained growth without instituting andpracticing these values, primarily those of cost control (Osterman, 1994;Snell, 1992; Youndt, Snell, Dean, & Lepak, 1996). A. Selection and staffing should follow and be subject to implementable job descriptions and function/task requirements based on objective needs of the organization (Barney, 1991). The percentage ofcompany retention was much higher in companies where the cost reductionprograms were explained in a logical manner, and where all employees feltthat management and labor were sharing the brunt of the cutback (Huselid,1995). The organizational structure should be tailored to match specific measurable corporate objectives of the company based on a well-defined mission statement. Snell, S. The most obvious is the relation betweencompensation and reduced costs. All of the available research avers that the most fundamentalresponsibility of corporate management is the creation of a streamlinedorganizational structure by recruiting, training, developing and retaininga highly organized, motivated, cost-effective, very fit but alsocompassionate productive work-force capable of achieving the corporateobjectives as set by the board of directors through the creation of ahealthy corporate culture/corporate values and the synergies within andbetween the human and material resources of the organization and all donewithin the most reasonable expenditure of resources (Youndt, Snell, Dean, & Lepak, 1996). Huselid (1995) points to multiple studies done from 1977 to 1994 thatcompared the impact of companies that had logical and informed costreduction programs in place versus those that did not. After all "you get what you pay for"in terms of recruiting quality staff. (1995, June), The impact of human resource managementpractices on turnover, productivity and corporate financial performance,Academy of Management Journal, 38: 635-672. Vol. Youndt, M.A.; Snell, S.A.; Dean, J.W., Jr.; Lepak, D.P., (1996,August), Human resource management, manufacturing strategy, and firmperformance(Special Research Forum: Human Resource Management andOrganizational Performance). A. Many of these cost reduction efforts come under therubric of "downsizing." Thus far most of the efforts employed havereflected negatively on the morale of the workers who are survivors of thedownsizing (Huselid, 1995). Osterman, P. There are several areas of interfacing between manpower motivation andcost reduction policies. In a highly developed service industry careful consideration should be given to the process of selection, recruitment, training, retention and promotion of manpower (Arthur, 1994). References Arthur, J. These directors would be compensated adequately to dedicatetheir efforts to board responsibilities. All staff should be selected, recruited, compensated, retained andpromoted based upon their own merits. 39, Academy of Management Journal, 836-867 Why Does Cost Reduction Have A Negative Impact on Manpower Motivation IntroductionConcerted efforts are under way throughout a majority of economic sectorsin the United States all geared toward yielding positive economic growththrough cost reduction. Kochan Gains and Osterman(1994) talk aboutthe synergy that develops when firms address the concept of costreductions. B. Barney, J. Were an executive be faced with coming to grips with this situation,he or she would be well served to consider the following generalguidelines. Performance of the work-force should be measured and evaluated periodically against a well-defined, quantifiable criteria of objectives and a set time frame (Huselid, 1995). A., & Osterman, P. Huselid, M. (1992, June), Control theory in strategic human resourcemanagement: The mediating effect of administrative information, Academy ofManagement Journal, 35: 292-327. This is because the risk ofdisgruntled employees can cause physical harm, so the impacts of costreduction efforts are studied more critically. Kochan, T. These authors point to several studies that prove that aposition, open and honest approach and a clear channel of information helplubricate wide acceptance of the cost reduction policies (Kochan, Gains, &Osterman, 1994). This will directly reflect on theirproductivity, the quality of service and customer service and customersatisfaction (Snell, 1992). This aspect becomes all the morepressing in the context of the on-going efforts at establishing costreduction policies at companies of all sizes (Barney, 1991; Huselid, 1995;Kochan & Osterman, 1994; Osterman, 1994). (1994, May), How common is workplace transformation andwho adopts it?, Industrial and Labor Relations Review, 47: 173-188. B. Achieving this flow of positive information and attitude has twoprerequisites: The selection of a competent and qualified board ofdirectors on the basis of their own merit, qualifications and professionalachievements. The second prerequisite is thecreation of an organizational structure for the corporation or company, ifit does not already exist, and if it does then to restructure it on thebasis of aforementioned values. (1994), The mutual gains enterprise,Boston: Harvard Business School Press. (1991, May), Firm resources and sustained competitiveadvantage, Journal of Management, 17: 99-12 . C. Many of the studies that the authors cited dealt specifically with theair transport sector, particularly the airlines themselves and the civilaviation authority, all but the first value-flight safety-can apply to anypublic or private corporate environment. (1994, June), Effects of human resource systems onmanufacturing performance and turnover, Academy of Management Journal, 37:67 -687.
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