2. MENU
SUMMARY CASE
My company face a major budget
deficit.
So, my company make cuts in
administrative costs
Programs
Perks
Staff
to address the problem.
3. MENU
But cutting cost of staff by layoff resulted
in more negative effects rather than
positive effects.
We decided to cut staff cost because
this method is effective to the other
company.
We believe that our human resource will
well-manage during this hard time by
layoff.
4. MENU
QUESTION 1
What factors will consider as you decide
how to make cuts (whether to downsize
or to keep employees on board while
cutting costs) ?
5. MENU
Factor how to make the cuts
PRODUCTIVITY Productivity Of Current Employee
•Observe current employees performances
•Rating good deed employees
•Time duration to complete task
•How many products the employees produce
•Employees attitude
SKILL Skill Of Current Employee
•Conceptual , human, technical and motivation
to manage skill
•Unskilled and skilled labour
6. MENU
ECONOMIC
General Economic Condition
•Stable / dynamic (many changes occur)
•Now the company face economy recession
TECHNOLOGY Technological Advance
•Decide to improve technology appliance or
workers salary or training cost
•This alternative advance no need the labour
or less labour (cutting labour cost)
7. MENU
QUESTION 2
What can you do to help employees
manage the transition to less work or no
work?
8. What the company will do to MENU
help employees manage the
transition to less work or no
work?
to employees to help them vent
their feelings, rebuild their self-
esteem, and deal with stress
9. MENU
to employees to prepare them for
what to expect during the
downsizing process, to help them
obtain jobs in other
organizations, or to enhance their
skills for employment within or
outside the organization
to employees seeking new
employment
11. MENU
QUESTION 3
What concrete steps could you take to
maintain morale in your company
12. STEP TO MAINTAIN MENU
Measure current
MORALE first step toward maintaining morale is to
levels of morale determine what the current levels of morale are
Identify areas for can easily identify differences
improvement
Seek input from helpful to find out from
specific employees within
individual
key segments
employees
Employees want to be heard Listen
Take what company have learned from Implement interventions
surveys and one-on-one exchanges with designed to meet
employees to identify opportunities to identified employees'
implement interventions needs
Measure again to
The only way company will really know if determine whether
company have been successful is to improvements have
measure your progress occurred
13. MENU
REFERENCE
Website
Leigh Richards. (1999). How to Maintain Morale.
Retrieve 10 November 2011 from
http://www.ehow.com/how_6582061_maintain-
morale.html
Brad Watson .(2004). To Lay Off or Not to Lay Off—
What’s An Employer to Do? Retrieve 10 November
2011 from
http://web.archive.org/web/20041216041728/http://
kcsmallbiz.com/2001/november/PP_1101.htm
Benchmarking Study Team. (1997). Career
Transition Assistance and Survivor Support.
Retrieve 10 November 2011 from
http://govinfo.library.unt.edu/npr/library/papers/ben
chmrk/downsize.html#section_4
14. MENU
Power Transitions (2011) . Web Resources:
Employee Downsizing, Layoff, & Termination.
Retrieve 10 November 2011 from
http://www.powertransitions.net/resources/articles/
downsizing_layoffs_resources.aspx#IND
William S. Frank.(1996).The Career Advisor.
Retrieve 10 November 2011 from
http://www.careerlab.com/art_25prevent.htm
Susan M. Heathfield (2011). Managing Human
Resources. Retrieve 10 November 2011 from
http://humanresources.about.com/od/glossarym/g/
manage_humans.htm
Reed Business Information. (2011). Human
Resources Input Is Key To Managing Recession
Risk. Retrieve 10 November 2011 from
http://www.personneltoday.com/articles/2008/01/29
/44121/human-resources-input-is-key-to-
managing-recession-risk.html
15. MENU
Books
Chuck Williams. (2008). Principle of Management (6th
ed.) Indianapolis, IN : SOUTH-WESTERN CENGAGE
Learning.
