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The average rating for The Changing Patterns of Human Resource Development: Case Studies from the Developing World based on 2 reviews is 4 stars.
Review # 1 was written on 2019-05-12 00:00:00 R PinsonThis was a pretty quick read; I finished it in a week's worth of lunch breaks. The premise is that while downsizing has obvious effects on those who are let go, it has a less appreciated effect on those who are left behind. A significant majority of downsizing organizations fail to receive the expected benefits of the change, which the author attributes to lingering fear, doubt, and resentment on the part of the survivors. Having been through the process myself, I've seen this in action; the safest thing for an employee to do in such an environment is keep his head down, do his job, and not make any waves. That's not the sort of environment that encourages innovation or develops leaders. I think the number one take-away for management is to communicate. If people are going to be let go, be honest and direct about it. Whether you let them go immediately or give them a few months' notice is up to you, but don't just sit on the news; the gossip and accompanying demotivation will bring the company to a grinding halt. Also, give your remaining employees the tools and training they need to do everything you expect of them. Unfortunately, I don't think there's much in here that employees will find comforting. While the author tries to spin this new order of free agency into something liberating, having to manage your own career is a pretty significant burden as well. In addition to no longer having the stability of a guaranteed job, today's employees are expected to develop skills on their own time and at their own expense just to stay competitive. That's not easy to accept when the company says they had to cut costs to avoid going under, but then boasts about having their best year ever. |
Review # 2 was written on 2019-04-20 00:00:00 Marco Moranaxc |
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