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Resizing The Organization 15

Resizing The Organization 15. This book seeks to provide executives with useful insights, tools, guidelines, principles, and lessons learned about organizational transition and change. | Downsizing and Employee Fulfillment and Organizational Capability 121 not. These findings coupled with the data presented here highlight the importance of these factors for layoff survivors. Interestingly and consistently the category least influenced by layoff activity is fair compensation. While some companies such as Seagram see Chapter Two have had success using money as a short-term means to bolster retention following layoffs these data suggest that satisfaction with pay and benefits although important is not influenced nearly as much by layoff activity as are job security and opportunities for career development. Impact of Downsizing on Leading Indicators of Organizational Performance if we accept the argument that certain selected employee opinions are leading indicators of organizational performance a logical next step for organizations wishing to improve performance is to leverage employee input to help diagnose problems and promote best practices. organizations with recent layoff activity should be no exception. indeed when layoffs occur organizations commonly are also experiencing other stresses such as falling market share significant restructuring or the challenge of merging two or more corporate cultures and value systems. This would make it even more important to attend to information sources that could be used to leverage higher performance. The High Performance Model provides a structure for tracking how employee opinions relate to customer satisfaction and business results Wiley 1996 Brooks 2000 Wiley Brooks 2000 . Table 6.4 describes the eight scales defined by this model four leadership practices Customer Orientation Quality Emphasis Employee involvement and Employee Training and four employee results Information Knowledge Teamwork Cooperation Overall Satisfaction and Employee Retention . With those scales Table 6.5 presents how employees characterize these practices and their results differently for organizations with recent layoffs compared .