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Human Resource Interventions and Training in Downsized Organizations to Assist Remaining Employees

Human Resource Interventions and Training in Downsized Organizations to Assist Remaining Employees

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Published by: bhuvaneshkmrs on Oct 13, 2010
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11/09/2012

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ABSTRACTDAVIS, GARY LAWRENCE. Human Resource Interventions and Training in DownsizedOrganizations to Assist Remaining Employees. (Under the direction of Don C. Locke).This study sought to determine if the use of human resource interventions andtraining programs for management employees have an effect on employee morale, employeeproductivity, and operating profits in the organization. This study extended Weaver’s (1996)investigation on the use of human resource interventions and training programs offered tomanagement employees in the states of North Carolina, South Carolina, and Virginia. Thisstudy also investigated what human resource interventions were used and what trainingprograms were offered to management employees in downsized organizations to help makethe transition for the remaining employees and how effective these interventions andprograms were.The intent of this study was to determine the perceived use and effectiveness of various human resource interventions and training programs in helping the remainingemployees cope with downsizing. Research reveals the hardships the survivors endure afterdownsizing, but it does not reveal the specific human resource interventions and trainingprograms used by organizations to assist the remaining employees to cope with the aftereffects of restructuring. This study focused on the manufacturing/industrial sector in thestates of North Carolina, South Carolina, and Virginia where much downsizing has occurredin the past and is predicted to occur in the future.A survey was sent to 250 American Society for Training and Development (ASTD)members who are human resource professionals in the states of North Carolina, SouthCarolina and Virginia. Data were collected from 130 ASTD respondents and analyzed. Ananalysis of variance (ANOVA) was completed and revealed that there was not a significant
 
2difference in employee morale, employee productivity, and operating profits between thoseorganizations that used or did not use human resource interventions and offered or did notoffer training programs to management.A bivariate correlation analysis was conducted on each of the independent variables(the use of human resource interventions and training programs for management) and thedependent variables (employee morale, employee productivity, and operating profits) todetermine if a significant relationship could be found. The results of the analyses indicatedthat there was a significant relationship between specific human resource interventions andtraining programs and employee morale, employee productivity and operating profits.Descriptive statistics revealed that the most effective human resource interventionswere rated lower in frequency of use and the most effective and most frequently used trainingprogram does not have a significant relationship with employee morale, employeeproductivity, and operating profits. It was recommended that further research be conductedto identify which human resource interventions and training programs for managementpersonnel and hourly employees will assist remaining employees as well as increaseemployee morale, employee productivity, and operating profits.
 
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HUMAN RESOURCE INTERVENTIONS AND TRAINING IN DOWNSIZEDORGANIZATIONS TO ASSIST REMAINING EMPLOYEES
By
Gary Lawrence Davis
A dissertation submitted to the Graduate Facultyof North Carolina State Universityin partial fulfillment of the requirements for theDegree of Doctor of Education
ADULT AND COMMUNITY COLLEGE EDUCATION
Raleigh2006
APPROVED BY:
 ______________________________________ _______________________________________________________________________ _________________________________Chair of Advisory Committee

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