The Financial Impact of Organisational Downsizing Practices—The New Zealand Experience

Peter Carswell ()

Asia Pacific Journal of Management, 2005, vol. 22, issue 1, 63 pages

Abstract: Partly in response to the Asian economic crisis, many organisations in the Asia Pacific rim reduced staff numbers. This research examines the New Zealand experience of this change intervention from 1997 to 1999. This includes an examination of the impact on financial performance, and how the process followed may moderate such an impact. A questionnaire instrument was designed to measure this, to which responses were received from 155 New Zealand for-profit organisations employing fifty or more people. There is some evidence to suggest that those respondents who had downsized over the period of the study reported lower measures of profitability than those who did not (p > .05). Also, ensuring the procedure was perceived as just by the employees, and offering outplacement help to those who lost their jobs, went some way to improving the financial performance of downsized firms (p > .05). This may suggest that if downsizing is necessary then attention needs to be given to how the process is implemented in order to maximise the financial return. Copyright Springer Science + Business Media, Inc. 2005

Keywords: organizational downsizing; effective downsizing practices (search for similar items in EconPapers)
Date: 2005
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DOI: 10.1007/s10490-005-6417-5

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