Workforce Reduction Practices in Canadian Hospitals

K.V. Rondeau and T.H. Wagar

Working Papers from Queen's at Kingston - Sch. of Indus. Relat. Current Issues Series

Abstract: Over the past five years there has been significant attention paid to health care restructuring, downsizing, and rationalization. However, there was relatively little research on the relationship between workforce reduction strategies and organizational impacts. A new study presents results of a Canada-wide survey of acute care hospitals, answering such questions as (1) to what extent are health care organizations engaging in downsizing and restructuring?, (2) how is workforce reduction related to other activities and practices of the organization?, (3) what is the impact of workforce reduction on the organization and its members and stakeholders?, and (4) what activities or practices characterize those organizations which have successfully and unsuccessfully reduced their workload? The organizational performance measures are easily understood and measure performance from four perspectives: customer, employee, operational, and change and adaptation. The authors identify some of the characteristics of hospitals that have higher organizational and employee performance, even in the face of extensive layoffs and restructuring.

Keywords: HOSPITALS; DOWNSIZING; MANAGEMENT Industrial Relations Centre. Kingston, Ontario Canada K7P 3N6. 11p. (search for similar items in EconPapers)
JEL-codes: I11 J50 (search for similar items in EconPapers)
Date: 1998
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Persistent link: https://EconPapers.repec.org/RePEc:fth:qkiris:20

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