Research Paper on:
Human Resources Development and Change Management; Managing Change in a Downsizing Situation - A Research Proposal

Unformatted Sample Text from the Research Paper:
However, where environment change is taking place organizations have to adapt and change, with human resource departments helping the organizations to adapt in a proactive manner. It may be argued  that as the environment and organizations have change human resource practices have also had to develop and change with the approaches they adopt and the way that they are adopted.  This can be seen in the move from the model of personnel management to human resources management and a more strategic role (Huczyniski and Buchanan, 2003). Likewise the shift  has been seen in the way change is managed with models such as Theory E and Theory O (Beer and Nohria, 2000). One area that is receiving increased attention is  that of downsizing, with increasing numbers of firm having to cut costs and let people go. This results in potential problem are those left may suffer from survivors guilt or  may feel insecure and suffer from anxiety and stress regarding their own position. 1.1 Purpose of the Study The credit crunch and the economic difficulties is causing many firms to  reduce the size of their workforce. The costs are the direct costs of the redundancies, but there are also potentially indirect costs in terms of way that the downsizing change  is managed. Remaining employees can be negatively impacted which will result in lower productivity and may increase attrition rates and other factors associated with a fall in motivations levels (Kets  de Vries and Balazs, 1997). However, not all firms that downsize will be adversely affected. This means that some firms are able to manage the downsizing in a more effective  manner. The aim of this paper is to identify the way in which downsizing will create change in an organization, with a focus on the impact on the employees and