英语论文网

ited, United Bank Limited and Pakistan Telecommunication Company Limited. (Khan, 2003).
　　Similarly in developed countries many companies like AT&T, IBM, Kodak and Xerox have approached this process. (William,n.d.). Many health care organizations have also gone through it which includes Sweden, America, Australia and many others. (Hertting, Nilson, Theorell & Larson, 2003; Young & Brown, 1998; Duffield, Kearin & Leonard, 2006).
　　There two different methodologies which were done to achieve downsizing at AKUH, one is workforce reduction and second is organizational redesigning. Workforce reduction was done through voluntary early retirement scheme and organizational redesigning was done by assigning the same position to individuals who have been evaluated for their capability and able to manage with high workload by their supervisors.
　　However they are confused and over loaded with work. Johns (as cited in Wagner, 1999) reported that those who perceive a significant role change or ambiguity declined in their work performance. On the other hand Bolman and Deal (2003) also assert that there is no guarantee of success in doing restructuring and it also takes time and resources.
　　The process of downsizing is very emotional for the employees and employer. Pawlicki (as cited in Brown & Young, 1998) also asserted that it is very disturbing for all nurses. Similarly it is one of the challenges of human resource also to handle the process because it creates dramatic behavioral changes in the environment. The impact of downsizing is traumatic for those who are facing it (victims) and for those who remain behind (survivors). (West 2000). There are many empirical studies have done to evaluate the impact of downsizing on employees.
　　Many research articles define positive impacts of it and many argued that it is not the effective approach of management which ultimately giving many adverse effects to the employees. It includes anger, frustration, and uncertainty of the job, depression, low morale and distrust of the employees for the employer. Noer (as cited in Brown & Young, 1998). This was similar happened at AKUH, when it was announced the employees who were falling on the set criteria were expressing the same feelings. Moreover other employees who were not directly involved were also having same feelings.
　　The department heads were also falling in the category so there was no body who could help in handling the grievances of the employees. When I talked to director human resource department AKUH, Surani, N. (personal communication, March 24, 2008) also affirmed that though they received many grievances but those employees were not handled properly at the departmental level so it was very difficult for human resource also to persuade them. Moreover it also translates in the care performance of the employees.
　　According to Wynne (2003) “Modifications are introduced to achieve performance improvement and the significant organizational change creates a decline in self-esteem for those directly affected, which in turn impacts on and can be attributed to a decline in performance” (p. 99). There are studies done to evaluate patient care mortality and morbidity because of downsizing. In a study of 281 acute care hospitals it was identified that significant increase in patient death occur when downsizing was implemented. (Cameron 1987).
　　At AKUH the scheme was announced fo本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。