ISSN:0277-8556    

DOI:10.1002/npr.4040100402

出版商:John Wiley&Sons, Ltd.    

年代:2007

数据来源: WILEY

摘要:

AbstractIn today's environment many organizations are downsizing as a result of declining sales or resources, competitive pressures, mergers and acquisitions, or organizational redesign. The primary strategies that are used to help companies downsize—personnel layoffs, budget reductions in selected areas, or across‐the‐board budget cuts—often lead to project cancellations. This article reports the effects on employee work output and organizational commitment before and after project terminations in a downsizing environment, and offers guidelines on what management can do to reduce the negative impact of project cancellations on employee productivity.International Business Machines Corp. will announce today a jobreductionprogram that could cut its employment by some 10,000 people.The Wall Street Journal, March 28, 1911.[Digital Equipment Corp.]…has pulled funding from several major development programs, including one with Nippon Telegraph&Telephone Corp. to build a special computer for selephone companies and another to build super speedy versions of Motorla Inc.'s 88000 reduced instruction‐set microprocessor. A promissing office‐automation software project was spun off…. All told [DEC] has cut total R&D spending to about 8% of total sales…Business Week, March 25, 1991.

ISSN:0277-8556    

DOI:10.1002/npr.4040100403

出版商:John Wiley&Sons, Ltd.    

年代:2007

数据来源: WILEY

摘要:

AbstractShift workers face an entirely different set of challenges than those on a traditional nine‐to‐five schedule. Companies that want to ensure the productivity—and sanity—of the employees who staff round‐the‐clock operations can take several steps. This article outlines the techniques that these organizations can use to ensure shift‐work excellence.

ISSN:0277-8556    

DOI:10.1002/npr.4040100404

出版商:John Wiley&Sons, Ltd.    

年代:2007

数据来源: WILEY

摘要:

AbstractThis article compares the case histories of four Canadian organizations that have conducted employee involvement programs for more than four years. Three of these firms achieved considerable improvements in employee morale and performance by committing substantial effort and resources to introducing the programs and integrating them with organizational objectives. The unsuccessful firm faltered because it did not provide consistent support for employee involvement.

ISSN:0277-8556    

DOI:10.1002/npr.4040100405

出版商:John Wiley&Sons, Ltd.    

年代:2007

数据来源: WILEY

摘要:

AbstractEmerging over the last ten years from a protected and regulated role, the Steel Authority of India (SAIL) is now facing the realities of international competition. Using the principles and tools of total qualify management (TQM), SAIL is undergoing a total quality transformation. Poor quality has cost the company in terms of greater inventory, scrap costs, and by‐product ratings, and therefore values have been degraded. SAIL'S new companywide TQM program focuses on quality of products and services, human resources, continuous innovation, customer service and satisfaction, and capitalization of corporate resources.

ISSN:0277-8556    

DOI:10.1002/npr.4040100406

出版商:John Wiley&Sons, Ltd.    

年代:2007

数据来源: WILEY

摘要:

AbstractConceptually, research organizations should be much like other white‐cottar organizations. Why, then, has there been little progress in developing performance indicators for those types of firms? This article identifies ten areas in which objectives and measures are created by research organizations, and the specific measurements issues facing each type of research organization. It also details bow performance in a research organization can be measured with an objectives matrix.

ISSN:0277-8556    

DOI:10.1002/npr.4040100407

出版商:John Wiley&Sons, Ltd.    

年代:2007

数据来源: WILEY

摘要:

AbstractFor change to be effective, it must be controlled. This article explains how a configuration management (CM) system can help organizations make sure that any changes introduced into its processes do not have any negative consequences. Indeed, a good CM program can help a company maintain product quality and boost productivity.

ISSN:0277-8556    

DOI:10.1002/npr.4040100408

出版商:John Wiley&Sons, Ltd.    

年代:2007

数据来源: WILEY

摘要:

AbstractTo ensure success, companies must learn to effectively manage the basic unit of business—the transaction. Only by doing so can they create incentive programs to motivate and benefit all those involved in the transaction. This article explains the basic principles behind this comprehensive approach to making informed business decisions.

ISSN:0277-8556    

DOI:10.1002/npr.4040100409

出版商:John Wiley&Sons, Ltd.    

年代:2007

数据来源: WILEY

ISSN:0277-8556    

DOI:10.1002/npr.4040100410

出版商:John Wiley&Sons, Ltd.    

年代:2007

数据来源: WILEY

ISSN:0277-8556    

DOI:10.1002/npr.4040100411

出版商:John Wiley&Sons, Ltd.    

年代:2007

数据来源: WILEY