Daniela Leal Professor Syretta Massey-Jimenez ENC1101 10/28/13 Annotated Bibliography: Downsides of Downsizing Works Cited Cameron, Kim.

"The Downside of Dowsizing." Psychology Today 26.5 (October 1993): 21. Academic Search Complete. Web. 19 Oct. 2013. Kim Cameron and her colleagues at the University of Michigan explore the true effects of downsizing after conducting a study involving thirty automakers over a four year period. The results were revealed to Cameron and her group with a relatively low number of automakers who actually experienced gains in productivity about five or six. From the information presented in accordance to the study, downsizing, when poorly managed, fosters a negative working environment in which the risks outweigh the rewards. However, when managed properly by implementing both short-term and long-term strategies, downsizing can assess the severity of the companys problem while maintaining employee security. According to Cameron, The way downsizing was carried out proved more important to effectiveness than the actual size of the work-force reduction. This article is really interesting to me because it provided me with new information concerning the process of downsizing. I learned that the way downsizing is carried out plays the larger role in establishing effectiveness, and that is why I chose to incorporate this article into my research paper.

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Homburg, Christian, Martin Klarmann and Sabine Staritz. "Customer Uncertainty Following Downsizing: The Effects of Extent of Downsizing and Open Communication." Journal of Marketing 76.3 (2012): 112-130. Business Source Complete. Web. 19 Oct 2013. Homburg, Klarmann and Staritzs journal article is one of impressive measures at it provides thorough and extensive research, full of statistical evidence that draws out the consequences of downsizing. They worked to prove that not only is extensive downsizing linked to unsatisfactory results for the company itself, but also raises customer uncertainty. That is, a working environment clouding with distrust and worry, directly affecting job performance even through the managerial use of open communication, which supposedly decreases such uncertainty. Their article journal explores in depth about the popular processes applied in downsizing and their outcomes through their surveys of real life downsizing projects. This article grabbed my attention due to its expansive resources. Because more weight is placed on numbers than words when it comes to evidence, I was impressed with the vast amount of logos used in this journal article. Therefore, I have decided to incorporate this article into my research paper. Maertz, Carl Jr P., et al. "Downsizing Effects on Survivors: Layoffs, Offshoring, and Outsourcing." Industrial Relations 49.2 (2010): 275-285. Business Source Complete. Web. 19 Oct 2013. In this academic journal by Maertz, he and his co-authors explore the effects of downzising but this time, they expand their reports and evidence by supplying their claims with victims of layoffs, offshoring, and outsourcing, other common managerial practices. Alongside the variety of people and groups that were studied, they compared people who experiences downsizing to those who didnt. They compared the variety of victims within themselves, such as what the victims of offshoring experienced compared to what victims of outsourcing experienced. Maertz emphasizes the negative consequences downsizing amongst people who

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have gone or are going through it. I find this journal relevant to my topic because it provides discriminate information about the consequences of different types of common managerial practices, not just about downsizing as a whole. I can use this to back up my research and claims supporting my standing point. As such, I have decided to include this source into my research paper. Tang, Thomas Li-Ping and Robert M. Fuller. "Corporate Downsizing: What Managers Can do to Lessen the Negative Effects of Layoffs." SAM Advanced Management Journal 60 (1995): 12. Business Source Complete. Web. 19 Oct 2013. In their academic journal, Mr. Ping and Mr. Fuller offer a different kind of information having to do with downsizing. They provide tips directed at managers on how to perform effective downsizing processes. They appeal more to the ethos and pathos components of writing rather than logos as they share tips and steps on how to ease the negative effects that are the typical side effects of downsizing. By emphasizing communication and ethical treatment in the workplace, the authors carefully outline a less painful downsizing procedure while pointing out common negative tactics or observations that are usually carried out instead. This journal provides me with useful information on what managers and business as a whole typically do that toughens the downsizing procedure and hurts the company collectively in the long run. At the same time, it fills me in on more positive alternatives that both addresses the companys problems and lessens work insecurities, a common side effect after the downsizing procedure. Therefore, I have decided to use this as part of my research paper.

Meredith, Robyn. "Executive Defends Downsizing." The New York Times (19 March 1996). 28 Oct 2013.

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Merediths article objectively voices the words of Robert J. Eaton, the chief executive of the Chrysler Corporation. Eaton openly defends the managerial practice of downsizing after it was criticized by politicians and the news media. Eaton argues that downsizing is an important part in running a business since it cuts costs and it aids in the fierce competition between companies. In the eyes of an executive, Eaton sees downsizing as necessary to make money and promote economic growth, which in turn creates more jobs. As a matter of fact, he places a direct correlation of new jobs and job security and the competitiveness of a company, which includes the practice of downsizing. While this article gives me a narrower look at downsizing through the eyes of a C.E.O., it does not really help in my research paper, which looks into the causes and effects of downsizing. I will use Mr. Eaton as an example, but this article will not take any main focus in my paper.

West, Gladys B. The Effects of Downsizing on Survivors: A Meta-Analysis. Blacksburg, 2000. 28 Oct 2013. Wests book, which includes the work of his co-authors, pools all their resources onto research that focuses specifically on the effects of downsizing on the survivors of an organization. This is accomplished by systematically analyzing and combining the findings of independent studies through meta-analysis. Their research investigates the variables and variable relationships which represent effects of downsizing on the survivors. The individual downsizing studies are the sources of the variables used to measure behaviors and attitudes shown among downsizing survivors. The studies show that the majority of the survivors had experienced negative downsizing effects. This research, through the use of meta-analysis, confirms the findings of the independent studies and gives more statistical reliability and confidence to the

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findings. This research is definitely relevant to my topic in which it elaborates into the effects of downsizing, specifically on the survivors, which is exactly what I wanted to expand into. As such, I will be implementing the information of this book into my research paper to support my standing point.