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Persistent economic pressures in today's business landscape require organizations to be constantly vigilant about managing costs. Reducing headcount is one common but often controversial form of cost cutting. Recently Hewlett-Packard announced that it would be cutting an additional 11,000-16,000 jobs…

Persistent economic pressures in today's business landscape require organizations to be constantly vigilant about managing costs. Reducing headcount is one common but often controversial form of cost cutting. Recently Hewlett-Packard announced that it would be cutting an additional 11,000-16,000 jobs on top of an original plan to let as many as 34,000 workers go as part of a business restructuring and turnaround strategy. Chief Executive Officer (CEO) Meg Whitman said major shifts that are transforming how technology is paid for and consumed pose major challenges for HP, along with its competitors. To be successful in this new reality, she emphasized that HP needs to be lower-cost and more nimble. This is just one of a long list of examples of significant corporate workforce reductions in the face of mounting financial and competitive challenges faced by businesses across many industries.

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    Title
    • When Having to Leave is a "Good Thing": A Case for Positive Involuntary Turnover
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    Date Created
    2015-01-01
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    • NOTICE: this is the author's version of a work that was accepted for publication in ORGANIZATIONAL DYNAMICS. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in ORGANIZATIONAL DYNAMICS, 44, 57-64. DOI: 10.1016/j.orgdyn.2014.11.007

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    Manz, Charles C., Fugate, Mel, Hom, Peter W., & Millikin, John P. (2015). When having to leave is a "Good Thing": A case for positive involuntary turnover. ORGANIZATIONAL DYNAMICS, 44(1), 57-64. http://dx.doi.org/10.1016/j.orgdyn.2014.11.007

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