Список использованной литературы:

Министерство образования и науки Украины

Донецкий Национальный технический университет

Факультет экономики и менеджмента

Отчет

об учебной практике

(практика экономического перевода)

Студента группы…………………………….

Ф.И.О…………………………………………..

Руководитель практики

…………………………………………………… (должность, фамилия, инициалы)

Донецк – 2006

Strategies To Stop The Layoffs

Save Jobs

Introduction By Dawn Anfuso

What’s going on here? There are many factors contributing to this trend. Certainly the technological revolution has taken its toll. As machines get more sophisticated, they acquire the capabilities to replace several people—people who require ongoing salaries and benefits. Certainly, too, as presidential candidate Pat Buchanan brought to the forefront during campaigning, the shrinking of the world has had an impact both from global competition and immigrant workers. Even the growing outsourcing trend has spawned the elimination of corporate jobs—many of them human resources jobs.

Probably, the biggest contributor to the downsizing phenomenon, however, is the growing pressure on corporations to net increasingly larger stockholder returns—at any expense. “The institutional shareholders have declared that a corporation’s principal, if not sole, objective is maximizing total shareholder return and profit,” says Steven E. Hall, managing director of Pearl Meyer & Partners Inc., an executive compensation consulting firm based in New York City. “Other stakeholder interests—particularly those of employees—have been outweighed.”

To be sure, massive layoffs do line the pockets of shareholders—at least temporarily. When layoff announcements come, stock prices surge. According to the New York Times, the day Sears and Roebuck announced it was discarding 50,000 jobs, the company’s stock climbed nearly 4%; when Xerox announced a cutback of 10,000 jobs, its stocks surged 7%.

But is downsizing truly the answer? According to Washington, D.C.-based The Wyatt Company, between 1989 and 1994, operating profits increased in only 51% of companies reporting workforce reductions; 20% said operating profits actually declined. Another survey by the American Management Association (AMA), based in New York City, found that fewer than half the companies laying off people managed to increase their operating profits after workers were let go, and only one-third did so in the short term.

[…]

Indeed, among 531 companies surveyed by the Wyatt Company in 1993, more than half reported decreased morale and commitment among downsizing survivors. Plus, downsizing actually incurs additional costs for companies, such as for severance pay, accrued vacation and sick-day payouts, outplacement, pension and benefit payoffs, and administrative costs.

[…]

But too many companies today are too quick to dictate downsizing as the answer to financial woes. Some even use this strategy during good times in an attempt to gain a competitive edge.

Such actions have caught the attention of government. Senator Edward Kennedy (D-MA) is calling for tax breaks to companies that save or create jobs, train workers for better employability and share the gains when the company is profitable.