Human Resource Interventions and Training in Downsized Organizations to Assist Remaining Employees

Abstract

This study sought to determine if the use of human resource interventions and training programs for management employees have an effect on employee morale,employee productivity, and operating profits in the organization. This study extended Weaver's (1996) investigation on the use of human resource interventions and training programs offered to management employees in the states of North Carolina, South Carolina, and Virginia. This study also investigated what human resource interventions were used and what training programs were offered to management employees in downsized organizations to help make the transition for the remaining employees and how effective these interventions and programs were.

The intent of this study was to determine the perceived use and effectiveness of various human resource interventions and training programs in helping the remaining employees cope with downsizing. Research reveals the hardships the survivors endure after downsizing, but it does not reveal the specific human resource interventions and training programs used by organizations to assist the remaining employees to cope with the aftereffects of restructuring.

This study focused on the manufacturing/industrial sector in the states of North Carolina, South Carolina, and Virginia where much downsizing has occurred in the past and is predicted to occur in the future.

A survey was sent to 250 American Society for Training and Development (ASTD) members who are human resource professionals in the states of North Carolina, South Carolina and Virginia. Data were collected from 130 ASTD respondents and analyzed. An analysis of variance (ANOVA) was completed and revealed that there was not a significant difference in employee morale, employee productivity, and operating profits between those organizations that used or did not use human resource interventions and offered or did not offer training programs to management.

A bivariate correlation analysis was conducted on each of the independent variables (the use of human resource interventions and training programs for management) and the dependent variables (employee morale, employee productivity, and operating profits) to determine if a significant relationship could be found. The results of the analyses indicated that there was a significant relationship between specific human resource interventions and training programs and employee morale, employee productivity and operating profits.

Descriptive statistics revealed that the most effective human resource interventions were rated lower in frequency of use and the most effective and most frequently used training program does not have a significant relationship with employee morale, employee productivity, and operating profits. It was recommended that further research be conducted to identify which human resource interventions and training programs for management personnel and hourly employees will assist remaining employees as well as increase employee morale, employee productivity, and operating profits.