Please use this identifier to cite or link to this item: https://hdl.handle.net/10356/9088
Full metadata record
DC FieldValueLanguage
dc.contributor.authorAng, Cheow Yongen_US
dc.contributor.authorEu, Suh Buea
dc.contributor.authorTan, Piah Boey
dc.date.accessioned2008-09-24T07:28:28Z
dc.date.available2008-09-24T07:28:28Z
dc.date.copyright2000en_US
dc.date.issued2000
dc.identifier.urihttp://hdl.handle.net/10356/9088
dc.description.abstractThis case study tested the applicability and effectiveness of the downsizing model recommended in Labib and Appelbaum (1993), using performance in five Singapore establishments. Findings showed that this model led to better employees’ productivity, organizational profits, job security and employees work commitment. A final model, consisted of effective human resource practices, was proposed.en_US
dc.rightsNanyang Technological Universityen_US
dc.subjectDRNTU::Business::Management::Organizational change
dc.titleImpact of downsizing model on organizational performance : a case study approach on organizations in Singaporeen_US
dc.typeFinal Year Project (FYP)en_US
dc.contributor.supervisorChew, Irene Keng-Hoween_US
dc.contributor.schoolNanyang Business Schoolen_US
item.grantfulltextrestricted-
item.fulltextWith Fulltext-
Appears in Collections:NBS Student Reports (FYP/IA/PA/PI)
Files in This Item:
File Description SizeFormat 
NBS-REPORTS_178.pdf
  Restricted Access		440.71 kBAdobe PDFView/Open

Google ScholarTM

Check

Items in DR-NTU are protected by copyright, with all rights reserved, unless otherwise indicated.