Managing a downsizing process
识别了就业裁员领域研究与实务之间的五个差距，结合心理学研究发现提出改进管理实践的建议，并通过两个组织案例说明如何在裁员压力下有效管理战略和人际过程。
Abstract This article identifies five gaps between research and practice in the area of employment downsizing. Each area includes psychological research findings that should promote better management practices. Two organizations that successfully bridged the gap between research and practice are presented as examples of how to manage strategic and interpersonal processes effectively when there is pressure to downsize employees. One organization did downsize 8,000 employees as a last resort, while the other took creative steps to avoid any employment downsizing. The article concludes with suggestions for enhancing the effectiveness of downsizing efforts even further, and for evaluating the actions taken. © 2004 Wiley Periodicals, Inc.