TITLE

WORKFORCE REDUCTION AND PRODUCTIVITY

AUTHOR(S)
Holzer, Marc
PUB. DATE
March 1986
SOURCE
Public Administration Quarterly;Spring86, Vol. 10 Issue 1, p86
SOURCE TYPE
Academic Journal
DOC. TYPE
Article
ABSTRACT
This article focuses on the efficacy of reduction-in-force policies in civil service in the U.S. Reductions-in-force are separations, downgrades or lateral reassignments of employees. In the public sector they are usually triggered by systemic economic problems, major events or demographic changes which then cause personnel reductions to be effected, albeit reluctantly. The level and security of government employment has also begun to be threatened by conservative arguments vis-a-vis the appropriate functions and size of the public sector. However, if there are a relatively few powerful assumptions justifying cutbacks in personnel, then there are just-as-powerful arguments questioning the efficacy of reduction-in-force-based strategies. From rumor to annual reduction-in-force, personal turmoil and uncertainty are only the most obvious aspects of the impact of reduction-in-force on the human resources of an organization. Personnel policies tend to become more rigid in a reduction-in-force or pre-reduction-in-force environment, emphasizing seniority, veterans preference, and minimum standards. In conclusion, to consider reductions-in-force as tools for productivity is to buy into a simplistic view of the public sector and tenuous assumptions about the relations between productivity and personnel.
ACCESSION #
7151821

 

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