The impact of crisis and restructuring on employment relations in banking: The cases of France, Luxembourg and Romania

Kirov, Vassil; Thill, Patrick

doi:10.1177/0959680117752047

Cited by 9 publications

(12 citation statements)

References 29 publications

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“…It should be noted that when studying responses to economic crises at the firm and organizational level, other results may be more evident. Restructuring practices may differ between industries and between sectors (Kirov and Thill, 2018) and there may be different conditions for restructuring for small and mediumsized enterprises (SMEs), and larger organizations (Gazier, 2008). Restructuring practices at the firm level may also be subject to considerable inertia.…”

Section: Discussionmentioning

confidence: 99%

Changing restructuring regimes in 11 European countries during and after the financial crisis

Bergström

2018

European Journal of Industrial Relations

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This article draws on longitudinal data to analyse restructuring in 11 EU member states in response to the 2008–2009 financial crisis. It finds that despite the dramatic crisis, restructuring regimes remained rather stable. New policies were adopted and existing policies were reformed, but changes were primarily within the existing regimes, though collectively agreed measures are important. However, in three countries, changes were more radical, indicating a shift in the dominant adjustment and governance mechanisms. These findings have implications for the understanding of how restructuring regimes change and how such changes may be studied, implying that restructuring policies cannot be evaluated in isolation. Any attempt to analyse the impact of restructuring policies on labour market outcomes must take account of the interplay of different policies and how their emphasis and character change over time.

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Section: Discussionmentioning

confidence: 99%

Changing restructuring regimes in 11 European countries during and after the financial crisis

Bergström

2018

European Journal of Industrial Relations

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“…Regulation varies across and within nations, relating to length of employee consultation and trade union influence along with the degree of stakeholder engagement. Research into downsizing has indicated how national and institutional regulatory contexts may enable or constrain the management of the process (Bergström, 2007;De Witte et al, 2005;Garaudel et al, 2008;Johnstone, 2019;Kirov & Thill, 2018;Mäkelä & Näsi, 2010;Pulignano, 2011;Snell & Gekara, 2020). For instance, research points to the role of negotiations with unions over downsizing in terms of regulatory norms or values.…”

Section: Regulatory Responsibilitiesmentioning

confidence: 99%

Developing a framework for responsible downsizing through best fit: the importance of regulatory, procedural, communication and employment responsibilities

McLachlan

2021

The International Journal of Human Resource Management

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The COVID-19 crisis has caused a wave of redundancies globally. This has brought the organisational practice of downsizing into sharp relief. Responsible downsizing is broadly understood as the actions, practices and strategies adopted by organisations to ameliorate the negative effects of redundancy. The paper draws on HR theories of best practice and best fit to explore the phenomenon of responsible downsizing, as a dominant focus in extant literature is the identification of 'responsible' best practices. In challenging these prevailing assumptions, this paper contends that responsible downsizing is more usefully understood as theoretically underpinned by a best fit approach. While there is value in adopting best practices the paper argues that greater attention should be paid to how organisational, societal and institutional contexts shape their implementation. Based on a review of 44 empirical articles, the paper advances a framework for responsible downsizing. The framework establishes four types of responsibility: regulatory, procedural, communication and employment responsibilities. Critical areas for future research are also mapped along with conceptual and practical implications.

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“…As HRM is one of the most crucial functions that affect the organizational efficiency (Noe et al, 2011;Ochetan & Ochetan, 2012) and employment relations (Kirov & Thill, 2018), it is important to emphasize its role in crisis management (Barton, 2000;Luxford, 2008). Functional managers need to devise crisis-specific strategies in their respective functions in which the HR department's involvement is imperative (Fodor & Poor, 2009).…”

Section: Literature Reviewmentioning

confidence: 99%

Resultant effect of crisis-driven HR strategies applied during current economic crisis in Oman: An HR manager's perspective

Thumiki¹,

Jovancai-Stakić²,

Al³

2019

EurJ Appl Econ

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During an economic crisis, companies redesign their functional strategies for survival and growth. This paper aims at identifying HR practices adopted during the current economic crisis in Oman, and explains the resultant effect of crisis-driven HR strategies from an HR managers' perspective. Primary data was collected online from 112 HR managers representing various manufacturing and service organizations in Muscat, Oman. It was found that HR managers perceive a greater impact of economic crisis on their businesses rather than other types of crises such as natural and technology crises. They think that managing employees during an economic crisis is relatively easier than managing other resources and other stakeholders. Changing HR practices during economic crises include, abeyance of employee benefits and cutting costs on employee recreation. Knowledge management activities have been increased and non-monetary motivation techniques are being adopted as a part of crisis-driven HR management. Increased employee engagement and enhanced corporate image among employees were identified as the resultant effect. Testing the hypothesis revealed that cost cutting on employee recreation is significantly higher in large organizations, job redesign activity is significantly higher in small organizations, while large organizations find it difficult to deal with employees during periods of crisis more so than small and medium sized organizations do.

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The impact of crisis and restructuring on employment relations in banking: The cases of France, Luxembourg and Romania

Cited by 9 publications

References 29 publications

Changing restructuring regimes in 11 European countries during and after the financial crisis

Changing restructuring regimes in 11 European countries during and after the financial crisis

Developing a framework for responsible downsizing through best fit: the importance of regulatory, procedural, communication and employment responsibilities

Resultant effect of crisis-driven HR strategies applied during current economic crisis in Oman: An HR manager's perspective

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