Earticle

In the cut-throat competitive environment of business, large-scale IS investment is becoming inevitable strategic necessity for gaining competitive advantage. However. it bears great deal of risk over all the associated processes so that the investment decisions need to be taken in a greatly careful manner. Nonetheless, Korean organizations are prominently showing risk taking behaviors regarding major is investment, in terms of system downsizing. Although decision theory argues decision makers' rational choice of options through the assessment of risk and benefit, the notable trend toward system downsizing in Korea defies common understandings on IS project risk. Furthermore, it encourages us to investigate many impenetrable characteristics underlying organizational risk taking decisions with IS investment. We found out that there is Significant effect of IS decision makers' risk propensity when they make system downsizing decisions. Moreover. we Identified that IS decision makers do not get a strong pressure of cost savings and have tendencies to mimic competitor's decisions.

The purpose of this study were to review the relationship among Downsizing, Organizational Commitment and Job Performance of Local Airline Industry. In addition to provide useful evidence for developing strategies to minimize the negative impact of downsizing for both employee and organizations. To achieve the purpose of this study, Total 230 survey questionnaires were distributed among the employees who are working for local airline industry from 10th August, 2020 to 5th Sep, 2020. Due to the reliability of data, 13 samples were discarded and 217 samples were put to actual analysis. In order to accomplish the purpose of the study, the researcher conducted and analyzed by using SPSS Ver. 26.0 statistics package. The results of the study are as follows. First, the Downsizing is negatively related to organizational commitment & job performance. second, the relationship between organizational commitment and job performance was significantly positive. This study shows that it is very important to restore the organizational commitment of the remaining members from job instability and employment environment changes caused by downsizing.

다운사이징은 경쟁우위의 확보와 고객만족 등을 충족하기 위하여 기업의 현재 구조를 변화시키는 혁신전략의 하나이다. 그러나 연구설계와 연구관점의 문제점으로 인하여 재무회계적 지표나 시장적 반응을 중심으로 한 다운사이징에 관한 실증적 연구들은 일관적이지 못하고 있는 실정이다. 많은 연구자들은 다운사이징과 그 전후의 성과차이에 관한 일관적 관계성을 밝히지 못하고 있다. 최근까지 다운사이징에 관한 선행연구들은 생존자신드롬이나 비용절감, 시장반응 등에 초점을 두었지만 대부분의 연구들은 부정적 효과를 보고하고 있는 실정이다. 그럼에도 불구하고 많은 기업들이 다운사이징을 경영혁신의 핵심전략으로서 채택하고 있기 때문에 다운사이징은 관리되어야 하고 아울러 연구되어야 할 것이다. 이러한 관점에서 본 연구는 혁신경영을 지향하는 통합적 접근방법으로서 관리단계 모델(선행관리, 과정관리, 사후관리)을 제시하고 단계별 관리와 구성원 인식사이의 관계성을 분석하였다.

Downsizing is one strategy of the management innovation for shifting the organizational structure from what it is now to what it has to be in order to sustain competitive advantage and satisfy customer's needs, achieve improved results of operations in future periods. But for the problem of research design and approach, empirical researches of downsizing on financial performance and market reaction are inconclusive. many researchers found no consistent association between past/future financial performance․market reaction and downsizing. Until recently, previous research on downsizing has mostly focused on the issues such as the "survivor's syndrome, reducing cost, reaction of market". But as Chadwick et al. argued, the majority of the studies concluded that there was negative effects from downsizing. Nevertheless downsizing must be well managed, well researched for which many firms introduced downsizing as a core strategy of management innovation. This study propose a management step model(pre-step, process-step, post-step) as an integrated approach focus on management innovation. Management step notion(pre-step, process-step, post-step) are hypothesized to test the relationship between experience of downsizing and recognition of membership.

본 연구는 중소기업들이 실행하는 다운사이징의 방식이 정리해고, 명예퇴직, 임 금삭감 등의 인력감축, 고정자산과 유동자산의 축소, 조직통폐합, 기능통폐합 등의 조직재설계, 조직문화의 변화 등 매우 다양하다는 점에 주목하고, 이와같이 중소기 업들이 실행하는 다양한 다운사이징 방식을 결정하는 요인을 중소제조기업들을 대 상으로 분석하였다. 본 연구결과에 따르면 첫째, 중소기업의 특성에 따라 다운사이징의 방식이 달라 진다는 사실을 확인하였다. 즉, 중소기업의 규모와 성장형태는 다운사이징의 방식 에 유의한 영향을 미치는 반면 기업의 경영경험은 다운사이징의 방식에 큰 영향을 미치지는 않는 것으로 확인되었다. 둘째, 경영자 특성은 다운사이징 방식에 큰 영 향을 미치지 않는다는 사실을 발견하였다. 이와 같은 연구결과를 통해 중소기업들은 자신들의 특성에 따라 단기적이고 즉 각적인 효과를 시현할 수 있는 인력감축을 다운사이징 방식으로 선호하고 있음을 확인할 수 있었다. 그러나 이러한 인력감축과 같은 방식은 그 효과를 차치하고, 자 칫 조직구성원들의 사기를 저하시키고 조직몰입도가 낮아지는 등 부작용도 야기할 수 있다. 따라서 중소기업들은 기업의 어려움을 타개하는 수단으로 조직구성원의 사기에 직접적인 영향을 미치는 다운사이징 방식보다는 중장기적인 관점에서 생산 성 향상, 경영혁신 등의 방식을 도입하는 것이 바람직하다.

This study was conducted about the various forms of downsizing in small manufacturing firms such as lay-offs, honorary retirement, wage cuts, reduction of assets, merging of organizations with similar functions. Specially the study was conducted among small manufacturing companies to investigate which factors play a role in deciding which method to use. As result, the study found out the form of downsizing varies according to the characteristics of the small manufacturing companies. In other words, it is the size and the growth form of the company which influences the form of downsizing, rather than the management experience of the company. Based on the result of the study, small firms tend to prefer form of downsizing which will have short term or immediate effect, depending on the condition of their organization. Also, this kind of slim down on workforce has positive effect on the management achievement. However, there is also a negative effect on the moral of the members of the organization and the level of concentration in the work field. Therefore, it is better for small manufacturing companies to seek other long term means to increase its’ productivity and renovation in management, and avoid method which will have direct effect on the moral of the members.

다운사이징의 궁극적 목표는 경영혁신과 유효성 향상이다. 이에 다운사이징 전략은 전반적인 다운사이징 과정에 대한 통찰력에서 수립되어야 한다. 많은 연구에서 다운사이 징 이후 생존자들이 위험을 회피하고 경영진을 불신하며 생산성과 사기하락을 경험하는 것으로 지적하고 있다. 이러한 현상은 다운사이징이 단기간에 이루어지고, 의사소통이 부족하며 근로자의 참여가 제한될 때 심화된다. 다운사이징이 단순한 인력감축이나 경비절감의 차원을 넘어 조직유효성을 접근하는 좀 더 중요한 계기가 되어야 할 필요가 여기에 있다. 문헌연구와 실증분석 결과, 인도주의적 다운사이징(윤리성, 내용성, 상호작용성, 관리성, 신뢰성)이 구성원들의 다운사이징 인식과 조직몰입에 긍정적인 영향을 주는 것으로 밝혀졌다.

The ultimate goal of downsizing is an organizational innovation and improvement of effectiveness. Therefore downsizing strategies should set the context and oversight of the total downsizing process. And the full set of commitments, decisions, and actions required for an organization to achieve high performance or overall optimum effectiveness. In strategic downsizing, choices may be made among downsizing, process and business reengineering, and downscoping(reducing diversification to focus on core businesses). Numerous studies show that following a downsizing, surviving employees become risk-averse, distrust management, and show productivity and morale drops. Indeed, a nearly unanimous pattern among survivors" of downsizing, sometimes called lay-off survivor sickness" is initial anger and pain, followed by fear and cynicism, declines in efficiency, and erosions of productivity. These effects are much more pronounced when the downsizing is short-term, deep, across the board, and handled with limited communication and participation. The fewer than half of the downsized companies achieve a reduction in overall expenditures, and less than one quarter show increased productivity. But the way in which downsizing occurs is more important in accounting for effectiveness than is the size of the work force reduction or the cost savings that accrue. This paper seeks to prospect the strategic alternatives of downsizing. As the outcoming result of the documental and empirical study, humanitarian downsizing impact directly to the positive recognition of downsizing and organizational commitment. The humanitarian downsizing is consist of ethical factors of downsizing(timing, method, information), context of downsizing(resizing of hierarchy, department, process, task), interactional factor of downsizing(participation of union, communication), managerial factor(assist of redundant, survivor), reliability factor of downsizing(responsibility of management, obligation of pain, conform of long range goal)

오늘날 다운사이징은 보편적 현상이 되었다. 다운사이징은 조직의 효율성과 유효성 향상을 위하여 구조와 과업 및 인력을 감축하는 의도적 행위로 정의할 수 있다. 비록 다운사이징의 목적이 비용절감을 통하여 경쟁우위를 향상시키는데 있지만 현실적으로는 오히려 조직역량을 약화시킬 가능성도 부인할 수 없다. 이와 같은 다운사이징을 추진하는 많은 기업들은 다양한 문제점에 직면하게 된다. 다운사이징의 부정적 효과는 단순히 일자리를 잃게 되는 희생자에 국한되지 않는다. 많은 사례에서 다운사이징은 생산성 하락, 이직률 증가, 고객관계의 부실 등 심각한 부작용을 남기게 된다. 이에 본 연구는 다운사이징의 현상과 문제점 및 부작용은 무엇이며 이를 극복할 수 있는 다운사이징의 개선방향은 무엇인가를 탐색하였다.

Downsizing is a pervasive phenomenon in the business world. Downsizing is defined as intentional action aimed at reducing the workforce with a view to improving the efficiency or effectiveness of the organizations. Although the purpose of downsizing is to improve competitive advantage by reducing the cost base, it can often backfire and actually reduce an organization's ability to compete. There are several alternative strategies for downsizing; including natural attrition, induced redeployment, involuntary redeployment, early retirement, disability pension and layoffs. The most common strategy implemented in a downsizing is the laying off of workers, making downsizing more commonly known as the "headcount" tactics. But most organizations encounter varied problems in downsizing. The effect of downsizing on employees extends for beyond those that are actually losing their jobs, in many cases having a significant negative effect on the remaining workforce. This article addresses problems and alternative strategies relating to downsizing consists of layoff. The major research focus are; What is the problem of downsizing consists of layoff, What is the strategic alternative of downsizing.

다운사이징은 “효율성과 생산성 또는 경쟁력을 향상하기 위하여 설계된 일련의 활동으로써 기업의 인력규모, 비용 그리고 작업과정에 영향을 주는 전략”으로써 노동력 감축을 중심으로 하는 의도적 행위로 정의된다. 다운사이징의 일차적 수단은 정리해고이다. 이는 인적자본비용의 감축이 용이하기 때문이다. 그러나 비용감축을 위한 정리해고 중심의 다운사이징은 조직의 극적인 변화를 의미하고 구성원에게 많은 부작용을 미치게 된다. 이에 따라 전략적 접근과 고려가 필요한 것이다. 준비되지 못하거나 서투른 경영자에 의해 이루어지는 부실한 다운사이징은 예상을 넘는 후유증을 조직에 남기게 된다. 더 나아가 이와 같은 준비되지 못한 다운사이징은 기업의 경쟁우위의 기반이 되는 핵심역량을 약화시키게 될 것이다. 이에 본 연구는 성과지향적 다운사이징을 위한 전략 로드맵을 제시하고자 한다.

Downsizing, as stressed by Cameron, refers to a set of activities, undertaken on the part of the management of an organization, designed to improve organizational efficiency, productivity, and/or competitiveness. The decision to downsize can be traced to five major concerns(cost reduction, productivity improvement, responding to competitive threats, M&A, increasing efficiency), especially cost reduction, mainly due to competitive presures, is perhaps the most prevalent reason behind downsizing initiatives. Therefore downsizing is seen as an intentional set of activities that involves reductions in personnel, althrough it is not limited solely to this aspect. Downsizing very often negatively affects individual wellbeing in a profound way. Downsizing implies drastic organizational changes and therefore requires strategic considerations. Poor implementation of downsizing strategies by unprepared and unskilled managers made the experience worse than it needed to be. Furthermore, if the downsizing is not carefully planned and implemented, firms may harm their core capabilities that provide the basis for a competitive advantage. This paper studies strategic roadmap for performance-oriented downsizing.

The aim of this study was experiment which proves the effect on facial volume downsizing when Periosteum and Myofacial Massage was treated. The experiment had been treated for 10 weeks, 20 times per a week with 12 volunteers in her 20's and 30's as a treatment for facial contouring. The effects of Periosteum and Myofacial Massage are evaluated by performing 3D laser scans before and 10 weeks after Periosteum and Myofacial Massage. The mean value of the volume differed significantly before and 10 weeks after the Periosteum and Myofacial Massage. The mean values of the volume were 530.88 ㎣ less, respectively, 10 weeks after the Periosteum and Myofacial Massage than before. And the mean value of right volum were 57.25㎣ less than left volum.

본 연구는 최근 국내외적으로 큰 관심을 얻고 있는 다운사이징(Downsizing)을 대상으로 하여, 동 관행이 혁신에 미치는 영향을 분석했다. 우리 나라 상장기업 189개 표본을 대상으로 하여 분석한 결과, 다운사이징은 혁신에 부정적인 영향을 미치는 것으로 나타났다. 또한, 경영자의 변화 지향성, 환경의 역동성 및 풍요성, 조직구조, 다운사이징 기업 특성 등 상황적 변수들이 다운사이징과 혁신의 관계에 미치는 조절효과를 분석한 결과, 환경의 풍요성과 다운사이징 기업 특성만이 유의한 영향이 있는 것으로 나타났다. 본 연구를 통해 우리는, 다운사이징은 혁신의 감퇴를 초래, 장기적으로 경쟁력을 저하시킬 수 있다는 것과, 그 부정적인 효과는 내·외부 여건이 불리한 기업에서 크게 나타날 수 있다는 사실을 깨닫게 되었다. 아울러, 기업은 다운사이징 관행을 도입하는데 있어서 신중을 기해야 하며, 도입 시에는 혁신을 진작할 수 있는 별도의 조치를 강구해야 한다는 실무적인 시사점도 발견하였다.

Although `downsizing` has become a watchword, little empirical work has been done on examining the effect of downsizing on organization`s innovation. Invoking organizational slack and threat-rigidity effects framework, I examined the direct impact of downsizing on innovation, and moderating role of the situational variables on relationship between downsizing and innovation, using data from 189 listed companies in Korea. The results demonstrate that downsizing does in fact interfere with an organization`s innovation. Also, environmental munificence and corporate characteristics were found to moderate the relationship between downsizing and innovation. The implications for management practice are derived and directions for future research suggested.

무한 경쟁이 날로 격화되고 있는 글로벌시대에서 기업과 조직은 경쟁력 제고를 통한 생존과 발전을 위해 지속적인 혁신을 추구하지 않을 수 없게 되었다. 오늘날 기업경영에서 널리 사용되어지고 있는 조직혁신의 형태는 주로 ‘구조조정’, ‘인력감축’, ‘정리해고’, ‘사업매각’, ‘비용절감’ 등과 같은 것들이다. 이러한 혁신기법들은 모두 기업이 효율성과 경쟁력을 높이기 위해 채택한다는 점에서 공통점을 찾을 수는 있으나 실행조건이나 구체적인 방법에서는 다소 차이가 있다. 본 연구는 선행연구와 산업계의 동향을 검토하여 조직혁신의 수단으로 많이 사용되어지고 있는 Downsizing관리의 통합모형을 제시하고, 가설검증을 통하여 타당성을 분석하였다. 실증분석을 통해 나타난 연구의 결과를 요약해보면, 첫째, Downsizing에 대한 조직구성원들의 인식에 대한 관리단계별(선행관리단계, 과정관리단계, 사후관리단계) 긍정적인 영향관계를 확인하였다. 둘째, 선행관리단계에서는 Downsizing 공론화의 중요성이 제기되었다. 셋째, 과정관리 단계에서는 Downsizing에 있어 공정성과 객관성의 유지가 필요함을 확인하였다. 넷째, 사후관리단계에서는 생존자 지원프로그램의 활성화가 필요함을 확인하였다. 이러한 본 연구의 결과는 기업의 지속가능한 성장과 발전을 위한 경쟁력 제고나 혁신전략의 수립이나 조직 활성화에 많은 함축적 의미를 제공할 수 있을 것이라 판단된다. 특히 Downsizing을 통한 조직혁신전략을 추진함에 있어 요구되는 많은 유의미한 정보와 자료들을 제공할 수 있을 것이라 사료된다.

In the global era where infinite competition is intensifying day by day, companies and organizations are compelled to pursue continuous innovation for survival and development through enhancing competitiveness. The forms of organizational innovation that are widely used in corporate management today are mainly ‘restructuring’, ‘reduction of manpower’, ‘reorganization’, ‘business sale’, and ‘cost reduction’. All of these innovation techniques can be found in common in that companies adopt them to increase efficiency and competitiveness, but they differ somewhat in terms of implementation and specific methods. This study presents an integrated model of downsizing management and analyzes its validity through hypothesis verification. Summarizing the results of the study revealed through empirical analysis are as follows. First, the positive impact relationship for each management stage (priority management stage, process management stage, and follow-up management stage) on the perception of organization members on downsizing was confirmed. Second, the importance of downsizing public debate was raised in the prior management stage. Third, it was confirmed that it is necessary to maintain fairness and objectivity in downsizing in the process management stage. Fourth, it was confirmed that it was necessary to activate the support program for survivors in the post management stage. The results of this study are considered to provide many implications for enhancing competitiveness for sustainable growth and development of companies, establishing innovation strategies, and activating organizations. In particular, I think it will be able to provide a lot of meaningful information and data required in pursuing management innovation strategies through downsizing.

본 연구는 호텔 조리사의 다운사이징이 직무태도에 미치는 영향을 고찰하고, 이러한 인과관계에서 DISC행동유형에 따른 개개인의 행동특성별 관계를 검중하고자 하였다. 실증연구를 위해 확보된 200개의 표본을 바탕으로 SPSS 17.0 프로그램을 통해 빈도분석, 요인분석, 신뢰성 분석, 상관관계분석, 다중회귀 분석을 실시하였다. 다운사이징 항목 2개의 요인과 직무태도 관련 항목 2개요인으로 추출되어졌다. 가설1.는 호텔 내 다운사이징이 직무태도에 유의한 부(-)의 영향을 준다고 설정하였으며, 검증결과 조직몰입 요인은 고용환경변화(β=-.256), 고용불안감(β=-.258), 직무만족의 요인은 고용환경변화(β=-.319), 고용불안감(β=-.174)이 다운사이징이 조리직 종사자의 직무태도에 유의한 부(-)의 영향을 주는 것으로 나타났다. 가설2.는 DISC행동유형에 따른 다운사이징이 직무효율성에 부(-)의 영향을 준다고 설정하였으며, 검증결과 조직몰입요인에서 주도형(D)이 타 유형에 비하여 고용불안감(β=-.435)에 가장 큰 영향을 받으며, 신중형(C)은 조직몰입에 영향을 받지 않는 것으로 나타났다. 직무만족요인에서는 안정형(S)이 타 유형에 비하여 고용환경변화(β=-.414)에 영향을 받으며, 주도형(D)은 영향을 받지 않는 것으로 나타났다. 본 연구는 호텔 조리사의 다운사이징 전략이 종사원의 조직몰입과 직무만족 등의 직무태도에 영향을 미치게 되며, 종사원 개개인의 행동유형에 따라 그 관계정도가 다름을 시사한 것으로 볼 수 있다.

This research was to examine the effects of downsizing kitchen employees in a hotel on their job efficiency and to verify differences in the individuals’ behavior characteristics according to DISC behavior types in this causal relationship. Through SPSS 17.0 program, factor analysis, reliability analysis, correlation analysis, and multiple regression analysis were conducted on 200 samples secured for an empirical research. Two factors for the downsizing items and two factors for the items related to job attitude were extracted. Hypothesis 1 was that the downsizing within a hotel has significant negative (-) effects on job attitude. As a result of the verification, it was found that downsizing had significantly negative effects on the job attitude of cooking employees as factors for organizational commitment in employment circumstances (β=-.256), and employment anxiety (β=-.258), and as factors for job satisfaction in employment circumstances (β=-.319), and employment anxiety (β=-.174). Hypothesis 2 was that the downsizing according to DISC behavior types has significant negative (-) effects on job attitude. As a result of the verification, it was found that in the organizational commitment factors, the dominance type (D) was more influenced by employment anxiety (β=-.435) than by any other types, and the conscientiousness type (C) was not influenced by organizational commitment. In the job satisfaction factors, the steadiness type (S) was more influenced by the changes in employment circumstances (β=-.414) than by other types, and the dominance type (D) was not influenced. Based on the results of this research, it can be said that hotel’s downsizing strategies influence job attitude such as organizational commitment and job satisfaction of cooking employees, and that there are differences in the influences according to the individuals’ behavior types of kitchen employees.