Staff Reduction and the Bottom Line: Less Is Not Always More

  • M. M. Greller
  • J. P. Dory


Theory and practice sometimes diverge. The approaches businesses use to improve profitability in increasingly competitive markets are a case in point. Managers’ actions seem to take place in a world separated from management theory and research. Under such circumstances the effectiveness of the approaches used are rarely assessed, taking their support from anecdotal evidence—evidence often provided by people with an interest in justifying their own past decisions.


Human Resource Cash Flow Institutional Ownership Harvard Business Review Future Profit 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.


Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.


  1. Barney, J. B., “Types of Competition and the Theory of Strategy: Toward an Integrative Framework,” Academy of Management Review, Vol. 11, No. 4, (1986), pp 791–800.Google Scholar
  2. Bukszar, E., & Connolly, T., “Hindsight Bias and Strategic Choice: a Problem in Learning from Experience.” Academy of Management Journal, Vol. 31, No. 3, (1988) pp 628–641.CrossRefGoogle Scholar
  3. Cascio, W. F. Costing Human Resources: The Financial Impact of Behavior in Organizations. 3rd Edition (Boston: PWS-Kent Publishing, 1991).Google Scholar
  4. Ellsworth, R. R., “Capital Markets and Competitive Decline” Harvard Business Review, Vol. 63, No. 5, (1985, September–October), pp 171-183.Google Scholar
  5. Gaertner, K. Managerial careers and Organization-wide Transformation,” in R. J. Niehaus & K. Price Eds Creating the Competitive Edge Through Human Resource Applications. (New York: Plenum, 1988), pp 85–96.CrossRefGoogle Scholar
  6. Graves, S. B., “Institutional Ownership and Corporate R&D in the Computer Industry,” Academy of Management Journal, Vol. 31, No. 2, (1988) pp 417–428.CrossRefGoogle Scholar
  7. Gray, D. A., Giacobbe, J., Wheeler, K. G., & Quick, J. C., “The Impact of Mergers, Downsizing and Acquisition: an ASPA/CCH Study,” in Perspectives in Human Resource. (Alexandria, VA: American Society for Personnel Administration, 1989), pp 255–263.Google Scholar
  8. Greller, M. M., “Post-acquisition Integration: the Structure of the Deal Determines the Human and Organizational Resource Requirements,” in R. J. Niehaus & K. Price Eds., Human Resource Strategies for Organizations in Transition. (New York: Plenum, 1990), pp 301–309.CrossRefGoogle Scholar
  9. Greller, M. M., & Herold, D. M., “Sources of Feedback: a Preliminary Investigation,” Organizational Behavior and Human Performance, Vol. 13, (1975) pp 44–56.CrossRefGoogle Scholar
  10. Greller, M. M., & Nee, D. M., From Baby Boom to Baby Bust: How Business Can Meet the Demographic Challenge. (Reading, MA: Addison-Wesley, 1989).Google Scholar
  11. Filer, M. M., & Nee, D. M., “Human Resource Planning for an Older Work force,” in M. London, E. S. Bassman & J. F. Fernandez Eds., Human Resource Forecasting and Strategy Development: Guidelines for Analyzing and Fulfilling Organizational Needs. (Westport, CT: Quorum Books, 1990), pp 181–193.Google Scholar
  12. Hall, W. K., “Survival strategies in hostile environments,” Harvard Business Review, Vol. 58, No. 5, (September–October, 1980), pp 75–80.Google Scholar
  13. Harrigan, K. R., Strategies for declining industries. Lexington, MA: D. C. Heath, 1980).Google Scholar
  14. Henderson, B. D., The Logic of Business Strategy. (Cambridge, MA: Ballinger, 1984).Google Scholar
  15. Herold, D. M. “Using Technology to Improve our Management of Labour Market trends,” Journal of Organizational Change Management, Vol. 3 No. 2, (1990) pp 44–57.CrossRefGoogle Scholar
  16. Hirschmann, W. B., “Profit from the Learning Curve,” Harvard Business Review, Vol. 42, (January–February, 1964), 125.Google Scholar
  17. Hill, C. W. L., “Differentiation versus Low Cost or Differentiation and Low Cost: a Contingency Framework” Academy of Management Review, Vol. 13, No. 3, (1988) pp 401–412.Google Scholar
  18. Hitt, M. A., Hoskisson, R. E., Ireland, R. D., & Harrison, J., “Acquisition Growth Strategy and Relative R&D Intensity: the Effect of Leverage, Diversification and Size,” in F. Hoy Ed., Best Papers Proceedings Academy of Management, Washington, DC, August 13–16, 1989, 22-26.Google Scholar
  19. Jones, G. R., & Butler, J. E., “Cost, Revenue and Business Level Strategy,” Academy of Management Review, Vol.13, No.2, (1988) pp 202–213.Google Scholar
  20. Needham, N., “Son of LDCs: Banks are Borrowing Trouble with Loans to LBOs,” Barron’s, 26 December 1988, 13-30.Google Scholar
  21. Nelson, R. R., & Winter, S. G., The Evolutionary Theory of Economic Change. (Cambridge, MA: Harvard University Press, 1982).Google Scholar
  22. Nkomo, S. M. “The Theory and Practice of Human Resource Planning: the Gap Still Remains,” Personnel Administrator, Vol. 31 No. 6, (1988) pp 71–84.Google Scholar
  23. Peters, T. J., & Waterman, R. H., Jr., In Search of Excellence, (New York: Harper & Row, 1982).Google Scholar
  24. Pickens, T. B., “Professions of a Short-Termer” Harvard Business Review, Vol. 64, No. 3, (May–June, 1986) pp 75–79.Google Scholar
  25. Porter, M., Competitive Strategy. (New York: Free Press, 1980).Google Scholar
  26. “R&D Scoreboard”, Business Week, June 23, 1986; June 22, 1987; and June 20, 1988.Google Scholar
  27. Schweiger, D. M., “Human Resource Strategies for Implementing Mergers and Acquisitions.” paper presented at Human Resource Planning Society Research Symposium, Salve Regina College, Newport, RI, May 30–June 2, 1989.Google Scholar

Copyright information

© Springer Science+Business Media New York 1991

Authors and Affiliations

  • M. M. Greller
    • 1
  • J. P. Dory
    • 2
  1. 1.University of WyomingLaramieUSA
  2. 2.Pace UniversityNew YorkUSA

Personalised recommendations