Bussiness Com Paper
Business Communication OMGT 302
The Complete Effects of Decreased Full-Time Equivalencies on Budget and Productivity
Review of the effects on organizations and employees when the workforce is reduced and workload is increased.
2012
Jess Hennessey
Hewlett-Packard
1/1/2012 Business Communication OMGT 302
The Complete Effects of Decreased Full-Time Equivalencies on Budget and Productivity
Review of the effects on organizations and employees when the workforce is reduced and workload is increased.
2012
Jess Hennessey
Hewlett-Packard
1/1/2012
THE COMPLETE EFFECTS OF DECREASED FULL-TIME EQUIVALANCIES ON BUDGET AND PRODUCTIVITY
Prepared for
Human Resource Oversight Committee
Tomah Veterans Affairs Medical Center
Tomah, WI
Prepared by
Jessica Hennessey
Program Specialist
Performance Improvement/Risk Management
June 23, 2012
June 23, 2012
David Dechant
Human Resource Director
Tomah Veterans Affair Medical Center
500 East Veterans Street
Tomah, WI 54660
Dear Mr. Dechant:
The attached report, requested for the Human Resources Oversight Committee May 25, 2012, describes the fiscal and health related employee and organization costs involved in decreasing full-time equivalencies (FTE). I believe that you will find the results of the research useful in determining all risks and benefits inclusive to decreased workforce and increased individual workload.
Research for this report was designed to focus on the impact of decreased FTEs in the following areas: * Workforce health and well-being * Workplace morale and productivity * Potential additional organizational costs related to decreased workforce * Management techniques to use if downsizing in the workplace is inevitable
Primary research consisted of a workplace survey of three areas: Administration, Clerical Staff, and Frontline Staff. Secondary research sources included government publications, peer reviewed periodicals and books and
The Complete Effects of Decreased Full-Time Equivalencies on Budget and Productivity
Review of the effects on organizations and employees when the workforce is reduced and workload is increased.
2012
Jess Hennessey
Hewlett-Packard
1/1/2012 Business Communication OMGT 302
The Complete Effects of Decreased Full-Time Equivalencies on Budget and Productivity
Review of the effects on organizations and employees when the workforce is reduced and workload is increased.
2012
Jess Hennessey
Hewlett-Packard
1/1/2012
THE COMPLETE EFFECTS OF DECREASED FULL-TIME EQUIVALANCIES ON BUDGET AND PRODUCTIVITY
Prepared for
Human Resource Oversight Committee
Tomah Veterans Affairs Medical Center
Tomah, WI
Prepared by
Jessica Hennessey
Program Specialist
Performance Improvement/Risk Management
June 23, 2012
June 23, 2012
David Dechant
Human Resource Director
Tomah Veterans Affair Medical Center
500 East Veterans Street
Tomah, WI 54660
Dear Mr. Dechant:
The attached report, requested for the Human Resources Oversight Committee May 25, 2012, describes the fiscal and health related employee and organization costs involved in decreasing full-time equivalencies (FTE). I believe that you will find the results of the research useful in determining all risks and benefits inclusive to decreased workforce and increased individual workload.
Research for this report was designed to focus on the impact of decreased FTEs in the following areas: * Workforce health and well-being * Workplace morale and productivity * Potential additional organizational costs related to decreased workforce * Management techniques to use if downsizing in the workplace is inevitable
Primary research consisted of a workplace survey of three areas: Administration, Clerical Staff, and Frontline Staff. Secondary research sources included government publications, peer reviewed periodicals and books and
References: Schwartz, J (2004, September 5). Always on the job, employees pay with health. The New York Times. Retrieved from http://www.nytimes.com Brock, M., & Buckley, M Kaplan, J., Rouse, R., & Schuttler, R. (2010). Leadership coaching tip: Gut-wrenching decisions: How ethically do you behave in a crisis? Leadership Review, 10(1),1-4. Webster, T., & Bergman, B Mayton, S. (2011). Survivor coping. OD Practitioner, 43(1), 42-47.