Essays on Qantas Position Downsizing Event Case Study

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The paper "Qantas Position Downsizing Event" is a perfect example of a business case study. In late February this year, Qantas announced that it will slash approximately 5000 jobs. This will be done over a period of three years. Qantas is an Australian airline that is very instrumental in serving both the domestic and international community (Cogan, 2013). It has even been described as the world’ s best airline in terms of customer service, safety and reliability. The decision to downsize positions for Qantas came as a result of a massive loss that had been incurred (Hume, 2014).

Qantas posted a loss of about $252 million. This happened over the period of six months ended December 31, 2014. The job positions to be downsized are of a wide range. This is from the management to non-operational jobs and other positions in maintenance. The Qantas top management also cited cutting of costs as another reason that drove them to the downsizing decision. This announcement elicited a mixture of reactions among the Qantas staff and the Australian government (Pearlman 2014). The top management however still sticks to its stand. Downsizing Overview In recent times, many states and countries have fallen victim to a poor economy.

The effects of a failing economy are far-felt in corporations and companies (Enhert, 2014). Companies, on their part, attempt to avoid the adverse effects of a poor economy by downsizing their job positions. Downsizing is generally the reduction of a company’ s personnel. Most companies, however, continue to downsize job positions even after the economy has recovered. Companies are therefore required to have lawful and justifiable reasons for downsizing. Different companies have cited a number of reasons for downsizing job positions.

The major reason for downsizing normally is to reduce operational costs as in the case of Qantas (Heasley, 2012). This mostly occurs when the market conditions are not conducive. Often, companies may merge or acquire subsidiaries. The result of this is the duplication of support staff. There, therefore, arises the need to downsize in order to cut down on the workforce (Gadolfi, 2006).

References

Part 1

Cogan, J. 2013, ‘Qantas Airways Announce another 1,000 Job Cuts’, World Socialist Web Site, 6 December, viewed 23 April,

Collins, B. 2014, ‘Qantas Cuts 5,000 Jobs, Slashes Routes and Puts New Planes on Hold’, Business Insider, 27 February, viewed 23 April,

Creedy, S. 2014, ‘Qantas to Slash 5000 Jobs as it Posts $252 Million First Half Loss’, The Australian, 27 February, viewed 23 April,

Edmond , C. 2013, ‘Qantas Layoffs a Sign of the Times’, The Australian Post, 05 December, viewed 23 April, http://www.hcamag.com/qantas-layoffs-a-sign-of-the-times-182194

Heasley, A. 2012, ‘Unions Join Forces against Qantas Plans to Downsize’, Business Day, 20 March, viewed 23 April, http://www.smh.com.au/businessday

Hume, A. 2014, ‘Qantas to close its Cairns Base amid Nationwide Downsizing’, The Cairns Post, 27 February, viewed 23 April, http://www.cairnspost.com.au/story-fnjpusyw- 12268397181117

Pearlman, J. 2014, ‘Qantas to Shed 5,000 Jobs’, The Telegraph, 27 February, viewed 23 April, http://www.telegraph.co.uk/transport

Sandilands, B. 2011, ‘For Qantas Staff, it’s Death by a Thousand Cuts’, The Crikey, 16 August, viewed 23 April, http://crikey.com/au/2011/08/qantas-restructuring-new-strategies

Part 2

Cameron, K. 2005, ‘Strategies for Successful Organizational Downsizing’, Human Resource Management, 33:477-500

Cascio, F. 2007, ‘Strategies for Possible Restructuring’, Academy of Management Executives, Vol. 16, pp 80-61.

Enhert, I. 2013, Organizational Behavior, Cengage Learning, New York.

Gadolfi, F. 2006, Corporate Downsizing Demystified, ICFAT Books, New York.

Griffin, R. 2013, Sustainability and Human Resource Management. Springer Science and Businesses, New York.

Manson, J. 2014, Downsizing Issues, Routledge, New York.

Sahlev, K. 2013, ‘Survivors Reactions to Downsizing’, The Importance of Human Resource Management Journal, vol. 13, No.4, pp 56-74.

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