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| macrogenics layoffs: The Washington Post Index , 2009 |
| macrogenics layoffs: Rock Me on the Water Ronald Brownstein, 2022-03-22 An electric story filled with gripping personalities, compelling backstage histories, and a clear message for the divided America of today: the forces that fear change can win for a time, but in America the future always gets the last word. A lyrical recreation of a magical moment.--Jake Tapper Now in paperback, an exceptional cultural history from Atlantic Senior Editor Ronald Brownstein--one of America's best political journalists (The Economist)--tells the kaleidoscopic story of one monumental year that marked the city of Los Angeles' creative peak, a glittering moment when popular culture was ahead of politics in predicting what America would become. Los Angeles in 1974 exerted more influence over popular culture than any other city in America. Los Angeles that year, in fact, dominated popular culture more than it ever had before, or would again. Working in film, recording, and television studios around Sunset Boulevard, living in Brentwood and Beverly Hills or amid the flickering lights of the Hollywood Hills, a cluster of transformative talents produced an explosion in popular culture which reflected the demographic, social, and cultural realities of a changing America. At a time when Richard Nixon won two presidential elections with a message of backlash against the social changes unleashed by the sixties, popular culture was ahead of politics in predicting what America would become. The early 1970s in Los Angeles was the time and the place where conservatives definitively lost the battle to control popular culture. Rock Me on the Water traces the confluence of movies, music, television, and politics in Los Angeles month by month through that transformative, magical year. Ronald Brownstein reveals how 1974 represented a confrontation between a massive younger generation intent on change, and a political order rooted in the status quo. Today, we are again witnessing a generational cultural divide. Brownstein shows how the voices resistant to change may win the political battle for a time, but they cannot hold back the future. |
| macrogenics layoffs: Biotechnology Law , 2003 |
| macrogenics layoffs: Stock Dividends United States. Federal Trade Commission, 1927 |
| macrogenics layoffs: The Disposable American Louis Uchitelle, 2007-04-10 A timely, eye-opening account from an award-winning reporter that reveals how layoffs in America are counterproductive and what companies can do to avoid them and help create jobs, benefiting workers, corporations, and the nation as a whole. “Effectively wrecks the claim that all this downsizing makes the country more productive, more competitive, more flexible…. A strong case that the whole middle class is at risk.” —The New York Times Layoffs have become a fact of life in today’s economy; initiated in the mid 1970s, they are now widely expected, and even accepted. It doesn’t have to be that way. In The Disposable American, Louis Uchitelle offers an eye-opening account of layoffs in America–how they started, their questionable necessity, and their devastating psychological impact on individuals at all income levels. Through portraits of both executives and workers at companies such as Stanley Works, United Airlines, and Citigroup, Uchitelle shows how layoffs are in fact counterproductive, rarely promoting efficiency or profitability in the long term. Recognizing that a global competitive economy makes tightening necessary, Uchitelle offers specific recommendations for government policies that would encourage companies to avoid layoffs and help create jobs. |
| macrogenics layoffs: Coping With Job Loss Carrie R. Leana, Daniel C. Feldman, 1992-04-20 This is an examination of the emotional and psychological effects of job loss along with practical strategies for coping. All kinds of layoffs, from plant closings, work slow downs, corporate downsizings, and mergers and acquisitions are discussed, illustrated with case studies of Pittsburgh steel workers and Florida Space Coast engineers. The authors document the turmoil that often follows layoffs and the ways that many laid-off workers have succeeded in putting their lives back together. They also evaluate available support services, including extended benefits, outplacement, and retraining programmes. |
| macrogenics layoffs: Corporate Executions Alan Downs, 1995 This expose offers the grim truth about layoffs, revealing that they are not the panacea companies had hoped for, and that many companies are financially worse off after a layoff. Downs gives managers, leaders, the laid-off, and the survivors a searingly honest look at the damage that's been done. |
| macrogenics layoffs: Leading After a Layoff: Reignite Your Team's Productivity...Quickly Ray Salemi, 2009-10-16 Help your team survive the damaging effects of a layoff Learn how to keep the company running and profitable--and your team motivated and happy Being laid off from a job can be devastating. The experience can be just as brutal for the manager of a surviving team. You need to lead your team to higher productivity just as low morale, survivor guilt, and confusion are at their peak. You need a twelve-week program that brings your team back to life and makes them less vulnerable to layoffs! With Ray Salemi's twelve-week recovery plan, you'll learn the secrets of bringing employees back from the organizational-and emotional-turmoil of downsizing. Rebuild Trust: Create a bond of loyalty with your team members that can't be affected by layoffs. Survey the Damage: Assess the needs of the department and company. Lead So Others Will Follow: Help your team take ownership of its recovery and place in the organization. Foster Emotional Recovery: Help your team members heal themselves with simple techniques. Let Salemi mentor and guide you through the step-by-step development plan that takes groups in complete disarray and rebuilds them into highly functioning teams. |
| macrogenics layoffs: Permanent Mass Layoffs and Plant Closings , 1987 |
| macrogenics layoffs: Healing the Wounds David M. Noer, 2009-08-31 From the founder of layoff survivor sickness an updated edition of a book for today's downsized workforce Thoroughly revised and updated, David Noer's classic book about downsized organizations has never been more relevant. Reports of the most recent layoffs are making the front pages of our newspapers with frightening regularity. And massive downsizing continues to reshape the face of American business. But what about those who remain behind? Healing the Wounds provides an antidote to the widespread malaise on the American business scene left in the wake of workforce reductions. Drawing on case studies and original research, David M. Noer-an expert frequently quoted in major media such as The Wall Street Journal and Fortune on the topic of layoffs and layoff survivor sickness-provides executives, human resource professionals, managers, and consultants with an original model and clear guidelines for revitalizing downsized organizations and the employees left behind. Offers thoroughly revised edition of a book about layoffs and those who are left behind Filled with relevant case studies and recent research Written by David Noer an acclaimed expert on the topic Gives employers much-needed guidance for revitalizing downsized companies |
| macrogenics layoffs: Mass Layoffs in ... , 1990 |
| macrogenics layoffs: Layoffs and Survivors' Career Motivation Kevin G. Fowke, 1998 Examines the effects of redundancies on those who remain in the downsized organization. |
| macrogenics layoffs: Layoffs, Lemons, Race, and Gender Luojia Hu, Christopher Taber, 2005 This paper expands on Gibbons and Katz (1991) by looking at how the difference in wage losses across plant closing and layoff varies with race and gender. We find that the differences between white males and the other groups are striking and complex. The lemons effect of layoff holds for white males as in Gibbons and Katz model, but not for the other three demographic groups (white females, black females, and black males). These three all experience a greater decline in earnings at plant closings than at layoffs. This results from two reinforcing effects. First, plant closings have substantially more negative effects on minorities than on whites. Second, layoffs seem to have more negative consequences for white men than the other groups. We also find that the relative wage losses of blacks following layoffs increased after the Civil Rights Act of 1991 which we take as suggestive of an informational effect of layoff as in Gibbons and Katz. The results are suggestive that the large losses that African Americans experience at plant closing could result from heterogeneity in taste discrimination across firms. |
| macrogenics layoffs: Layoffs Daniel B. Cornfield, 1980 |
| macrogenics layoffs: Mortality, Mass-layoffs, and Career Outcomes Daniel Sullivan, Daniel Gerard Sullivan, Till von Wachter, 2007 This paper uses administrative data on quarterly employment and earnings matched to death records to estimate the effects of job displacement on mortality. We find that job displacement leads to a 15-20% increase in death rates during the following 20 years. If such increases were sustained beyond this period, they would imply a loss in life expectancy of about 1.5 years for a worker displaced at age 40. These results are robust to extensive controls for sorting and selection, and are consistent with estimates of the effects of job loss on mortality pooling displaced workers and stayers that are not affected by selective job displacement. To examine the channels through which mass layoffs raise mortality, we exploit the panel nature of our data -- covering over 15 years of earnings -- to analyze the correlation of long-run career outcomes, such as the mean and standard deviation of earnings, with mortality at the individual and group level, something not possible with typical data sets. Our findings suggest that factors correlated with a decrease in mean earnings and a rise in standard deviation of earnings have the potential to explain an important fraction of the effect of a job displacement on mortality. |
| macrogenics layoffs: Plant Relocations and Layoffs Study Committee Positive Approach Report Connecticut. Committee to Study the Issue of Plant Relocations and Layoffs, 1982 |
| macrogenics layoffs: Leading After a Layoff Ray Salemi, 2005-01 Managers dealing with a layoff are fighting the twin forces of employee discontent and upper management pressure. The surviving employees must grapple with the emotions of shock, fear and betrayal, while upper management pushes for immediate results so they can declare the redundancy programme a success. |
| macrogenics layoffs: Layoffs and Labor Hoarding Clive Bull, 1984 |
| macrogenics layoffs: Involuntary Layoffs in a Model with Asymmetric Information Concerning Worker Ability Derek Laing, 1991 |
| macrogenics layoffs: Surviving a Layoff Harry S. Dahlstrom, 2004-01-01 |
| macrogenics layoffs: Layoffs and Lemons Robert Gibbons, Lawrence F. Katz, 1989 In this paper we provide theoretical and empirical analyses of an asymmetric-information model of layoffs in which the current employer is better informed about its workers' abilities than prospective employers are. The key feature of the model is that when firms have discretion with respect to whom to lay off, the market infers that laid-off workers are of low ability. Since no such negative inference should be attached o workers displaced in a plant closing, our model predicts that the postdisplacement wages of otherwise observationally equivalent workers will be higher for those displaced by plant closings than for those displaced by layoffs. An extension of our model predicts that the average postdisplacement unemployment spell of otherwise observationally equivalent workers will be shorter for those displaced by plant closings than for those displaced by layoffs. In our empirical work, we use data from the Displaced Workers Supplements in the January 1984 and 1986 Current Population Surveys. We find that the evidence (with respect to both re-employment wages and postdisplacement unemployment duration) is consistent with the idea that laid off workers are viewed less favorably by the market than are those losing jobs in plant closings. Our findings are much stronger for workers laid off from jobs where employers have discretion over whom to lay off. |
| macrogenics layoffs: Industrial Inefficiency and Downsizing Matthew B. Krepps, Amy Bertin Candell, 1997 First Published in 1997. Routledge is an imprint of Taylor & Francis, an informa company. |
| macrogenics layoffs: Regulating Plant Closings and Mass Layoffs G. John Tysse, 1986 |
| macrogenics layoffs: Organizational Repercussions of Personnel Cutbacks Mauritz David Blonder, 1976 |
| macrogenics layoffs: Directory of Plant Closings and Mass Layoffs Using Labor-management Adjustment Committees Roger Comer, 1992 |
| macrogenics layoffs: Layoffs Hayden Van Der Post, Reactive Publishing, 2025-03-06 Reactive Publishing A Strategic Guide to Workforce Reductions for HR and Business Leaders Layoffs are inevitable-but how they're handled defines a company's future. HR professionals, business leaders, and executives must navigate layoffs with precision, balancing cost-cutting measures with legal risks, employee morale, and corporate reputation. Layoffs: The Corporate Playbook provides a step-by-step framework for executing layoffs effectively, ethically, and strategically. What You'll Learn: Strategic Workforce Planning - How to align layoffs with long-term business objectives. Legal & Compliance Considerations - Key employment laws, severance policies, and risk mitigation strategies. Financial Implications - How layoffs impact the balance sheet, stock price, and investor confidence. Change Management & Communication - Best practices for delivering layoff news, maintaining trust, and preserving company culture. The HR Playbook - How to design severance packages, handle outplacement services, and support remaining employees. Rebuilding After Layoffs - Strategies to boost morale, retain top talent, and drive business recovery. Who This Book Is For: HR professionals designing and executing reduction plans. Business leaders balancing cost efficiency with employee well-being. Executives looking to protect company reputation and long-term success. Legal and compliance teams navigating employment law considerations. Layoffs are more than just cost-cutting-they're about people, processes, and the future of the business. Get Layoffs: The Corporate Playbook today and master the art of workforce reductions with confidence. |
| macrogenics layoffs: Why Big Companies Turn to Layoffs Jakk H Williams, 2024-02 In turbulent times, knee-jerk layoffs seem the default move for struggling big companies to cut costs and protect profits. But are mass job cuts really the only option for leaders facing economic headwinds? In his empowering new book, Why Big Companies Turn to Layoffs, acclaimed business growth strategist Jakk H. Williams unveils smarter workforce strategies for uncertain environments. With insights from decades of advising top Fortune 500 firms, Williams provides a tactical playbook for executives seeking alternatives to morale-crushing downsizings. From retraining programs to temporary compensation reductions, Williams outlines creative solutions that tap hidden potential within workforces while preparing companies for the rebound. He presents compelling cases for investing in employees, even during downturns-the counterintuitive but proven path to long-term competitive advantage. With energizing stories, research, and visionary guidance, Why Big Companies Turn to Layoffs equips leaders to build resilient, united organizations ready to flourish when growth returns. Williams offers hope, wisdom and practical approaches to transform uncertainty into opportunity. |
| macrogenics layoffs: Layoffs David Rosales, 2010 |
| macrogenics layoffs: Mortality, Mass-Layoffs, and Career Outcomes Daniel G. Sullivan, 2010 Seemingly short-term labor market shocks, such as job displacements, can have persistent effects on workers' earnings, employment, job stability, consumption, and access to health insurance. A long literature suggests such changes in workers' socioeconomic conditions can have potentially important effects on health outcomes, but existing studies associating job loss to health status face several problems of measurement and identification. This paper uses a large longitudinal administrative data set of quarterly earnings and employer records matched to information on individual mortality outcomes to estimate the long-term effect of a job loss during a mass layoff on mortality. We find that a job loss leads to a 15-20% increase in the probability of dying in the 20 years following a job loss. The initial and the long-run responses are particular pronounced. |
| macrogenics layoffs: The Headcount Solution N. Fredric Crandall, Marc J. Wallace, 2003-01 Most organizations find themselves faced with the difficult task of downsizing at some point in their life cycle. The Headcount Solution is the only book that offers managers both alternatives to downsizing and the practical steps necessary to carry out layoffs with fairness and compassion. Including best practices from major public and private corporations, this practical guide offers effective cost-cutting measures and explains how to rebuild employee morale and motivation after a downsizing. This groundbreaking book introduces you to a new kind of management thinking that will allow your company to reduce costs but also sustain a competitive advantage, now and in the future. |
| macrogenics layoffs: Surviving a Layoff Harry Dahlstrom, 2025-03 |
| macrogenics layoffs: The Effects of Mass Layoffs on the Surviving Employees Susanne Rutishauser, 1994 |
| macrogenics layoffs: Do Employees Regard Wage Cuts and Layoffs as Opportunistic? John David Simpson, 1991 |
| macrogenics layoffs: Permanent Mass Layoffs and Plant Closings Rosalind Greenstein, Wisconsin. Employment and Training Services Division, 1987 |
| macrogenics layoffs: Downsizing in America William J. Baumol, Alan S. Blinder, Edward N. Wolff, 2003-06-26 In the 1980s and early 1990s, a substantial number of U.S. companies announced major restructuring and downsizing. But we don't know exactly what changes in the U.S. and global economy triggered this phenomenon. Little research has been done on the underlying causes of downsizing. Did companies actually reduce the size of their workforces, or did they simply change the composition of their workforces by firing some kinds of workers and hiring others? Downsizing in America, one of the most comprehensive analyses of the subject to date, confronts all these questions, exploring three main issues: the extent to which firms actually downsized, the factors that triggered changes in firm size, and the consequences of downsizing. The authors show that much of the conventional wisdom regarding the spate of downsizing in the 1980s and 1990s is inaccurate. Nearly half of the large firms that announced major layoffs subsequently increased their workforce by more than 10 percent within two or three years. The only arena in which downsizing predominated appears to be the manufacturing sector-less than 20 percent of the U.S. workforce. Downsizing in America offers a range of compelling hypotheses to account for adoption of downsizing as an accepted business practice. In the short run, many companies experiencing difficulties due to decreased sales, cash flow problems, or declining securities prices reduced their workforces temporarily, expanding them again when business conditions improved. The most significant trigger leading to long-term downsizing was the rapid change in technology. Companies rid themselves of their least skilled workers and subsequently hired employees who were better prepared to work with new technology, which in some sectors reduced the size of firm at which production is most efficient. Baumol, Blinder, and Wolff also reveal what they call the dirty little secret of downsizing: it is profitable in part because it holds down wages. Downsizing in America shows that reducing employee rolls increased profits, since downsizing firms spent less money on wages relative to output, but it did not increase productivity. Nor did unions impede downsizing. The authors show that unionized industries were actually more likely to downsize in order to eliminate expensive union labor. In sum, downsizing transferred income from labor to capital-from workers to owners |
| macrogenics layoffs: Plant Closings and Economic Dislocation Jeanne P. Gordus, Paul Jarley, Louis A. Ferman, 1981 Case studies of 27 plant shutdowns during the past two decades are summarized and analyzed. The organization of this research summary follows the plant-closing event in a chronological fashion. In the first section is considered the state of plant-closing research and the concerns and options of the groups involved in a shutdown. A second chapter views the management decision in a series of economic contexts: international, national, and local. Next, the immediate and intermediate responses of management, the union or unions, and the community are considered, together with some related material about recent state and federal legislative initiatives and a brief outline of how European countries respond to economic dislocation. The second half of the volume (chapters 4-6) is concerned with the experiences of the displaced workers, their job search behaviors and subsequent labor market experiences, their participation in programs designed to facilitate reemployment and the outcomes of those programs, and the effects of job loss on mental health. A concluding section reflects upon the aims and objectives set out earlier and proposes concrete research projects as well as a general research agenda. It also summarizes the research findings and outlines the implications for policy and practice. (YLB) |
| macrogenics layoffs: Layoffs Emilio DiMattia, 1991 |
| macrogenics layoffs: An Organizational Justice Analysis of the Effects of a White-collar Layoff Caroline L. Weber, Kimberley D. Sanders, 1993 |
| macrogenics layoffs: The Quest for Better Layoffs Carmen Noble, 2015 |
| macrogenics layoffs: Changes in a Psychological Contract After a Layoff Min-su Kim, 2002 |
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