Downsizing

TL;DR: In this article , the authors compare the politics and outcomes of restructuring policies focused on managing collective redundancies, and show that, after the mid-2000s, management came under increased pressure to reduce the cost of these plans.

Abstract: Abstract Chapter 3 compares the politics and outcomes of restructuring policies focused on managing collective redundancies. There were often strong social partnerships at the incumbent employers around the time of market liberalization and/or privatization, with generous voluntary redundancy and early retirement plans. However, after the mid-2000s, management came under increased pressure to reduce the cost of these plans. While broad industry trends were similar, the cases differed significantly in the scale and pace of cuts, the overall generosity of redundancy payments, as well as the form and outcome of associated labor conflict. Overall, where constraints on exit were stronger, employers adopted more social approaches to downsizing. However, each case shows change over time, as management sought to exploit loopholes and cut costs. Unions had success in countering these trends through collective voice where they were able to build solidarity across their membership, and to draw on broader forms of labor solidarity among unions and with other actors in civil society.