Flint Douglas H
Faculty of Administration, University of New Brunswick, Fredericton, Canada.
J Health Organ Manag. 2003;17(6):438-56. doi: 10.1108/14777260310506597.
This study has two objectives. First, to predict the outcomes of a public sector downsizing; second to measure effects of downsizing at organizational and inter-organizational levels. Primary data to assess the organizational level effects was collected through interviews with senior executives at two of Metro-Toronto's hospitals. Secondary data, to assess the inter-organizational effects, was collected from government documents and media reports. Due to the exploratory nature of the study's objectives a case study method was employed. Most institutional downsizing practices aligned with successful outcomes. Procedures involved at the inter-organizational level aligned with unsuccessful outcomes and negated organizational initiatives. This resulted in an overall alignment with unsuccessful procedures. The implication, based on private sector downsizings, is that the post-downsized hospital system was more costly and less effective.
本研究有两个目标。其一，预测公共部门裁员的结果；其二，衡量裁员在组织层面和组织间层面的影响。用于评估组织层面影响的原始数据是通过对大多伦多地区两家医院的高级管理人员进行访谈收集的。用于评估组织间影响的二手数据则是从政府文件和媒体报道中收集的。由于研究目标具有探索性，因此采用了案例研究方法。大多数机构裁员做法与成功结果相符。组织间层面所涉及的程序与不成功的结果相符，并否定了组织倡议。这导致总体上与不成功的程序相符。基于私营部门裁员情况，这意味着裁员后的医院系统成本更高且效率更低。
