ORGANIZATIONAL BEHAVIOR TERM PAPER ON

EMPLOYEE CHALLENGES FACED BY THE COMPANIES DURING DOWNTURN

INTRODUCTION:
Companies across industries and around the world are dealing with the declining state of the global economy, layoffs, unemployment, and the credit crunch. There are many challenges faced by the employers and the employees of the company during downturn period. The role of the Human Resource Manager is evolving with the change in competitive market environment and the realization that Human Resource Management must play a more strategic role in the success of an organization. Organizations that do not put their emphasis on attracting and retaining talents may find themselves in dire consequences, as their competitors may be outplaying them

in the strategic employment of their human resources. With the increase in competition, locally or globally, organizations must become more adaptable, resilient, agile, and customer-focused to succeed. And within this change in environment, the HR professional has to evolve to become a strategic partner, an employee sponsor or advocate, and a change mentor within the organization.

Workplace Diversity
According to Thomas (1992), dimensions of workplace diversity include, but are not limited to: age, ethnicity, ancestry, gender, physical abilities/qualities, race, sexual orientation, educational background, geographic location, income, marital status, military experience, religious beliefs, parental status, and work experience.

The Challenges of Workplace Diversity

The future success of any organizations relies on the ability to manage a diverse body of talent that can bring innovative ideas, perspectives and views to their work. The challenge and problems faced of workplace diversity can be turned into a strategic organizational asset if an organization is able to capitalize on this melting pot of diverse talents. With the mixture of talents of diverse cultural backgrounds, genders, ages and lifestyles, an organization can respond to business opportunities more rapidly and creatively, especially in the global arena (Cox, 1993),

which must be one of the important organisational goals to be attained. More importantly, if the organizational environment does not support diversity broadly, one risks losing talent to competitors. This is especially true for multinational companies (MNCs) who have operations on a global scale and employ people of different countries, ethical and cultural backgrounds. Thus, a HR manager needs to be mindful and may employ a Think Global, Act Local approach in most circumstances. The challenge of workplace diversity is also prevalent amongst Singapores Small and Medium Enterprises (SMEs). With a population of only four million people and the nations strive towards high technology and knowledge-based economy; foreign talents are lured to share their expertise in these areas. Thus, many local HR managers have to undergo culturalbased Human Resource Management training to further their abilities to motivate a group of professional that are highly qualified but culturally diverse. Furthermore, the HR professional must assure the local professionals that these foreign talents are not a threat to their career advancement (Toh, 1993). In many ways, the effectiveness of workplace diversity management is dependent on the skilful balancing act of the HR manager. One of the main reasons for ineffective workplace diversity management is the predisposition to pigeonhole employees, placing them in a different silo based on their diversity profile (Thomas, 1992). In the real world, diversity cannot be easily categorized and those organizations that respond to human complexity by leveraging the talents of a broad workforce will be the most effective in growing their businesses and their customer base.

HRM FUNCTION:
The recession is about the creative Human Resources Management. The HRM Function is asked to bring new ideas, to change the HRM Processes and to develop or change the procedures. And this effort has to be cheap or it has to cut the costs of the or ganization. The HRM Innovation is easy in times of the business growth, but the recession is not good for big innovative HRM Initiatives.

The HR Management has to focus on unpopular innovations during the recession as the role of HR during the recession is to save money to the organization. The senior management expects all the support functions to bring innovative ideas and solutions which will lead to stronger organization, when the next growth era comes.

The point has to be focused by HR management during recession are as follows: To optimize the manpower strength. To take strategic initiatives to increase the productivity and efficiency of the entire organization. To work on compensation benefits. Redesign training and development programs. On the other hand the HR Management has to find some innovative solutions during the recession like,

To identify the real key employees and to intact them in the organization To identify the real top potentials and to strengthen their development program

The HR Management has to have priorities in mind and the strategic impact of the HRM Innovations in the recession time. The role of the HR Management is not to minimize the costs for the time being, but to make the organization stronger and ready for the future growth. How to intact the employee during recession:

Here is how to keep the employees with you and away from your competitors during tough economic times.: Differentiate Between Your Good and Average Employees

 Redirect Your Employees to Other Departments (Job Rotation) Listen To Your Employees Keep Them Motivated and Busy (Communicate-Communicate and Communicate) Show them the long term vision The above steps will enable the employer to hold its team together during a recession, and will even make bond between all of you stronger. Employees should be motivated enough to stick to the employer during tough times and put in the extra effort required for the organization growth.

The other work place diversity management are:

THEY ARE:-

Planning a Mentoring ProgramOne of the best ways to handle workplace diversity issues is through initiating a Diversity Mentoring Program. This could entail involving different departmental managers in a mentoring program to coach and provide feedback to employees who are different from them. In order for the program to run successfully, it is wise to provide practical training for these managers or seek help from consultants and experts in this field. Usually, such a program will encourage organizations members to air their opinions and learn how to resolve conflicts due to their diversity. More importantly, the purpose of a Diversity Mentoring Program seeks to encourage members to move beyond their own cultural frame of reference to recognize and take full advantage of the productivity potential inherent in a diverse population.

Organizing Talents Strategically-

Many companies are now realizing the advantages of a diverse workplace. As more and more companies are going global in their market expansions either physically or virtually (for example, E-commerce-related companies), there is a necessity to employ diverse talents to understand the various niches of the market. For example, when China was opening up its markets and exporting their products globally in the late 1980s, the Chinese companies (such as Chinas electronic giants such as Haier) were seeking the marketing expertise of Singaporeans. This is because Singapores marketing talents were able to understand the local China markets relatively well (almost 75% of Singaporeans are of Chinese descent) and as well as being attuned to the markets in the West due to Singapores open economic policies and English language abilities. (Toh, R, 1993) With this trend in place, a HR Manager must be able to organize the pool of diverse talents strategically for the organization. He/She must consider how a diverse workforce can enable the company to attain new markets and other organizational goals in order to harness the full potential of workplace diversity. An organization that sees the existence of a diverse workforce as an organizational asset rather than a liability would indirectly help the organization to positively take in its stride some of the less positive aspects of workforce diversity.

Leading the TalkA HR Manager needs to advocate a diverse workforce by making diversity evident at all organizational levels. Otherwise, some employees will quickly conclude that there is no future for them in the company. As the HR Manager, it is pertinent to show respect for diversity issues and promote clear and positive responses to them. He/She must also show a high level of commitment and be able to resolve issues of workplace diversity in an ethical and responsible manner.

Control and Measure Results-

A HR Manager must conduct regular organizational assessments on issues like pay, benefits, work environment, management and promotional opportunities to assess the progress over the long term. There is also a need to develop appropriate measuring tools to measure the impact of diversity initiatives at the organization through organization-wide feedback surveys and other methods. Without proper control and evaluation, some of these diversity initiatives may just fizzle out, without resolving any real problems that may surface due to workplace diversity.

Motivational Approaches
Workplace motivation can be defined as the influence that makes us do things to achieve organizational goals: this is a result of our individual needs being satisfied (or met) so that we are motivated to complete organizational tasks effectively. As these needs vary from person to person, an organization must be able to utilize different motivational tools to encourage their employees to put in the required effort and increase productivity for the company. Why do we need motivated employees? The answer is survival (Smith, 1994). In our changing workplace and competitive market environments, motivated employees and their contributions are the necessary currency for an organizations survival and success. Motivational factors in an organizational context include working environment, job characteristics, appropriate organizational reward system and so on. The development of an appropriate organizational reward system is probably one of the strongest motivational factors. This can influence both job satisfaction and employee motivation. The reward system affects job satisfaction by making the employee more comfortable and contented as a result of the rewards received. The reward system influences motivation primarily through the perceived value of the rewards and their contingency on performance (Hickins, 1998). To be effective, an organizational reward system should be based on sound understanding of the motivation of people at work. In this paper, I will be touching on the one of the more popular methods of reward systems, gain-sharing.

Gain-sharing:

Gain-sharing programs generally refer to incentive plans that involve employees in a common effort to improve organizational performance, and are based on the concept that the resulting incremental economic gains are shared among employees and the company. In most cases, workers voluntarily participate in management to accept responsibility for major reforms. This type of pay is based on factors directly under a workers control (i.e., productivity or costs). Gains are measured and distributions are made frequently through a predetermined formula. Because this pay is only implemented when gains are achieved, gain-sharing plans do not adversely affect company costs (Paulsen, 1991).

Managing Gain-sharing
In order for a gain-sharing program that meets the minimum requirements for success to be in place, Paulsen (1991) and Boyett (1988) have suggested a few pointers in the effective management of a gain-sharing program. They are as follows:
y

A HR manager must ensure that the people who will be participating in the plan are influencing the performance measured by the gain-sharing formula in a significant way by changes in their day-to-day behavior. The main idea of the gain sharing is to motivate members to increase productivity through their behavioral changes and working attitudes. If the increase in the performance measurement was due to external factors, then it would have defeated the purpose of having a gain-sharing program.

An effective manager must ensure that the gain-sharing targets are challenging but legitimate and attainable. In addition, the targets should be specific and challenging but reasonable and justifiable given the historical performance, the business strategy and the competitive environment. If the gain-sharing participants perceive the target as an impossibility and are not motivated at all, the whole program will be a disaster.

A manager must provide useful feedback as a guidance to the gain-sharing participants concerning how they need to change their behavior(s) to realize gain-sharing payouts The

feedback should be frequent, objective and clearly based on the members performance in relation to the gain-sharing target.
y

A manager must have an effective mechanism in place to allow gain-sharing participants to initiate changes in work procedures and methods and/or requesting new or additional resources such as new technology to improve performance and realize gains. Though a manager must have a tight control of companys resources, reasonable and justifiable requests for additional resources and/or changes in work methods from gain-sharing participants should be considered.

Executive Information Systems

Executive Information System (EIS) is the most common term used for the unified collections of computer hardware and software that track the essential data of a business' daily performance and present it to managers as an aid to their planning and decision-making (Choo, 1991). With an EIS in place, a company can track inventory, sales, and receivables, compare today's data with historical patterns. In addition, an EIS will aid in spotting significant variations from "normal" trends almost as soon as it develops, giving the company the maximum amount of time to make decisions and implement required changes to put your business back on the right track. This would enable EIS to be a useful tool in an organizations strategic planning, as well as day-today management (Laudon, K and Laudon, J, 2003).

Managing EIS
As information is the basis of decision-making in an organization, there lies a great need for effective managerial control. A good control system would ensure the communication of the right information at the right time and relayed to the right people to take prompt actions. When managing an Executive Information System, a HR manager must first find out exactly what information decision-makers would like to have available in the field of human resource management, and then to include it in the EIS. This is because having people simply use an EIS that lacks critical information is of no value-add to the organization. In addition, the manager

must ensure that the use of information technology has to be brought into alignment with strategic business goals (Laudon, K and Laudon, J, 2003).

Through opening up a dialogue about the challenging time the business may be facing will enable you to ensure that ones team:
   

understands the decisions you are making and the reasons for them will be able to identify what these changes mean for them and their roles will be better equipped to explain any changes to clients or business partners And will undoubtedly be able to share ideas and suggestions they have for managing through tough times.

Points focused to keep staff engaged during a downturn:



 

Employee engagement is as crucial during times of economic downturn as it is during periods of stability. The financial performance of companies with highly engaged employees outstrips others on the three key financial measures of operating income, net income growth and earnings per-share. Leadership, career advancement opportunities and customer focus are more vital in a downturn, as are innovative products and services and corporate social responsibility (CSR) policies. Honesty and an open-door policy works best when times are tough and prevent the spreading of damaging rumors. Employees should continue to be given access to opportunities to develop their skills via external training or learnings.

During disturbing times, strategic recognition targets each of the challenges with mechanisms to acknowledge and reward performance, personal achievement, and team successes. The recognition program should also be used to reiterate core company messages such as key goals and the mission to keep staff focused on achievable targets. By using the tool to encourage team members in a stressful time, company leaders communicate clearly their commitment to the well-being and future of the employees. Strategically applying employee recognition across an organization can address three common issues:

 Survivors guilt Those remaining on the payroll after a round of layoffs often feel guilty about surviving the axe. They typically need additional reinforcement of the value of their work to help them justify their status in the group.

 More work, less motivation The survivors are also paying close attention to how management handles the layoff and subsequent redistribution of the work. With more tasks on each employees desk, managers need a way to encourage strong individual performance.

 Rampant rumor mill The inevitable rumors of additional layoffs or restructuring further contributes to productivity and motivation challenges. Teams often suffer the most with rumors fueling backstabbing and protection of individual tasks over team goals.

 Most staff want to know first and foremost that their jobs are secure and there is no better way to reassure them than by adding or enhancing existing non-cash benefits, involving them in company problem solving, open and honest communication as well as recognizing and rewarding success

In these tough economic times, organizations and employees are highly susceptible to the most common, yet misunderstood features of working life - change and stress. Recessionary economies demand an organization must adapt quickly to shifting markets and customer needs. For this to happen employees must be equally responsive and adaptable to each fluctuation in the marketplace. Clearly, if personnel are either resistant to this change or 'stressed out' from recent restructuring, they will not be able to keep the organization competitive, effective and cost-efficient. With many companies downsizing and restructuring, the remaining employees are subject to an overwhelming number of adjustments -- new job descriptions, new procedures, increased workloads, identifying new markets, retaining market share and possibly, an overwhelming concern for their future. Employees under the burden of excessive change from restructuring do not work as effectively or efficiently. Over time the stress can contribute to an increase in personnel costs. This occurs when the ongoing pressure of change exceeds an individuals coping abilities. The typical result is: * Higher absenteeism * On-the-job accidents * Longer and more frequent sick leave * Conflicts between workers and/or management * Inability to adapt to new operating conditions Studies indicate that the cost of stress to Canadian business is $13 billion annually. In today's business climate controlling these costs may be crucial to survival. A recessionary management

strategy must address employee stress by identifying the best methodology for implementing changes. Understanding the relationship between stress and change is the first step. The most common misconception is that stress is completely bad for you. In fact, stress is an essential component of life that makes us function and perform our best. But the stress needs to be at a level that we can handle. When our stress level is in our optimum range we have a level of stimulation and activity that helps us perform our best. Positive stress is the catalyst for growth, learning, achievement and personal contentment. A problem arises when stress exceeds a persons capacity to manage and cope. This is negative stress and it directly inhibits performance at work. We are all creatures of habit and if we are 'jarred' out of our comfort zone, negative stress is created. It is human nature to resist change -- to try and maintain a method, approach or attitude to which we've grown accustomed. We all tend to embrace that which is familiar and routine, partly because we usually know the outcome. It is our 'path of least resistance' because we don't have to learn something new, make silly mistakes or feel awkward while we get to know a new system. We all remember the awkwardness, discomfort and stress of being new on the job. We are usually impatient to get to know exactly what we are doing and master the day-to-day routine. Later through repetition, everything becomes automatic and we perform our duties easily with little conscious effort. We have established our comfort zone. But, if that routine is disrupted, we are jolted back to that awkward stage. Our boss's expectations may be unclear, our roles less defined and we become unsure of just what it takes to do a good job. So the dilemma for managers is to ease the impact of work place changes and lessen the stress it creates in all personnel. The challenge of managing in these times is twofold: * How can we manage and implement the changes necessary in our organizations to reflect the needs of customers and maintain a motivated, productive work force? * How can we prepare employees to adapt and accept constant change, so that the organization is responsive and aligned to the marketplace? This undertaking applies to all types of organizations. For example, there is increasing pressure on our government administrations to provide better service at a lower cost to taxpayers. Community service and health organizations must continually adapt to a decreasing funding base

to meet their user's needs. Clearly, change and stress are a common obstacle to organizational and personal achievement.

Five part process:

For organizations who have restructured or those considering such action, a five part process for managing the implementation changes and the stress of personnel, should be considered:

1) Communication:
Fear of the unknown is at the core of everyone's reaction to change. Management's communication style needs to be factual, open, frequent and clear so that speculation and anxiety is minimized.

2) Participation:
High stress is related to the feeling of having no control or say in decisions that effect your life. By assuming a participative style, personnel will feel a sense of 'ownership' for some decisions and the results that occur. Independent, closed door management practices have been proven to generate resentment and lower motivation.

3) Knowledge:
Management and personnel alike should understand the characteristics of change and stress. Only when the sources, causes and symptoms are known can corrective action be taken to diminish the impact. Self-awareness empowers each employee to recognize behaviour related to change and stress and apply a sound planning or problem-solving system.

4) Goal Setting:
In times of organizational change all personnel need to develop clear achievable goals. This process clarifies and matches expectations and provides an overall guide for all activities. Included in these objectives should be specific goals for staff to develop change/stress management skills and attitudes.

5) Recognition:
Since employees may be unsure of their new roles in a changed organization (or wonder if their old job is still the same), full recognition of individual achievement is necessary. As personnel

and/or departments reach their objectives, a concerted effort to reaffirm the results and approach eases feelings of discomfort and motivates additional action. To apply these principles to your organization you need not have gone through or be planning dramatic changes. Even when the work environment is fairly constant, these five steps can provide for your personnel an 'oasis of comfort' from the struggle of today's economy. A successful change management/stress reduction plan will enable all personnel to perform better and give your organization the ability to respond and adapt to our changing economic, social and political climate. The efforts are cost effective through the savings in employee health costs, increased productivity and enhanced motivation. If it is true that the only constant in today's world is change, then developing a strategy to manage change is integral to your organizations success.

Job redundancies, layoffs, and harsh messages need sensitive handling. Recession also opens up opportunities.
Every business has its cycles & so do economies. Jobs are becoming redundant, business are going bankrupt, lots of talent has no where to go and needless to say life for HR is not he same anymore. Let us just say it is becoming more exiting & challenging. The current economy is for the strong hearted and the HR needs to support the business like it never did before. It is easier to do things when things are moving up. There are budgets, there are people and everything is shining. But when the confidence in economies shake, organizations needs a robust HR agenda to save the day.

The top 10 focus for HR in the troubles times:

1. Retention: Employees in these scenarios are confused & insecured. They are not sure if they must continue with their current employer to shift to another job? They are more chances of them sticking around, but that does not necessarily mean they are engaged. The key to having them as productive employees is by keeping them engaged, engrossed, connected to the organization. Use their skills to train other team members, get them involved in process improvisation, get them trained and certified. Sharpening the saw is the key here! Find alternate areas they can be deployed, run through their resumes & career aspiration (though might not always meet the right match). The least must be careful about is attrition because your business can not afford to loose talent & incur costs on hiring new talent.

2. Keeping leadership informedAs HR professionals you must be the eyes & ears of the management in the industry. Attend HR forms, get the pulse of market & feed the information back to the leadership, stay connected. Understanding what competitors & similar organizations are doing can bring in new perspective & help plan strategies. Not all solutions that managements come up with are best. That is where your perspective is needed. For example: help the leadership understand the costs that would be incurred on account of layoffs. 3. InnovationIn some economies like India employees have got used to massive hikes, annual promotion and perks. Continuing them in this scenario can prove to be expensive and discontinuing them can prove to be equally expensive since you would now have a set of disgruntled employees. The challenge here is to ensure that we are able to balance the expectation & the costs. Time to think innovatively.. out of the box! Instead of laying employees off check on the option of keeping them on pay-cuts. Revise the salary structures and make them more incentive based, increase the percentage of variable salary in total compensation, find cost effective ways of fun @ work & employee engagement. Keep innovating! 4. NetworkNow that the work is moving slowly, use this opportunity to get in touch with our old colleagues & friends to understand fro them what their organizations are upto. Connect back with the vendors and service providers to stay updated on their service status. You can avoid surprises this way! 5. HiringNow is the time to find out the most critical positions that you had which were never filled either due to non-availability of talent or due to high compensation expectations. With organisations putting up the For Sale board, several resumes are floating on the job portals and salary expectation is now within your reach. Check if there is a real demand for these people and whether its worth the investment. If yes, there is no better time than this to hire! 6. Saving on costseveryone in the market is facing the slump. At this stage, cutting extra costs & getting better deals brings instant cost saving without compromising on the service offerings. Get involved in the cost discussions with your service providers. You are sure to get better deals with job portals, recruitment agencies, screening vendors etc. Time for some service shopping at good bargains!! 7. Pending projectsWhile work is slowing down everywhere, HR needs to ensure they are busy with productive work. You always complained that you never get time to do the good projects and all you try to do is to out on hold & is pending completion due to other work pressure. So pick up those projects. Finish the Competency mapping exercise, that processes documentation which you left half way, succession planning since business leads now have time to spare, and revamp the recruitment tests papers which are outdated (if any). Use this time to get the house in order so that when the scene changes you are all charged up & ready to face the challenges. 8. Align the HR process to new business needsYour business teams always wanted you to re-look at some process but you never had the bandwidth. Take a closer look at tem now and get those leads involved. While you draft the process, remember, they use it. Do all you need to- Tweaking induction process, exit process and have the stakeholders buy-in.

9. Smooth ExitsBe prepared for some exits. Make sure that while the tough call is being taken, the process is not messy. Lay-off has probably already earned you some bad name, to add to this, a messy process can only do more damage. Make sure the people are dealt with sensitively. Ensure smooth exists, minimal discussions but do share information with employees, providing details of recruitment agencies to detained employees and do a faster Full & Final settlement. 10. Keep the spirits highThe toughest is saved for the last. Keeping teams motivated in this situation is very tough. There is a new story everyday to set them thinking. So recognize the employees who are doing a good job, bring in more non- monetary rewards, provide challenging & meaningful tasks like training, process improvements, certification etc. to employees which will tell them that you care & value. when economic times get tough, its necessary for small and medium size businesses to re evaluate the budget and in some cases tighten the proverbial belt. Most importantly it means thinking strategically about how best to spend, and save, in a recession. The information technology is the best part to start. Continuing to fund these strategic technologies during an economic downturn is very important. With a recession technology plan in place, your organization can survive, and even thrive, within this turbulent economy.

Three steps to take when putting together your IT strategy for the slowing economy.: Step 1: Reevaluating on Needs
The recession planning is treated like budget planning. Changing economic conditions require a change in thinking. Just as you reevaluate your expenses from the previous year when planning for a new fiscal year, you need to reevaluate your current operating budget during a recession. Ask yourself the following questions:
y

What technology must be maintained or implemented that makes you indispensable to your customers or members? Your target markets will be feeling the recession too; you want to make sure their relationship with your organization continues by providing efficient, affordable, and high-shelf service. Do you have technology in place that is instrumental in helping you attract new customers and retain current ones? Your bottom line is key in a recession. Since any additions will greatly impact the bottom line, consider maintaining technology that supports customer retention throughout the economic downturn. Is your current method of technology and network support working for you? Is it costeffective? Efficient? If not, it may be time to consider other options. Rebalance technology investments by looking at the comprehensive picture. Dont focus on shutting them down; focus on making strategic IT investments. Step 2: Focus on IT

Here are a few ways:

y y

Save on upgrades: Wait to make any noncritical upgrades until after the recession is over. Stretch equipment life cycles: Workstations usually have a three-year life cycle. During a recession it is OK to stretch this to four years, though you may want to consider minor upgrades such as increasing RAM. Review software licensing and support agreements: As part of your reevaluation, you should take time to review all of your organizations software licensing and support agreements to make sure you are not paying for duplicate coverage. Step 3: Spend Smart In a recession, organizations often panic and tighten their belts to the point of passing out; and then they are down for the count. So whatever your IT strategy for dealing with an economic downturn, dont be cheap. Good spending does exist and it comes in the form of IT investments that will add to your organizations security and productivity. Here are five IT investments you should consider, even during a recession:

y y

Security investments: Protect your company with firewalls, Microsoft patching, antivirus and spyware protection, and so forth. It's critical to maintain all services that are protecting your network and keeping your systems up and running because no organization can afford a loss in productivity, especially during a recession. Warranties: If you are stretching the lifetime of your hardware, you should not skimp on hardware maintenance. Be sure to extend your warranties. Proactive IT service: Without proactive monitoring, problems are much more likely. This is even more important during a recession because calling your IT service provider only when something goes wrong incurs much higher service costs. Backup and disaster recovery mechanisms: Ensure your backup and disaster recovery systems are working well. You dont want operations to stop during a recession should something happen with your front-line business applications. Line of business applications: For all businesses, this means continuing to support technologies such as time and billing software that make the operation more efficient. Continued productivity is key in slow economies.

Conclusion: Various problems are to be faced by the companies during downturn. HR is the person who is mainly involved during this period. The role of the HR manager must parallel the needs of the changing organization. Successful organizations are becoming more adaptable, resilient, quick to

change directions, and customer-centered. Within this environment, the HR professional must learn how to manage effectively through planning, organizing, leading and controlling the human resource and be knowledgeable of emerging trends in training and employee development. Various models have been demonstrated in the paper which helps solve the problems during downturn period. HRM function is to be followed. There is a five part process for restructured companies. Employees are to be engaged during recession. Work place diversity management is also an important factor in this period. Hence many other issues and models to increase their productivity are also discussed which help the organizations resist the downturn conditions.