Getting lost in the shuffle (Intel's organizational restructuring)

Article Type: Abstracts From: Human Resource Management International Digest, Volume 16, Issue 4.

Frauenheim E. Workforce Management (USA), 14 January 2008 Vol. 87 No. 1, Start page: 1, No. of pages: 7Purpose -Examines the restructuring that has taken place at Intel and asks why it has been the target of so much criticism. Design/methodology/approach - Quotes from academics who are critical of the restructuring and former employees who explain why they feel dissatisfied with the company and its handling of the restructure. Also quotes from current senior human resource managers about the reasons why the restructuring was undertaken, how its was carried out and the steps that they are taking to rebuild morale. In particular, looks at the changes made to employee and leadership development within the structure. Considers the lessons for other organizations. Findings - Finds arguments for and against the actions that Intel has taken during its restructuring. Underlines the need to handle employees carefully during organizational restructuring and not just focus on the metrics. Originality/value - Uses Intels’ experience to discuss how to handle organizational restructures.ISSN: 1092-8332Reference: 37AD653

Keywords: Organizational restructuring, Human resource management, Morale, Intel, United States of America