tter results if an HR function had existed.
             HR Management faces many challenges when faced with significant staff cutbacks. For example, employees who remain after downsizing may experience everything from stress about the longevity of their own jobs to anger and distrust of management. They may miss friends who were downsized, and the text likens them to survivors of a war who may feel guilt and remorse about surviving the cutbacks when others did not. Thus, the performance of the remaining employees may suffer, which can add to cost in the end. There are many alternatives to downsizing, from hiring freezes to voluntary separation programs that can help productivity and employee morale, while still cutting back on the number of employees. Layoffs are also an alternative, because they give the employees at least some hope they will be called back if the workplace situation improves.
             HR Managers do have several options when addressing downsizing issues. First, they can advocate alternatives, such as attrition and voluntary separation rather than downsizing. If downsizing occurs, they must handle it proactively to ensure the remaining employees are as knowledgeable as possible about the situation and their own employment. HR Managers should make sure the remaining employees know how the downsizing affects them and their jobs, and exactly why the action had to be taken. HR might even ask employees for their recommendations on department cuts, or at least make sure they are involved in the process, rather
             ...