could also initiate the need for downsizing. However, once seen as a short-term measure, downsizing has become the way for many organisation to increase profitability. For most organizations, labour costs account for a large part of expenditures, and since these organizations generally enjoy a certain amount of latitude in terms of their payroll, they are tempted to cut salaries first to achieve immediate economic benefits. There are many anticipated benefits of downsizing, in terms of the economic level and increased operational efficiency of the organization. In the current management literature, most authors cite an increase in productivity, in the value of the companies' shares and in the profits to be made. As a result, downsizing has become an acceptable part of modern business. The value of the individual worker has faded from view as companies strive to channel all their energies towards greater profits. Presently, there are companies "that are only concerned about profits and not people"(Marble, 2001 p. 376) In addition, business re-engineering, simplified line structures, empowerment of employees and, most importantly, a significant reduction in the number of employees per unit, are all expected to strengthen the organization proportionate to the magnitude of the cuts.
             However, the hidden costs of this strategy are enormous and, more often than not, underestimated. In fact, they often nullify all of the anticipated benefits. Unfortunately, massive downsizing very often seems to "generate more problems than it solves, and only rarely does it achieve its original financial objectives" (Dawkins & Littler 2001 p. 23). The best and the brightest employees will often leave the organization, and yet, it is precisely these skilled individuals, with their energy and their creativity, that the organization needs if it is to survive. The costs of hiring new employees are enormous for an organization that has...