SlideShare a Scribd company logo
Effect of Layoffs on Stock Price
Kim Nguyen
Minh Thao Nguyen
Mark Moskvitine
Introduction
Layoffs are a common way to quickly reduce costs
In bad economy more companies may be forced to make layoff
decisions
We want to see if there are consequences to the share price of firms
that layoff workers
Literature Review
Generally, layoffs viewed as positive (do not affect or increase stock
price):
- when they are a response to unanticipated problems
- when they indicate improved future efficiency
- when there is no information about layoff (investors give the
firms the benefit of a doubt)
Literature Review
Generally, layoffs viewed as negative (decrease stock price):
- when they are a response to problems that could have been
anticipated by the management
- when layoffs indicate declining growth opportunities and
decreased future cash flows to the firm
- when good firms layoff, they experience negative abnormal
returns; below-average firms tend to not experience losses
Literature Review
Previous research supports the declining growth
opportunities hypothesis: investors mostly view
layoffs negatively.
Literature Review
There are many variables that cause layoffs to produce larger or
smaller negative impact on stock price:
- the size of layoff (larger  more negative return)
- Duration of layoff (longer  more negative return)
- Reasons for the layoff
+ (foreseen layoff  less negative return)
+ ( financial distress layoffs more negative return than
restructuring layoffs)
Literature Review
More variables that cause layoffs to produce larger or smaller
negative impact on stock price:
- Firm performance compared to industry average (doing well,
above-industry- average firms  more negative return)
- Business cycle (contraction phase  more negative market
reaction)
- Service firms are more likely to experience negative returns than
manufacturing firms
Data & Methodology
Took 1.5 year stock data for 30 companies from WSJ list of layoff
announcements in the first quarter of 2009
- Companies had to be well-known, prestigious (AMD, Pfizer)
- Only layoffs of or exceeding 8% of total workforce
- Companies had to be listed on either NYSE or NASDAQ to insure
completeness of data
- Tested layoff announcement date
Data & Methodology
Layoff Announcement
- 350 - 50 -5 50
Estimation Period Testing Period
Event Analysis Design
H0  AR = 0
HA  AR <>0
Results
The results were consistent with the previous studies
- 11-day Average CAR was -0.94%
- t = -3.14 < -1.69, two-tailed, at 0.05 interval
- The result was significant.
Limitations/Extensions
Limitations
- There may have been layoff rumors or information leaks – not
captured by the test
- Only 30 stocks in the sample
Extensions
- Isolate the sample by industry to see whether there is a
difference in AR between industries
- Analyze stocks from different countries to see whether that will
have an effect
Implications for Investors
- Do research on top management, if they fail to foresee problems
leading to layoffs, the stock will fall
- Unlike in the 1990’s, today layoffs do not mean a jump in share
price, but rather the opposite
- Companies that lay people off must prove that layoffs really did
increase efficiency, or lose credibility
Lessons for the Top Management
- Best employees may panic after layoffs and start looking for
other jobs
- Overall morale and productivity decreases after layoffs
- Employees view layoffs as a violation of a psychological contract
between them and the company, especially when it emphasizes
caring for its employees
- Employee loyalty and customer loyalty are correlated
Questions…

More Related Content

What's hot

The financial metrics and their influence on behaviours
The financial metrics and their influence on behavioursThe financial metrics and their influence on behaviours
The financial metrics and their influence on behaviours
Olimjon Suleymanov
 
Management - Termination, Downsizing, Layoffs
Management - Termination, Downsizing, LayoffsManagement - Termination, Downsizing, Layoffs
Management - Termination, Downsizing, Layoffs
Nick Krym
 
BusiPortfoAnalysis
BusiPortfoAnalysisBusiPortfoAnalysis
BusiPortfoAnalysis
Amit Prakash Singh
 
Chapter 5; Chosen Competitive Strategies Startegic managnment assignment
Chapter 5; Chosen Competitive Strategies Startegic managnment assignmentChapter 5; Chosen Competitive Strategies Startegic managnment assignment
Chapter 5; Chosen Competitive Strategies Startegic managnment assignment
Muhammad Ameen Ujjan
 
Induction Program Case Amway
Induction Program Case AmwayInduction Program Case Amway
Induction Program Case Amway
rajesh panda
 
Competitive profile matrix (cpm) strategic management insight
Competitive profile matrix (cpm)   strategic management insightCompetitive profile matrix (cpm)   strategic management insight
Competitive profile matrix (cpm) strategic management insight
Adilah Masrokhin
 
Approches to environmental analysis
Approches to environmental analysisApproches to environmental analysis
Approches to environmental analysis
aashi21
 
Can Individual Investors Beat the Market?
Can Individual Investors Beat the Market?Can Individual Investors Beat the Market?
Can Individual Investors Beat the Market?
David Hirshleifer
 
Strategic Planning and Environmental Monitoring
Strategic Planning and Environmental MonitoringStrategic Planning and Environmental Monitoring
Strategic Planning and Environmental Monitoring
JJAnthony
 
RoFMsep15-QR pps2-7
RoFMsep15-QR pps2-7RoFMsep15-QR pps2-7
RoFMsep15-QR pps2-7
Quintin Rayer
 
Technical Interview Workshop
Technical Interview WorkshopTechnical Interview Workshop
Technical Interview Workshop
McGill Investment Club
 
Introduction to statistics
Introduction to statisticsIntroduction to statistics
Introduction to statistics
dvy92010
 
Assignment mba 205(Production and Operation Management)
Assignment mba 205(Production and Operation Management)Assignment mba 205(Production and Operation Management)
Assignment mba 205(Production and Operation Management)
ANIL KUMAR
 

What's hot (13)

The financial metrics and their influence on behaviours
The financial metrics and their influence on behavioursThe financial metrics and their influence on behaviours
The financial metrics and their influence on behaviours
 
Management - Termination, Downsizing, Layoffs
Management - Termination, Downsizing, LayoffsManagement - Termination, Downsizing, Layoffs
Management - Termination, Downsizing, Layoffs
 
BusiPortfoAnalysis
BusiPortfoAnalysisBusiPortfoAnalysis
BusiPortfoAnalysis
 
Chapter 5; Chosen Competitive Strategies Startegic managnment assignment
Chapter 5; Chosen Competitive Strategies Startegic managnment assignmentChapter 5; Chosen Competitive Strategies Startegic managnment assignment
Chapter 5; Chosen Competitive Strategies Startegic managnment assignment
 
Induction Program Case Amway
Induction Program Case AmwayInduction Program Case Amway
Induction Program Case Amway
 
Competitive profile matrix (cpm) strategic management insight
Competitive profile matrix (cpm)   strategic management insightCompetitive profile matrix (cpm)   strategic management insight
Competitive profile matrix (cpm) strategic management insight
 
Approches to environmental analysis
Approches to environmental analysisApproches to environmental analysis
Approches to environmental analysis
 
Can Individual Investors Beat the Market?
Can Individual Investors Beat the Market?Can Individual Investors Beat the Market?
Can Individual Investors Beat the Market?
 
Strategic Planning and Environmental Monitoring
Strategic Planning and Environmental MonitoringStrategic Planning and Environmental Monitoring
Strategic Planning and Environmental Monitoring
 
RoFMsep15-QR pps2-7
RoFMsep15-QR pps2-7RoFMsep15-QR pps2-7
RoFMsep15-QR pps2-7
 
Technical Interview Workshop
Technical Interview WorkshopTechnical Interview Workshop
Technical Interview Workshop
 
Introduction to statistics
Introduction to statisticsIntroduction to statistics
Introduction to statistics
 
Assignment mba 205(Production and Operation Management)
Assignment mba 205(Production and Operation Management)Assignment mba 205(Production and Operation Management)
Assignment mba 205(Production and Operation Management)
 

Viewers also liked

Layoffs 2016 | down sizing 2016 | resizing in tech industries
Layoffs 2016 | down sizing 2016 | resizing  in tech industriesLayoffs 2016 | down sizing 2016 | resizing  in tech industries
Layoffs 2016 | down sizing 2016 | resizing in tech industries
Samson F
 
Re Launch You Liftoff After Layoff
Re Launch You Liftoff After LayoffRe Launch You Liftoff After Layoff
Re Launch You Liftoff After Layoff
Catherine Morgan
 
Tough HR Decisions
Tough  HR DecisionsTough  HR Decisions
Tough HR Decisions
Al-Karim Hassan
 
Strike, layoff & voluntary retirement scheme
Strike, layoff & voluntary retirement schemeStrike, layoff & voluntary retirement scheme
Strike, layoff & voluntary retirement scheme
Praveen Pai
 
Downsizing best practices
Downsizing best practicesDownsizing best practices
Downsizing best practices
Carol Beatty
 
Layoff
LayoffLayoff
5 Shocking Revelations From the UK Workplace
5 Shocking Revelations From the UK Workplace5 Shocking Revelations From the UK Workplace
5 Shocking Revelations From the UK Workplace
Workfront
 
The Future Of Work & The Work Of The Future
The Future Of Work & The Work Of The FutureThe Future Of Work & The Work Of The Future
The Future Of Work & The Work Of The Future
Arturo Pelayo
 

Viewers also liked (9)

Layoffs 2016 | down sizing 2016 | resizing in tech industries
Layoffs 2016 | down sizing 2016 | resizing  in tech industriesLayoffs 2016 | down sizing 2016 | resizing  in tech industries
Layoffs 2016 | down sizing 2016 | resizing in tech industries
 
Re Launch You Liftoff After Layoff
Re Launch You Liftoff After LayoffRe Launch You Liftoff After Layoff
Re Launch You Liftoff After Layoff
 
Tough HR Decisions
Tough  HR DecisionsTough  HR Decisions
Tough HR Decisions
 
Layoff
LayoffLayoff
Layoff
 
Strike, layoff & voluntary retirement scheme
Strike, layoff & voluntary retirement schemeStrike, layoff & voluntary retirement scheme
Strike, layoff & voluntary retirement scheme
 
Downsizing best practices
Downsizing best practicesDownsizing best practices
Downsizing best practices
 
Layoff
LayoffLayoff
Layoff
 
5 Shocking Revelations From the UK Workplace
5 Shocking Revelations From the UK Workplace5 Shocking Revelations From the UK Workplace
5 Shocking Revelations From the UK Workplace
 
The Future Of Work & The Work Of The Future
The Future Of Work & The Work Of The FutureThe Future Of Work & The Work Of The Future
The Future Of Work & The Work Of The Future
 

Similar to layoff

Chapter 02 strategy analysis
Chapter 02 strategy analysisChapter 02 strategy analysis
Chapter 02 strategy analysis
Al Sabbir
 
EnvironmentalScanning.pptx
EnvironmentalScanning.pptxEnvironmentalScanning.pptx
EnvironmentalScanning.pptx
BaeXuKai
 
Industry and Competitor Analysis | Five Competitive Forces | Five Primary Ind...
Industry and Competitor Analysis | Five Competitive Forces | Five Primary Ind...Industry and Competitor Analysis | Five Competitive Forces | Five Primary Ind...
Industry and Competitor Analysis | Five Competitive Forces | Five Primary Ind...
FaHaD .H. NooR
 
Fundamental Analysis.pptx
Fundamental Analysis.pptxFundamental Analysis.pptx
Fundamental Analysis.pptx
DrSelvakumarNagaraja
 
Mtm4 white paper industry analysis (featuring the 5 forces)
Mtm4 white paper   industry analysis (featuring the 5 forces)Mtm4 white paper   industry analysis (featuring the 5 forces)
Mtm4 white paper industry analysis (featuring the 5 forces)
IntelCollab.com
 
Strategic Analysis
Strategic AnalysisStrategic Analysis
Strategic Analysis
rushdajalal
 
Key Terms3Chapter Outline3-1The Organization’s Indu
Key Terms3Chapter Outline3-1The Organization’s InduKey Terms3Chapter Outline3-1The Organization’s Indu
Key Terms3Chapter Outline3-1The Organization’s Indu
TatianaMajor22
 
Presentation Week 02.pptx
Presentation Week 02.pptxPresentation Week 02.pptx
Presentation Week 02.pptx
sarathe11
 
Environmental scanning & Monitoring Techniques
Environmental scanning & Monitoring TechniquesEnvironmental scanning & Monitoring Techniques
Environmental scanning & Monitoring Techniques
Rex Mannoor
 
Tackling rootcausesofcost
Tackling rootcausesofcostTackling rootcausesofcost
Tackling rootcausesofcost
Hariharan Muthusubramanian
 
Techniques of scanning
Techniques of scanningTechniques of scanning
Techniques of scanning
Supriya Sharma
 
INDUSTRYANALYSIS.pptx
INDUSTRYANALYSIS.pptxINDUSTRYANALYSIS.pptx
INDUSTRYANALYSIS.pptx
JubilinAlbania
 
Guide to Business Planning
Guide to Business PlanningGuide to Business Planning
Guide to Business Planning
Sayeed Alam
 
SWOT ANALYSIS.pptx on MBA first semister
SWOT ANALYSIS.pptx on MBA first semisterSWOT ANALYSIS.pptx on MBA first semister
SWOT ANALYSIS.pptx on MBA first semister
SambalpurTokaSatyaji
 
Chapter-5 Industry and competitor analysis
Chapter-5 Industry and competitor analysisChapter-5 Industry and competitor analysis
Chapter-5 Industry and competitor analysis
Afzaal Ali
 
Shareholder Activism
Shareholder ActivismShareholder Activism
Shareholder Activism
Christopher Schelling, CAIA
 
barringer_e3_ppt_05.ppt
barringer_e3_ppt_05.pptbarringer_e3_ppt_05.ppt
barringer_e3_ppt_05.ppt
TayyebAthar1
 
Fundamental Analysis of securities
Fundamental Analysis of securitiesFundamental Analysis of securities
Fundamental Analysis of securities
Rajat Jain
 
Strategic management
Strategic managementStrategic management
Strategic management
Ch Irfan
 
Analyzing a company’s external environment
Analyzing a company’s external environmentAnalyzing a company’s external environment
Analyzing a company’s external environment
M.S. SaHiR
 

Similar to layoff (20)

Chapter 02 strategy analysis
Chapter 02 strategy analysisChapter 02 strategy analysis
Chapter 02 strategy analysis
 
EnvironmentalScanning.pptx
EnvironmentalScanning.pptxEnvironmentalScanning.pptx
EnvironmentalScanning.pptx
 
Industry and Competitor Analysis | Five Competitive Forces | Five Primary Ind...
Industry and Competitor Analysis | Five Competitive Forces | Five Primary Ind...Industry and Competitor Analysis | Five Competitive Forces | Five Primary Ind...
Industry and Competitor Analysis | Five Competitive Forces | Five Primary Ind...
 
Fundamental Analysis.pptx
Fundamental Analysis.pptxFundamental Analysis.pptx
Fundamental Analysis.pptx
 
Mtm4 white paper industry analysis (featuring the 5 forces)
Mtm4 white paper   industry analysis (featuring the 5 forces)Mtm4 white paper   industry analysis (featuring the 5 forces)
Mtm4 white paper industry analysis (featuring the 5 forces)
 
Strategic Analysis
Strategic AnalysisStrategic Analysis
Strategic Analysis
 
Key Terms3Chapter Outline3-1The Organization’s Indu
Key Terms3Chapter Outline3-1The Organization’s InduKey Terms3Chapter Outline3-1The Organization’s Indu
Key Terms3Chapter Outline3-1The Organization’s Indu
 
Presentation Week 02.pptx
Presentation Week 02.pptxPresentation Week 02.pptx
Presentation Week 02.pptx
 
Environmental scanning & Monitoring Techniques
Environmental scanning & Monitoring TechniquesEnvironmental scanning & Monitoring Techniques
Environmental scanning & Monitoring Techniques
 
Tackling rootcausesofcost
Tackling rootcausesofcostTackling rootcausesofcost
Tackling rootcausesofcost
 
Techniques of scanning
Techniques of scanningTechniques of scanning
Techniques of scanning
 
INDUSTRYANALYSIS.pptx
INDUSTRYANALYSIS.pptxINDUSTRYANALYSIS.pptx
INDUSTRYANALYSIS.pptx
 
Guide to Business Planning
Guide to Business PlanningGuide to Business Planning
Guide to Business Planning
 
SWOT ANALYSIS.pptx on MBA first semister
SWOT ANALYSIS.pptx on MBA first semisterSWOT ANALYSIS.pptx on MBA first semister
SWOT ANALYSIS.pptx on MBA first semister
 
Chapter-5 Industry and competitor analysis
Chapter-5 Industry and competitor analysisChapter-5 Industry and competitor analysis
Chapter-5 Industry and competitor analysis
 
Shareholder Activism
Shareholder ActivismShareholder Activism
Shareholder Activism
 
barringer_e3_ppt_05.ppt
barringer_e3_ppt_05.pptbarringer_e3_ppt_05.ppt
barringer_e3_ppt_05.ppt
 
Fundamental Analysis of securities
Fundamental Analysis of securitiesFundamental Analysis of securities
Fundamental Analysis of securities
 
Strategic management
Strategic managementStrategic management
Strategic management
 
Analyzing a company’s external environment
Analyzing a company’s external environmentAnalyzing a company’s external environment
Analyzing a company’s external environment
 

More from Mark Moskvitine

Pegasus FINAL
Pegasus FINALPegasus FINAL
Pegasus FINAL
Mark Moskvitine
 
TESLA Group 7 Final
TESLA Group 7 FinalTESLA Group 7 Final
TESLA Group 7 Final
Mark Moskvitine
 
electronicarts
electronicartselectronicarts
electronicarts
Mark Moskvitine
 
imperialtobacco
imperialtobaccoimperialtobacco
imperialtobacco
Mark Moskvitine
 
ubisoftfinal
ubisoftfinalubisoftfinal
ubisoftfinal
Mark Moskvitine
 
burjdubai
burjdubaiburjdubai
burjdubai
Mark Moskvitine
 

More from Mark Moskvitine (6)

Pegasus FINAL
Pegasus FINALPegasus FINAL
Pegasus FINAL
 
TESLA Group 7 Final
TESLA Group 7 FinalTESLA Group 7 Final
TESLA Group 7 Final
 
electronicarts
electronicartselectronicarts
electronicarts
 
imperialtobacco
imperialtobaccoimperialtobacco
imperialtobacco
 
ubisoftfinal
ubisoftfinalubisoftfinal
ubisoftfinal
 
burjdubai
burjdubaiburjdubai
burjdubai
 

layoff

  • 1. Effect of Layoffs on Stock Price Kim Nguyen Minh Thao Nguyen Mark Moskvitine
  • 2. Introduction Layoffs are a common way to quickly reduce costs In bad economy more companies may be forced to make layoff decisions We want to see if there are consequences to the share price of firms that layoff workers
  • 3. Literature Review Generally, layoffs viewed as positive (do not affect or increase stock price): - when they are a response to unanticipated problems - when they indicate improved future efficiency - when there is no information about layoff (investors give the firms the benefit of a doubt)
  • 4. Literature Review Generally, layoffs viewed as negative (decrease stock price): - when they are a response to problems that could have been anticipated by the management - when layoffs indicate declining growth opportunities and decreased future cash flows to the firm - when good firms layoff, they experience negative abnormal returns; below-average firms tend to not experience losses
  • 5. Literature Review Previous research supports the declining growth opportunities hypothesis: investors mostly view layoffs negatively.
  • 6. Literature Review There are many variables that cause layoffs to produce larger or smaller negative impact on stock price: - the size of layoff (larger  more negative return) - Duration of layoff (longer  more negative return) - Reasons for the layoff + (foreseen layoff  less negative return) + ( financial distress layoffs more negative return than restructuring layoffs)
  • 7. Literature Review More variables that cause layoffs to produce larger or smaller negative impact on stock price: - Firm performance compared to industry average (doing well, above-industry- average firms  more negative return) - Business cycle (contraction phase  more negative market reaction) - Service firms are more likely to experience negative returns than manufacturing firms
  • 8. Data & Methodology Took 1.5 year stock data for 30 companies from WSJ list of layoff announcements in the first quarter of 2009 - Companies had to be well-known, prestigious (AMD, Pfizer) - Only layoffs of or exceeding 8% of total workforce - Companies had to be listed on either NYSE or NASDAQ to insure completeness of data - Tested layoff announcement date
  • 9. Data & Methodology Layoff Announcement - 350 - 50 -5 50 Estimation Period Testing Period Event Analysis Design H0  AR = 0 HA  AR <>0
  • 10. Results The results were consistent with the previous studies - 11-day Average CAR was -0.94% - t = -3.14 < -1.69, two-tailed, at 0.05 interval - The result was significant.
  • 11. Limitations/Extensions Limitations - There may have been layoff rumors or information leaks – not captured by the test - Only 30 stocks in the sample Extensions - Isolate the sample by industry to see whether there is a difference in AR between industries - Analyze stocks from different countries to see whether that will have an effect
  • 12. Implications for Investors - Do research on top management, if they fail to foresee problems leading to layoffs, the stock will fall - Unlike in the 1990’s, today layoffs do not mean a jump in share price, but rather the opposite - Companies that lay people off must prove that layoffs really did increase efficiency, or lose credibility
  • 13. Lessons for the Top Management - Best employees may panic after layoffs and start looking for other jobs - Overall morale and productivity decreases after layoffs - Employees view layoffs as a violation of a psychological contract between them and the company, especially when it emphasizes caring for its employees - Employee loyalty and customer loyalty are correlated

Editor's Notes

  1. - It is noticed that firms that had above-average performance for their industry as measured by the average two-year ROE, NI/EM and SL/EM experienced a negative abnormal return when there was a layoff announcement while there is no significant market reaction to the layoff announcement for firms with below-industry-average performance. This is because for the under-industry performing firms, the market seems to aware and anticipate the layoff already while for the good performing firms, it has to revise the expectation downward.