upport. A secondary issue was the concern over whether or not customers would now be billed for services that had been provided at no cost. There was also some concern that users would not have access to experienced personnel if older account representatives opted for early retirement. From the company's point of view, though, these reductions would save $900 million per year with a reduction reaching 32,000 by the end of 1992. This would give IBM a workforce of nearly 300,000. down from 344,400 at the end of 1991 and from a peak employment figure of 403,500 in 1986 ("Customers see IBM cutbacks as mixed bag," 1992).
These reductions were effected through voluntary retirement, with incentives offered for those employees choosing to avail themselves of the opportunity. The program paid workers a lump sum payment of 2 weeks salary for each year of service. Some 67% of the estimated 32,000 workers who left voluntarily were in the United States, with most of the remainder in Europe. IBM employees are typically el
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