Assignment 3: Dismissal Meeting. Preparing For A Reduction

On the other hand, the success of the company is in large part due to the hard work of the staff who would lose their employment. In addition, it must be determined who would perform the work of the dismissed employees and if the company would be able to function without them. Moreover, the morale and productivity

The actual meeting should last about 10 to 15 minutes and have the sole purpose of providing a simple and precise statement of the decision to terminate the employment relationship. During the meeting make sure that there is an adequate reason for the discharge. Many workers sue their ex-employers because they really want a full explanation of why they were let go and a chance to give their side of the story. You should seek out the employee’s explanation or interpretation of events, allow them to vent a little bit without interrupting them. Making it clear that the decision is final is very important also because this way it’s easier to keep your cool and keep control of the situation. Briefly running through the benefits ensures the employee understands his vacation

In this simulation exercise I will be discussing about the companies starting layoffs. The situation below will be highlighting the perspective of employees who are working in an environment where people are being focused to leave their jobs for company’s benefit. Company’s inability to afford the employees, start of new venture or change in management can be the reason behind layoff.

Helping employees cope with stress is not an easy task. In this situation, we have a group whose teamwork is breaking down because of insecurity of layoffs. Initially this stress has increased workloads, but in the long run, these disruptions can cause productivity to decrease. This is where knowing your employees will help you employ emotion-focused coping strategies in order to pull the team together.

Managers can cope with the stress and gravity of a layoff situation in a number of ways. First, the manager must realize that while laying off people can be stressful and can induce some bad feelings, the layoffs are for the betterment of the company itself and the remaining employees and is in fact necessary to protect all of the above. The employees being let go may indeed be able to return if the fortunes of the company improve but the company must remain solvent in the short term for there ever to be a long-term horizon for the company's financial state improving and its overall fortunes getting better.

The purpose for writing this paper is to describe and explain the steps involved in coordinating and heading a dismissal meeting for an employee layoff. The contents of this paper will include a proposal of ways that a manager can cope with any negative emotions that may accompany an employee layoff. There will also be mention of a step-by-step process used in conducting the meeting. In addition, the human resource manager of the organization will determine the compensation that will be allotted by the company. Included will be a chart depicting the timeline of the disbursement for the compensation. Last, the author will predict

Layoffs affect moral in the company, when employees feel layoffs are unfair or not justified, it decreases their trust and loyalty and increases their resistance to the change. Therefore, in order to

According to Cummings and Worley (2015), an organization must clarify their strategy in order to have a successful downsizing intervention. Therefore, employers or management should engage employees through participation and empowerment. Given that employees already had their reservations about the change, it is imperative to ask employees for feedback. In addition, employers should educate their employees what the processes are for other departments so that cohesiveness can span across departments (Cummings & Worley,

Some precautions should be considered while execute the process of layoff. The manager who conduct the layoff should not express his or her emotional feelings or threaten the terminated employee. The manager should not promise to rehire the employee at a later date, just to make that employee feel better. It might set the expectation for the terminated employee. If the employee will not be rehired, the company might face a legal issue for not keeping the promise. The company should be

Managers that are therefore in a position to obtain a shared understanding of issues to do with employee turnover can be in a position to retain their employees and hence achieve a competitive advantage. Turnover is also important for organizations so that they can r4place the old employees in the process of them carrying out business processes (Glebbeek & Bax, 2004). Organizations are in a position to plan for employee replacement in the most convenient manner without necessarily disturbing the existing equilibrium. Decisions about turnover made by the employees have also been seen as an opportunity for employees to carry pout individual improvement. Employees are in a position to carry out an assessment of the current job and bring into perspective the possible alternatives that they can go for in the market.

The purpose of this midterm project is as a Vice President (VP) of Human Resources (HR) for Moore Beer, Inc. standpoint terminate 3 employees using all the applicable laws. Moore Beer, Inc micro brewing company heavily involved in the direct marketing of its various microbrew products. To cash in on the internet selling Moore Beer, Inc. opened two new online marketing and direct distribution channels and soon after they begin to have technology problems, and slow sales that affect the company’s profits. As a result, Moore Beer Inc. decide to reduce its workforce. The President asked to evaluate and identify which employees to terminate, the reasons for each termination and the legal risks with each employee in terms of post termination litigation.

Feldman and Leana (1994) present fourteen principles for managing layoffs. Their main focus is on early identification of layoffs, open communication as well as economic and psychological assistance to victims and survivors. Additionally, they recommend participatory job redesign for survivors and personalized trainings. One major focus of this article is the importance of setting up an early identification system to monitor the industry in order that management is made aware of possible future layoffs and can plan and prepare ahead of time.

Layoffs are considered a turnaround. Employees may have several emotions during this time. This will be a gloomy

Before this major restructuring the company had close to 200 employees. All departments were affected by the layoffs, and the company reduced to around 130 and the number has steadily declined in the last 6 months to level out at about 100. Internally, the approximate 50% decline of workforce has had a significant impact on remaining employees. It has disrupted the everyday work functions for those individuals. In addition to feeling survivor’s guilt after such a large and sudden layoff, it has also left employees feeling very angry. Some have turned to social media options or other sites such as Glass Door to

Work atmosphere is an important aspect when analyzing working conditions of a company. Positive business culture can correlate with effective and efficient productivity, thus leading to an organizations’ financial success. Unfortunately, there are times when management must lay off fellow employees due to economics and financial reasoning. These actions are faced with dire consequences. The following report includes expected reactions by employees who continue to work within an organization after a company downsizing. The report is further directed towards management efforts to repair the torn work atmosphere, as it includes cases that both convey ineffective downsizing practices and outline successful downsizing