Negative Views Of Senior Management

Butcher, D. (2008, November 13). 5 Strategies for managing employees after layoffs. Industry market trends. Industry market trends rss. Retrieved from http://news.thomasnet.com/IMT/2008/11/13/5-strategies-for-employers-managing-surviving-employees-after-layoffs/

The employees being laid off are major stakeholders as their means of living in jeopardy. In addition, as a result of the layoffs, the local economy will be effected. The culture of inclusiveness was one of the things that attracted Dennis to the company and the layoffs could seriously damage the institutions culture (Gentile, 2009).

The board of directors has asked that you provide a 750-word report detailing your strategies and recommendations to overcome the workforce shortages and to improve employee morale. The strategies and recommendations should be as specific as possible and include the resources needed for implementation. Your primary text and journal/website research must be used as a reference to support your analysis.

The effect of mismanaged LAYOFFs on the remaining workforce and the effects, lack of management preparation, the human condition, and lack of mitigation strategies. We think that the problem with this article is that not enough managers or HR personal, know how to let a person go from their employment effectively. They sometimes don't realize the impact that it has on the other employees morals. Also, that sometimes companies don't take a closer look to make sure downsizing will be the answer to cutting costs like they think that it will. Every HR or manager should be let go in their lifetime so

I work in community mental health and have for the past nine years, we are a non-profit, and I am always amazed how that changes the way we operate. As a non-profit we always have to be fiscally conscious. Recently, we lost a large contract that we held with the county and had to lay off 20 employees. We did not employ the last one hired first one fired approach. Everyone who worked in the department was laid off, including my former boss who has worked for the agency for over 10 years and was employee of the year two years ago. While we laid off the entire department, each staff had the opportunity to interview for other departments that had positions available. As a business we will try to absorb the best staff first.

The title of the article, Where Has All The Staff Gone?: Strategies to Recruit and Retain Quality Staff instantly draws the reader in, especially a human resources specialist looking to find methods for recruitment and

Unhappy employees can be toxic to any organization. The lack of interest, blatant disregard for company policies and procedures, tardiness and a host of other negative behavior can quickly spread to other employees, especially new recruits. The key is to diagnosis the situation and deal with it sooner than later. Providing immediate attention to an escalating issue displays not only efficient leadership but also builds trust with other currently loyal workers.

Employees will be able to cope with layoffs as the management has provided prior necessary information such as sharing of market data and competitive information. All information should be made available to the workers instead of the management, acting as if all things are ok. Offer information as it is instead of sparing the staffs the bad news. Most employees want the bad news first rather than explaining to them issues about competition, market forces, or the financial environment (Rothaermel, 2015). The organization should not delegate the pain in the human resource office; instead, all managers should be mandated to handle the situation as most employees are loyal to their managers first then the company. The managers will be able to deliver the information in person. This will create a sense of respect to the

Interpersonal communication plays a very important role in an organization. It enabled employees from different departments to harmoniously work together towards the achievement of common shared goals. In fact, successful business relationships can only be maintained if employees hold impeccable interpersonal communication skills. In this paper, the focus will be on the business relationship between the senior management team of a company and the junior employees. In most instances, problems arise when the senior management team adopts a more dictatorial approach towards management. In a hierarchical management structure, the senior management team can exert a lot of control over the junior employees inhibiting the communication channels. It takes a lot of training to ensure that every party, the senior management and the junior employees, has the necessary interpersonal communication skills to create a mutually beneficial working relationship in an organization.

Staff cutbacks can leave the surviving employees feeling demoralized, bitter, angry, and in shock. One role of Human Resource Management is to act as an employee advocate. In a time of workforce reduction, communicating with employees as well

When organizational changes are announced, particularly when there is downsizing involved, employees generally divide into one of two groups: those who will attempt to control their fate and those who want to get out before the changes occur. The group taking control will usually dig in, increase their productivity, hit their deadlines and do everything they can to shine in front of their managers hoping they will sail through the changes with their job intact. The remaining employees cope with the changes by avoiding them. You may see these employees taking longer lunch hours, coming in later and leaving earlier or simply not

The job market today is difficult for both employees and employers. It hurts emotionally and financially to lose a job, and it is equally painful to have to terminate someone. Both sides struggle. If you work for an organization that may be facing layoffs, being prepared helps. Below are some tips

The author currently consults in employee relations, organization change, and development. His clients include both private and public sector organizations.

The downsizing of a company can affect employees before, during and after it occurs. Employees usually know of a possible downsizing, care of the almighty grapevine, months before it is supposed to happen. Thus, employees may become paranoid and self-absorbed, and their top priority is their own career rather than the bottom line of their employer. This causes them to be unfocused and prevents them from performing their jobs efficiently. Many workers would also be perfectly willing to stab their peers in the back in hopes of keeping their job. Usually when a downsizing is complete, the company is at an all-time low. This is due to the fact that in almost every merger, acquisition or downsize, employees are faced with uncertainty about their jobs before and after the restructure. After a large percentage of downsizes, ten percent of the remaining workforce will easily adapt to the change, while another ten percent will never adapt. Workers who survive the downsize often have feelings of anger, fear or distrust. Further internal problems result from employees who survive with the company, but cannot adapt to their new settings and expectations, and eventually quit their job.

According to Bloomberg, the retail sector is experiencing staff turnover rate of roughly 5% per month. In following the trend, Wal-Mart would lose 60% of employees on average (Mayer & Noiseux, 2015). Employees site multiple reasons for leaving voluntarily or termination due to lack of job training, and employee recognition Lieb & Lieb, 2013). Companies currently have less than stellar strategies retaining employees resulting in the high turnover rates, which affect profitability (Das, 2015).