Essay on Radio Shack's Termination of Employees

Layoffs are not always the best solution for a decline in company profits. A business must resolve the conflict that exists between their responsibility to meet economic targets and the ethical responsibility of non-maleficence. Furthermore, it must be determined if the layoffs would even maximize stakeholder welfare from a utilitarian perspective (Arce & Xin Li, 2011).

People redundant can help the business to cut costs, but there will be not enough staff to work in the supermarket, which some service can’t be carried out to customers. But because firing some staffs can help cut a lot, so they may need to take action.

Fast Serve Inc. is a 25 million company, which employs more than 350 people involved in the direct marketing of branded sports apparel. The company decided to open two online marketing and 10% of the workplace was moved to manage the online distribution. After several months, the company noted that they were being affected by this last measure and was going to have to take steps to ensure that the Company is not affected. I am the senior manager in human resources department and was given the task of having to choose three of six employees for layoffs. As responsible leaders and

You are the HR manager for an upscale retail store which sells clothing, shoes, handbags, and other accessories. Due to the economic downturn, the company has experienced a significant reduction in earnings, resulting in the layoff of a number of retail sales associates. Business seems to be rebounding, but you are concerned about the performance of the retail sales

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

Radio-shack has been plummeting, they were in one billion dollars in debt before they decided to file for bankruptcy. They won approval for the chapter 11 plan which is to liquidate and give the money to their creditors. The article continues to talk about the run-in legal problems it was having with Wells Fargo and standard general but after being in court for a while things were cleared. In a statement the lawyer representing unsecured creditors said“We are very pleased to have resolved the estate’s litigation with both Standard General and Wells Fargo. The rest of the article goes on to talk about the specifics of the chapter 11 plans. From this article we see the media plan radio-shack has to take as they move forward. This article wasnt

With everything that we have studied during this class, I found that keeping an open mind and thinking outside the box is the easiest way to approach certain situations that require a special need for communication skills. "Although, our communication skills will always change throughout our lives because of our constantly changing self-concept and perceptions. I have been using strategies like actively listening and proper assessments, as a way to achieve a flexible style effectively communicating. To me, good communication skills with a positive attitude open the doors to a successful career that is beneficial to any organization, but more importantly a way of knowing and understanding those around you.

Radio Shack was established by the brothers, Theodore and Milton Deutschmann in 1921. The brothers first began by opening up a ham radio shop in Boston, which then they later began to call Radio Shack. They chose the name because their radio equipment was stored in a small, wooden house which supplied ship owners with ham radios. In 2001, the company bought a building downtown Fort Worth where their headquarters has been located ever since. Radio Shack’s headquarters is in the Tandy Center office towers. Radio Shack had the approach of reaching out to people and becoming a bigger company, but failed numerous times. That led the company with the only option of having to share space with Sprint hoping to obtain better ideas of management.

he retail industry is in the middle of an unprecedented economic crisis. All retailers are trying to figure out how to cut costs, retain customers, conserve cash and more importantly stay in business. Recently, the National Retail Federation (NRF) polled readers of its SmartBrief asking them what was on top of their mind. Loss Prevention (LP) came in second only to the overall economy! It is no surprise given that every dollar saved from retail shrink is a dollar added directly to the bottom-line. Looking back in history, we have seen tough times like these are conducive for higher shrink numbers. This is mainly due to retailers cutting down

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

Communication skills are a critical component of any career field, its main purpose is to transmit a message so that it is clear. Communication can be used to

Many companies look to salaries and benefits as the first places to cut back when looking to make changes that involve cost-saving. When this happens, it is inevitable that some employees will leave the company to seek employment elsewhere. The employees that remain, whether they stay voluntarily or because they could not find employment elsewhere, are often resentful. Motivation decreases, taking job performance along with it. Employees lose their company loyalty and may even become angry enough to purposefully sabotage the company.

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).