Tadiwa Njagu
Professor Lewis
HRM530
8\10\2015
Within any company, managers must be reminded that the focus of a layoff is not on the actual individual being released, but rather on the position itself. The layoff decision is made based on the needs of the company and the position. If the individual is not fulfilling the position or if the position is no longer necessary, the company must make the decision to let the person go. With this perspective, managers can prevent as many negative emotions as possible and it will additionally affect the communication between the manager and employee being laid off. When the employee is reminded of the true purpose of the decision, they will accept the decision more easily than if he or she
…show more content…
Thus, the payment schedule would be the following, assuming the employee was laid off August 31 and earned $1500 per week.
Sept 15 | $3000 |
Sept 30 | $3000 |
Oct 15 | $3000 |
Oct 31 | $3000 |
Nov 15 | $3000 |
Nov 30 | $3000 |
Dec 15 | $3000 |
Included in the benefits package offered to the employee is the option for the single lump-sum, which pays the employee the full amount of their layoff benefits in one lump sum. However, it would not include any relevant cost of living adjustments. The employee would receive it within 30 days of being laid off.
Three Ways the Layoff May Affect the Company
Even if a layoff is completed successfully and with little resistance, there are possible negative effects in which the decision can have on the company. These include:
* Decrease trust among valuable employees
* Hidden costs, such as severance packages, may cause the layoff to be ineffective
* Workplace morale may decrease
Companies are oftentimes hasty to undergo layoffs as they feel they are eliminating their ineffective employees and building an environment full of strong and effective employees. However, this does not guarantee that the valuable employees will remain loyal to the company and it is important that managers do not depend too much on these employees. Layoffs can also decrease trust among the valuable employees as they may worry that they too could be
Layoffs are tough for both the employee being laid off and the company for which he/she worked. The situation causes so much uncertainty amongst the remaining employees. The feeling among the employees is; if this happened to them this could happen to me as well. According to Johnson (n.d.), “There is a major disruption in the status quo; relationships are severed, work is redistributed with a probable increase in everyone’s
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
If the employer has a payroll in Ontario of at least $2.5 million, and the employee has given at least five years of service, the employee is also entitled to statutory severance pay of one week per year to a maximum of 26 weeks.
All of the provisions of the FMLA were successfully met for this particular employee. FMLA allows 12 weeks of unpaid time off.
One way that a manager can help ease the pain of an employee that’s been laid off is to let them know that a layoff may occur as soon as the manager receives word that there may be one in works. This will give the employee a jump start on looking and preparing for their finances and job skills and resume updates. Also if possible grant the employee a generous severance package which could provide economic benefits that reflects management’s
It has been said that ignorance is bliss and if we do not know that something more exists, we do not yearn for it. It has also been said that the door to enlightenment and inner wisdom, once opened, can never be closed again. Many great philosophers and teachers have dealt with the idea of whether it is better to live a life of servitude and submission, or are we to pursue a life of personal happiness and emotional freedom.
Opposition from Unions in different subsidiaries against the layoff could cause serious problems like high severance package and possible strikes
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
A corporation needs to have a strategic plan in place in order for them to be able to implement a downsizing. There are many pros and cons to downsizing and it has a ripple effect on everyone in the corporation. Depending on the planning of the downsizing, one of the big issues to decide on is how to choose who will be terminated. For example, do you go by seniority, a percentage from all departments, an entire department, or by job level or position? These are major options that need to be addressed before anything happens. Most corporations today exist less for the well being of employees than they
Workforce turnover is a complex and important issue amongst today's organisations. It is perhaps one of the most often cited cause of increased cost and decreased productivity. No wonder people management has become an important frontier to extract and create more value from company assets. On comprehending the articles, it has become evident that organisations have moved beyond the traditional approach of only investing in core business activities, to invest in employee retention strategies. Many organisations, for example St. George Bank
Employee retention has always been an important focus for human resource managers. Once a company has invested time and money to recruit and train a good employee, it is in their own best interest to retain that employee, to further develop and motivate him so that he continues to provide value to the organization. But, employers must also recognize and tend to what is in the best interest of their employees, if they intend to keep them. When a company overlooks the needs of its employees and focuses only on the needs of the organization, turnover often results. Excessive turnover in an organization is a prime indicator that something is not right in the employee environment. We will look at
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.
To ease the stress of having to lay people off, managers should not think about it too much. In the case it says that some managers stress out thinking about how it’s going to affect those people’s lives. HR managers should think of it as they’re job, something they must do. Some employees get fired because they’re not performing very well, and knowing that the employee wasn’t exactly putting much effort can help get rid of the sadness of letting them go. It’s another case if it’s a good employee who has to be laid off due to some circumstances. In this situation, managers can give them good recommendation letters so they can find new jobs more easily. It could relieve some of the guilt and sadness over firing someone who has been doing an honest
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).