remarkable for me. In my own opinion‚ they have done exemplary job in dealing with downsizing. They have created a good way of communicating to its employees. It tried to utilize every medium possible to disseminate information regarding the upcoming layoff of employees. Agilent Technologies used an open style of communication in their office to make the employees aware of what is bound to happen. The company used emails‚ meetings‚ and other media. The use of such enable them to think of possible ways
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Re-organization and Layoff: Decision Making Evaluation Paper Bioncca Henderson‚ Carla Slaton‚ Johanna Arellano‚ Kellie Barto‚ Suenika Sykes PHL/320 January 30‚ 2015 Scott Phillips Re-organization and Layoff: Decision Making Evaluation Paper Management has many changes they adjust to daily. Some of the changes come from firing and lay-off employees. When these changes do take place they can change how the organization develops. Management will have to
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TABLE OF CONTENTS INTRODUCTION 2 ORGANIZATIONAL DOWNSIZING – A LITERATURE OVERVIEW 2 WHY DO COMPANIES DOWNSIZING? 2 STAGES OF DOWNSIZING 3 THE IMPACT OF DOWNSIZING PRACTICES ON THE PERFORMANCE 4 ALTERNATIVES TO LAYOFF 5 EARLY RETIREMENT 5 DOWNSIZING AND THE LEGAL ISSUES 6 REFERENCES: 6 INTRODUCTION Over the past decade‚ corporations have been under economic pressures for a long term. Consequently‚ some of them were eliminated from the local market‚ the survivors have been
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BOOK/ARTICLE TITLE: Human Resource Management Chapter (14): Ethics‚ Justice‚ and Fair Treatment in HR Management Author(s): Gary Dessler Publisher: Edinburgh Gate‚ Harlow‚ Essex CM20 2JE‚ England Date: 2011 ISBN#: 978-0-273-74815-1 1. Table of Contents: Preface i. Ethics and Fair Treatment at Work ii. What Determines Ethical Behavior at Work? iii. How Managers Use Personnel Methods To Promote Ethics and Fair Treatment? iv. Managing Employee Discipline and Privacy v. Managing Dismissals
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HR STRATEGIES THAT CAN TAKE THE STING OUT OF DOWNSIZING-RELATED LAYOFFS by Franco Gandolfi Strategy | July / August 2008 Share on emailEmail Share on twitterShare on Twitter Share on facebookPost to Facebook Share on linkedinShare on LinkedIn Share on deliciousSave to Delicious Share on instapaperSave to Instapaper While the pain of downsizing-related layoffs can’t be avoided entirely‚ it can be mitigated. Anticipating the duration and depth of an industry downturn‚ for example‚ can definitely
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(HR Planning) Employee Layoffs at Sta. Filomena District Hospital (adapted with revisions for class purposes) St. Felomina District Hospital is a medium-sized‚ 500-bed hospital in the Province of Agusan. It was established in 1968. The facility has grown gradually over the years and is now the largest hospital in the province. It has never experienced an employee lay-off since its inception. Dr. Mides Ignacia has been the Hospital Director 15 years. She hired Tess Bernales as Director of Human Resources
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(Mishra et al.‚ 1998). The term "downsizing" was coined to describe the action of dismissing a large portion of a company ’s workforce in a very short period of time. According to online encyclopedia http://en.wikipedia.org downsizing refers to "layoffs initiated by a company in order to cut labor costs by reducing the size of the company." Downsizing became a familiar management mantra in the late 1980 ’s and early 1990 ’s. In fact‚ three million jobs were lost between 1989 and 1998 (Mishra et
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The WARN Act Application in a Case Study The purpose of the WARN act and its pros and cons The WARN Act is a law that formulated to cater for mass layoffs of employees. This law will provide a protective shield to various employees and their individual families by notification to the employees before the closure of the plants they are working in within a 60 day period (Ford et al‚ 2000). This law majorly applies to companies with a high number of employees and in this case the company that is about
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stitched with threads of honest‚ shared values‚ responsibility‚ passion‚ and etc. Employees will feel betrayed‚ if the management will continue being paid as previously. 2. Should George tell anyone except his immediate staff about the impending layoff before the details have been worked out? The employees? Yes‚ He should. Fear can paralyze. A great leader once said that the greatest thing we have to fear is fear itself. The same can be said for the top managers. Managers understandably fear that
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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 managers have the task and responsibility to evaluate them in a fair and equitable way for all parties. The Company had a record of the human resources department as these six employees had performed their work for the
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