Essays on Employment Decisions Essay

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The paper 'Employment Decisions' is a wonderful example of a Management Essay. Economists have defined the various factors of production. These are prerequisites for any business enterprise to prosper. Labour is among the factors of production and it is indispensable. Managers are faced with difficult decisions all the time regarding employees and issues related to employment (Gilley 2001, p. 62). When economic times become difficult, many enterprises are faced with the prospects of downsizing the number of employees they have so as to survive the harsh economic times and make a small margin.

This is important to the companies otherwise they would have to close shop together which is a negative prospect. Faced with delicate choices, the management has to choose the lesser of the two evils: laying off workers to save on costs or having the whole company going down (Singh 2010, p. 19). Another possible cause for layoffs is redundancy. With the ever-changing technology, it gets a point where the services of certain employees are no longer needed in a company. This happens where companies undergo automation and the task which was being performed by a number of people is performed by a specialist and a machine.

At times, an employee may no longer be relevant to the company. Most employees are dependent upon their jobs for their daily bread and having their employment terminated is perhaps the greatest heartache that an employee can experience (Gilley 2001, p. 65). The paper focuses on the sensitive issue of layoffs. It is premised on the fact that it is not only the employees whose services are terminated who get psychological torture. Those employees who survive the ax usually face an uncertain future and this may affect their performance.

As a certain proverb goes, when a slave sees his fellow slave cast into a shallow grave, he knows that when his time comes he will go the same way. Body Importance of motivating survivors Layoffs leave survivors and these are the people who are considered fit to continue serving in the organization after the company has carried out a downsizing exercise. It is important for the management to spare no effort and perhaps expense in ensuring that the employees who survive this drastic action remain productive or even become more productive.

It is extremely important for the management to show that their employees are valued. It is important that the management takes time with each individual employee and inform them how important their contribution is (Green & Butkus 1999, p. 27). The survivors need to know how the management fees as a result of their effectiveness in the workplace which has resulted in the company moving from one level to another. This plays an important of ensuring that employees feel as valuable people and not just statistics who are judged by what they do and who can be let go in a huff. As a result of layoffs, a state of deep mistrust arises between the survivors and their bosses.

There are many questions which linger in their mind as to what the future holds for them in the organization. It is important that the management reverses this state of affairs. With a deep sense of mistrust, there is nothing much that can be achieved at the organization since an employee shall probably be thinking about insecurity at the workplace rather than how to perform their respective duties in an excellent manner.

To regain the trust of the employees, it behooves the management to reassure the survivors that their positions are still secure and they should have absolutely nothing to fear (Staufenbiel & Konig 2010, p. 103).

References

Cameron, E, & Green, M 2004, ‘Making sense of change management: a complete guide to the models, tools and techniques of organizational change’, Kogan Page, London.

Dencker, J 2012, ‘Who Do Firms Lay Off and Why?’ Industrial Relations: A Journal of Economy and Society, vol.51, no.1, pp 152-169.

Gilley, J 2001, ‘The manager as change agent: a practical guide for developing high-performance people and organizations’, Perseus Books, Oxford.

Green, T B & Butkus, R 1999, ‘Motivation, beliefs, and organizational transformation’, Quorum Books, Westport, Conn.

Haltiwanger, J.C., Lane, J.I., Spletzer, J.R., 2007, Wages, productivity, and the dynamic interaction of businesses and workers, Labour Economics, vol.14, no.3, pp 575-602.

Karnes, R. 2009, ‘A Change in Business Ethics: The Impact on Employer–Employee Relations’, Journal of Business Ethics, vol.87, no.2, pp 189-197.

Singh, K. 2010, ‘Organizational behaviour: text and cases’, Pearson Chandigarh.

Staufenbiel, T. & Konig, C. 2010, ‘A model for the effects of job insecurity on performance, turnover intention, and absenteeism’, Journal of Occupational and Organizational Psychology, vol.83, no.1, pp 101-117.

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