The paper “ Human Resource Management in Utilities Co - Implications of Employee Lay Off, OHS Concerns as a Result of the Layoff Announcements” is a motivating version of a case study on human resources. This report aims at identifying the implications of the layoff announcement at the Utilities Co. by the CEO, the occupation health and safety concerns as a result of the layoff as well as how the organization dealt with the concerns. Moreover, the report will identify the equity issues as a result of the redundancies and their implications for the organization.
In conclusion, the report will give recommendations on how the organizations are supposed to make the layoff decisions. Apparently, Human resource leaders are currently under amplified pressure to express outcomes from their employees’ policies and practices. Nevertheless, to ensure the productivity and efficiency of the organization, human resource managers should put into effect strategies to ensure efficient management of people. The report has identified such implications as reduced productivity as a result of the employee lay off, complaints from its customers and the negative effects of the media. The employees also faced stress as a result of the layoff and their morale went down.
Additionally, the OHS team of the human resource department was largely affected by the announcement of the layoff and the subsequent events that took place, for instance, the customer complaints. Furthermore, the equity officer evaluated the demographic profiles of the employees who had left the utility company on voluntary redundancies. He indicated that the employees reported that they are not ready to work in a company that does not value its employees. In conclusion, the report has recommended that the company should treat their employees with respect and compassionately to be able to lighten the situation and make the situation tolerable for the organization and employees if the layoff is investable. Introduction This report aims at analyzing human resource management at the Utilities Company.
Human resource leaders are currently under amplified pressure to express outcomes from their employees’ policies and practices (Byars and Rue, 2006). In fact, such leaders are aware of the relationship between organizational success and individuals within the organization. Furthermore, they understand that individual linked matters necessitate being at the core of the boardroom agenda (Byars and Rue, 2006).
As a result, human resource managers are highly encouraged to formulate and put into action people's strategies, which support the organizational objectives and boost transparency and accountability around the management of people. In this case, the organization should understand that managing people is not an easy task. Nevertheless, to ensure the productivity and efficiency of the organization, human resource managers should put into effect strategies to ensure efficient management of people (Clark, 1993). According to studies, maintaining human capital in an organization should not be merely perceived as simply a responsibility, rather an extremely significant skill that human resource managers should continually hone and enhance to handle the varied personalities in an organization.
Research has revealed that the most significant but difficult job of a manager is managing people (Ulrich, 1998). Managers must lead, inspire, motivate, and encourage them, whilst still, they are expected to employ, fire, and assess the workforce. The efficient management of people in an organization necessitates an understanding of job design, motivation, and group influence and reward systems (Ulrich, 1998).