The paper “ Employee Participation, Ownership, and Productivity” is an impressive example of the assignment on human resources. In contemporary business and market environment, corporations and institutions are faced with countless challenges ranging from the cutthroat competition, global economic and financial recessions, and the constantly shifting political, social, technological, economic, environmental, financial, and legal forces (Nantaporn & Brian, 2003). These challenges are compelling organizations to be more aware of their internal and external environment and more importantly focusing on the legal, ethical, and all essential human resource issues in order to ensure the working environment is favorable for all stakeholders as echoed by Bach (2005).
This report seeks to address the legal, ethical, and all HR issues implied in the case study COSTLY BUSINESS” by Dr. Nadine Zacharias, University of Ballarat. What are the HR implications of the CEO’ s announcement to lay off 120 staff? Are any of these implications surprising to you? An organization has varied resources that it utilizes to ensure it is able to operate efficiently and effectively and in so doing achieving its set vision, mission, goals, and objectives (Booth & Zoega, 2003).
According to the author, these resources include financial resources, material resources, information, capital resources, technology, and human resources among others. The human resources are considered the most important, reliable, and valuable asset and resource an organization has since without it, the other resources an organization has cannot operate as anticipated (Cameron, 1994). Therefore, meeting the needs of the human resource, generating a conducive environment, and engaging them in critical processes of the organization are crucial to organizational success. Following the CEO’ s announcement to lay off 120 staff, the Implications for the HR manager, Maree was to prepare her team and draw up a comprehensive course of action to ensure that the type employees drawn up for the targeted redundancies deserve in terms of their overall productivity and performance (Stone, 2010).
Bach, S. 2005. Employment Relations and Public Services' 'modernization' Under Labour. Melbourne: Emerald Group Publishing.
BEN-NER, A. and JONES, D. C. 1995. Employee Participation, Ownership, and Productivity: A Theoretical Framework. Industrial Relations. A Journal of Economy and Society, 34: 532–554. doi: 10.1111/j.1468-232X.1995.tb00387.x
Booth, A.L., & Zoega, G. 2003. On the welfare implications of firing costs. European Journal of Political Economy, vol. 19, Issue 4, pp 759-775
Cameron, K. S. 1994. Strategies for successful organizational downsizing. Human Resource Management, vol.33, pp. 189–211. doi: 10.1002/hrm.3930330204
Goodstein, J.D. 2000. Moral compromise and personal integrity: exploring the ethical issues of deciding together in organizations’ business. Ethics Quarterly, vol. 10, No. 4, pp. 805–819.
Greenwood, M.R. 2002. Ethics and HRM: a review and conceptual analysis. Journal of Business Ethics, Vol. 36, No. 3, pp. 261–278.
Marc B. & Brian H. K. 2003. The downsized workplace. Management Research News, vol. 26, no. 2/3/4, pp. 97 – 108
Nantaporn M. & Brian H. K, 2003. The effect of downsizing on morale and attrition. Management Research News, vol. 26, no. 2/3/4, pp. 52 – 62
Stone, R. J. 2010. Managing Human Resources, 3rd Edition. Sidney: John Wiley & Sons Australia.
Verma, A. 2005. What do unions do to the workplace? Union effects on management and HRM policies. JOURNAL OF LABOR RESEARCH, Volume 26, Number 3, 415-449, DOI: 10.1007/s12122-005-1013-5