Sign Up Now
Get instant access to over 1 million+ study documents
OR
Already registered? click here to login
By creating your account, you agree to our terms of service, privacy policy and student honor code.
Strategic Management at Termination
Terminating an employee is neither an easy nor an enjoyable task for any manager. Nevertheless, sometimes in a company it becomes necessary to let a person go for any number of reasons from necessary downscaling to incompetence. Whatever the specific reasons and situations, it is bound to be an emotional experience for both the employee and employer. There are a number of strategies the employer can use to facilitate the process for all involved.
Most importantly, the employer should understand that the situation will be stressful for both the employer and employee. As such, the employer needs to assess his or her own emotional state of being, and attempt to relax prior to the termination meeting. The employer should furthermore remain calm during the entire meeting, and be prepared to handle any unexpected events.
The employer should also have a strategy for what will happen after the meeting. Questions such as where the employee will go after the meeting, and whether there will be a security risk, should be determined before the start of the meeting. If the employee poses no security risk, he or she could be given the opportunity to collect personal belongings and equipment from the workplace. If the employee is terminated for downsizing reasons, he or she could be calmed by means of elements such as a number of months' salary advance, by a letter of recommendation, or by a list of possible future employers that will be willing to provide the employee with a new position.
Throughout the interview, it is important that the employer handle matters in such a way that both parties involved in the interview leave the meeting with optimal dignity. To help with this, a third party can be present as a witness to the process. This will also help with possible liability issues. The employer then has a witness to ensure that all proceedings occurred within legal standards and union requirements.
Sources
Braun Consulting News. Terminating Employees: Ten Tips on Firing Employees. Spring, Vol 9, No. 1, 2006. http://www.braunconsulting.com/bcg/newsletters/spring2006/spring20064.html
Harrar, Suki. Dismissing Employees. Wright Hassal Solicitors, 2007. http://www.wrighthassall.co.uk/resources/factsheets/emp_dismissingemps241105.aspx
Dismissing Employees." https://docushare.sunderland.ac.uk/docushare/dsweb/Get/Document-1441/Dismissal+Procedure+-+April+2006.pdf.
Strategic Alliances and Growth Alliances should be structured in one of four ways: as an equity alliance, as a non-equity alliance, as a global alliance, or as a joint venture (Cartwright & Schoenberg, 2006; Rigsbee, 2000). How the alliance is structured depends on several different things, because not all alliance structures would be appropriate for all types of companies or all types of negotiations. It is very important that the alliance
(Building and Maintaining a Diverse Workforce) Agencies are required to develop a good understanding of their individual strengths and weaknesses so as to plan their programs to their best advantage. An agency acquires this information by evaluating the views of the employees on diversity issues. Analysis of the trends and projections of the workforce in determination of the skills gaps and necessitates and devising successive planning strategies are crucial moves
Downsizing and Change Management In any organization, the only permanent reality is change if the firm wants to thrive and succeed in the global economy. In times of extreme hardships, companies will some times have to make decisions, which are fairly harsh but are immensely important for survival of the firm. Downsizing is one such decision and while it appears unfair to some, it is actually the only way a company
firms have much to learn from the history of management thought and pioneering management theorists: An Essay Management Concepts Organizational workforce management issues Management Theories Current practices Improvements required The management concepts starting from early eras of 1950s up to 1990s are discussed in relation to their impact on the business and workforce management. The practices and management concepts evolved over a period of time based on various theories and frame works for effective human
The Science: Managing the Business My average score for The Science category is 3.8. The key experience of this process is that I was able to individually gauge my competencies in the different areas of focus including financial management, human resource management, performance improvement, foundational thinking skills, technology, strategic management and clinical practice knowledge. Some of my most competent areas in this category included the ability to cooperate with other service
The project manager should at all times be present to monitor and ensure that it's the correct mixing of materials being done, it's the right quality of material being used, and it's the right amount of time being given to the treatment process in the different construction phases. In the event that this is not observed, and the building is erected, there's a high probability that the building will