-
7/21/2019 Sharjeel 1 (1)
1/9
ContentsIntroduction................................................................................................................
2
Preventing Negative
Emotions...................................................................................
2
Dismissal
Meeting......................................................................................................
3Compensation for the Separated
Employee...............................................................
Conclusion..................................................................................................................
!
"eferences..................................................................................................................#
-
7/21/2019 Sharjeel 1 (1)
2/9
RED: $I% N&
BLUE: o'
YELLOW: "E("I)E &" M&DI*+
Introduction
In any organi,ation- manager should discuss the actual purpose
for the
employee eing dismissed. )he core focus of this dismissal is not
on the individual
/ho is eing released ut it should e the position itself. It
signi0es that if any
individual or an employee is not ale to ful0ll the re1uirements
of his designation or
if the position is not longer availale- then the decision /ould
e implemented
leaving the person or an employee to leave the position. )he
role of the managers
/ould e to help prevent the negative emotions that can arise as
soon as the
decision to lay o an employee is ta'en 4all- 25627. )he manager
should e ale to
illustrate the actual reason of the layo in a /ay that /ill
result in an acceptance of
the decision y an employee in a more comprehensive manner. .
Preventing Negative Emotions
)he most signi0cant component /ithin the layo process is
communication.
)he core reason for this is to deal /ith the negative feelings
and emotions that may
arise due to the layo. )he three strategies that can e
implemented /ithin the
communication process include the follo/ing8
6. "ecognition of the contriutions of an employee to the
organi,ation2. Communicating /ith the employee /ithin a private
place and3. Preparing oneself as a manager for any severe emotions
or an9iety that
might arise from this decision.
-
7/21/2019 Sharjeel 1 (1)
3/9
)he follo/ing reactions can sho/n y an employee during the
dismissal
meeting8
6. Depression2. Increased accidents3. Productive loss:. %rief .
Negative and hostile attitude to/ards /or';. Silence or Shoc'
-
7/21/2019 Sharjeel 1 (1)
4/9
Dismissal Meeting
Employee dismissal can e a troulesome tas' due to /hich it needs
a
careful consideration of the rules and regulations. If the
dismissal meeting is poorly
managed- then it can result in the shatter of loyalty and trust
employees possess for
the company. ?ust li'e the management tas' that is dealt /ith
e9treme care and
consideration- this also need to e done accordingly. 4ence- the
manager should e
capale enough to perform this onerous tas' /ith integrity. )here
are some
managers /ho don>t comprehend this delicate matter /hich
results in shoc'ing-
aggressive and arupt responses of employees. So- in order to
prevent from any
amiguous or arupt situation- the process should e legitimate and
clear /hich
/ould ensure the employee that appropriate procedural @ustice
has een carried
out.
-
7/21/2019 Sharjeel 1 (1)
5/9
3. Conduct a revie/ meeting at an o=ce. It /ould e appropriate
to e9plain
appropriate reasons to ta'e such an action.:. If such a revie/
meeting is not the 0nal one- then it /ould e recommended
to give an employee a chance to enhance his performance /ithin
the revie/
period.. Documenting the meeting /ith the issues and grounds of
concern in
accordance /ith the agreed actions and then send this particular
letter to the
concerned person to the 4" department.
4o/ever- if the revie/ meeting proved to e useless- then the
dismissal
reason should e revie/ed y numerous parties efore the matter
should proceed
further. )his revie/ing and evaluating session helps to ma'e
sure that the decision
eing ta'en is not due to any personal dierences et/een an
employee and
employer Cary- 25667. More than this- if there is a case of a
poor performance or
misconduct- the ultimate decision should not e ta'en unless an
employee has een
given the last chance to voice his concern in accordance /ith
the allegations /ithin
the disciplinary hearing. (hen the core reason for dismissing an
employee has een
revie/ed and deemed to e valid- then it /ould e recommended to
inform the
employee aout his release. )he decision can e delivered either
verally in a
private place or a letter must e provided to the dismissed
employee /ith the
e9planation of reason ehind his dismissal.
Compensation for the Separated Employee
It /ould e etter to ma'e an assumption that an employee has een
hired
y the company for fourteen years and that the ene0ts and per's
provided y the
company to an employee includes one /ee' pay each year in
addition to the
applicale costs for living standards and ad@ustments. )he amount
of payment /ill
-
7/21/2019 Sharjeel 1 (1)
6/9
reBect the e9act hourly rate received y employee /hile eing
under employment.
)his means that the employee /ill e compensated for fourteen
/ee's of
compensation after eing dismissed. )he schedule of payment /ill
reBect the
similar schedule of payment e9perienced y the employee /hile he
/as under
employment that /as t/ice in a month. )herefore- the schedule of
payment is
sho/n elo/ /here- the dismissal date of employee is 36 st
-
7/21/2019 Sharjeel 1 (1)
7/9
incorporate the relevant cost of ad@ustments related to living.
)he employee /ould
get it /ithin a total of 35 days after he is laid o.
&rgani,ations commonly rush to the dismissal of an employee
/ith the
mindset of /iping out their incapale representatives from the
company and hiring
some more eective and capale laor. Nonetheless- this does not
ensure that the
ne/ and signi0cant /or'ers /ill stay faithful to the
organi,ation. Dismissals can
li'e/ise decline trust among the other e=cient and productive
employees and may
enhance this fear and stress of their eing laid o as /ell.
%enerally- layos infer
that the organi,ation is attling and is compelled to scale
undergo layos.
Communication for this situation is accordingly vital /ith the
goal that /or'ers
comprehend they are esteemed- as /ell as that the organi,ation
does not anticipate
laying o any more representatives.
)here are numerous concealed costs /hich can e connected /ith
dismissals
and are not regularly represented y organi,ations efore layo
choices are made.
)he direct e9penses of dismissals from outplacement severance
and services pay
can include at 0rst- ho/ever indirect e9penses li'e losing
e9perienced deals and
promoting /or'ers /ho have solid associations /ith customers can
ring aout
enduring harm to a usiness.
In accordance /ith the outlined ene0ts- the /or'er has een
guaranteed
remuneration of up to 26-555- yet this does e9clude the e9pense
of supplanting
the employee- provision of training to the /or'er- and the 4"
e9penses of the /hole
process. It is imperative that the organi,ation plans for the
0nancial misfortunes
/hich may e a conse1uence of the dismissal.
-
7/21/2019 Sharjeel 1 (1)
8/9
)he last /ay in /hich the layo could inBuence the organi,ation
is the morale
/ithin the /or' environment as /or'ers may feel deilitated or
disheartened y the
loss of their collaorator. Communication- once more- is
essential in guaranteeing
that the /or'ers see precisely /hy the dismissal /as fundamental
and ho/ it /ill
enhance the organi,ationFs long haul success. &n the o
chance that the
representatives support the layo decision- they /ill have the
capacity to proceed
on/ard from the change sustantially more rapidly. Interestingly-
if they feel it came
as a real ama,e and /ithout @usti0ale reason- they /ill indicate
a resistance to the
change.
Conclusion
)he plan of layo illustrated in this report gives a fe/ /ays to
deal /ith the
procedure including the initial layo intervie/ and routes in
/hich the organi,ation
can adapt to change resistance.
-
7/21/2019 Sharjeel 1 (1)
9/9
"eferencesCary- ?. ". 25667.
