Running Head: Human Resource Management: Costly Business Human Resource Management: Costly Business EXECUTIVE SUMMARY As the world has transformed into a global village, the competition has increased that has made it complex and difficult for the organizations to survive in this competitive market…
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Table of Contents EXECUTIVE SUMMARY 2 Table of Contents 3 For Staff in general and Maree in particular 9 REFERENCES 18 INTRODUCTION In today’s time, success is an outdated word; instead, the world is now talking about continued success and sustainability. In other words, getting success once is easier; but maintaining that edge is difficult and requires organizations to do things that are out-of-the-box and to go for total quality management i.e. to keep improving. This sometimes calls for making tough decisions like downsizing in order to make the workforce more efficient and to increase the organizational productivity. Sometimes, employers refer to it as rightsizing as with time technology takes up a lot of manual work making many jobs redundant so it becomes a necessity to lay-off people that are extra or have no more real work left in the organization (William & Baumol, 2005, p. 28). However, this decision is not easy as human resource is one of the most valued assets of any organization. Furthermore, dealing with human resources is one of the most difficult tasks in any organization. ...
such a job or losing such a job would throw that employee into a world of uncertainties where he would find himself in a deadlock (Cary & Cooper, 2012, p. 15). Furthermore, laying-off employees because it is becoming impractical for organizations to deal with and bear the expenses of a dense workforce calls for union actions, organizational health and security issues, human rights commission issues and the list goes on. Therefore, it is important that an organization deal with this tough phase of downsizing with immense care and thought. Care in this process is critical because if done otherwise then it can ruin an organisation by further reduced productivity, low morale of employees, reduced commitment, a feeling of insecurity, torn public image, stakeholder dissatisfaction and the like (Manson, 2000, p. 26). DISCUSSION HR implications of laying-off 120 staff When a person joins an organization, he does so because the organization is not only something that gives him an opportunity to do something that he can, but also because that organization is a means of a regular income and provides that person with a certain level of security. That person knows that if he is a permanent employee of this organization then he has to have a regular salary coming in unless he resigns. Keeping employees and paying them is one of the highest expenses of any organization. This includes each employee’s salary, benefits, training and hiring cost, insurance cost, provident fund cost, and the like. Therefore, if an organization decides to let go of as many as 120 employees, that means that the organization is looking for or is wanting some serious cost cuts. It would not be a lie if one says that servicing and keeping a growing pool of employees is a difficult task to do for
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