The Process of Layoff - Assignment Example

Institution : xxxxxxxxxxx Title : xxxxxxxxxxx Tutor : xxxxxxxxxxx Course : xxxxxxxxxxx @2012 Why is it important to focus on motivating employees who survive a layoff? Lay offs have become a reality of today’s business organizations. As highlighted by Conaty (2012), most managers spend a lot of time managing the process of layoff as opposed to directing enough attention to the surviving talents. It is therefore important for mangers to focus on motivating employees who survive a layoff. One of the reasons why it is important for managers to focus on motivating employees who survive a layoff is that such employees often have confused emotions that leave them wrestling with changes that are brought about by the restructuring/reorganization. As highlighted by Robbins (1999), when a manager undertakes layoff process, a paradox of conflicting loyalty stirs within the employees. Previous loyalty feelings to the organization now conflicts with the loyalty to oneself. They begin to question their earlier work effort as they go on worrying about whether they really have a future within their current organization. They experience stress and discouragement while trying to stay positive amidst worries that they could be in the next round of dismissal. Another reason for motivating employees who survive a layoff is for them to remain productive. According to Conaty (2012), when a manger is ready to make cuts in the number of workforce, he should always adapt strategies that can motivate the remaining employees in order to make them productive. In order to motivate surviving employees Canoty (2012) suggest strategies such as financial rewards, intrinsic motivation such as appreciating the good work of employees even during tough financial times, giving them time off and celebrating performance. Motivating employees who survive a layoff is also significant in ensuring that employees still feel a worthwhile and appreciated. After layoffs, employees develop a sense of fear that they may still be layed off in the future. It is therefore important for managers to motivate their surviving employees in order for them to feel worthwhile and appreciated. Canoty (2012) suggests that in order to ensure that the remaining group does not develop fear regarding their future in the organization or “when the next shoe will drop”,managers should work towards making the employees feel appreciated by adopting a powerful form of employee recognition and appreciation. To what extent is Conaty’s advice consistent with equity and expectancy theory? Harder, (1991) highlight that the equity and expectancy theory of motivation make distinct predictions under the conditions of perceived/alleged underreward coupled with strong performance outcome expectancies. According to Adams (1965), the equity theory proposes fairness in the context of social relationships that takes place when resources, rewards and punishments are distributed according to the proportion of an employee’s contributions or inputs. As a result employees normally seek to preserve equity between the inputs that they bring into the organization and the outcomes which they obtain from it, alongside the inputs and outcomes brought by others (Silva, 2009). Conaty’s advice can be argued as consistent with the equity theory in the sense that he argues that employees often judge their employers by how fairly they are treated especially during difficult times. Conaty argues that as grave as the situation may seem, employers ought to consider going deeper than they can on grave situations such as those involving staff reductions. He argues therefore that in such situations, what the employer ought to do before making any decision is to deal empathetically with the victims, financially as well as emotionally in order to provide them with a soft landing as possible (Conaty, 2012). The expectancy theory, on the other hand, proposes that the employees behave in a given way due to the expected results that are linked to that particular behaviour. As a result the motivation of an individual is basically determined by the expected outcomes. Conaty’s advice in this case can be argued to be consistent with the expectancy theory in the sense that he suggests strategies such as financial rewards, intrinsic motivation such as appreciating the good work of employees even during tough financial times, giving them time off and celebrating performance. (Silva, 2009) argues that managers ought to implement such strategies that will finally enhance the capabilities of their employees while making them understands that they more they put in effort the better the performance will be. Do you believe that recognition will motivate layoff survivors? Explain. Managing layoff survivors is undoubtedly one of the hardest jobs for managers during a post-layoff. According to Tsaia et.al (2007), it is for this reason that a large number of organizations spend millions of dollars every year engaging consultants, specialists or psychologists to help motivate the remaining group. In my opinion, I believe that recognition will motivate layoff survivors. One of the reasons for this is because during this time remaining/surviving employees are often at their lowest in as far as their feelings are concerned. Therefore, giving them recognition will help lessen their focus on loss/lack of security caused by the restructuring of their organization. Additionally, recognition will enable them to begin the process that will help them rebuild their sense of worth and purpose. Conaty (2012) highlights that negative actions on surviving employees only tug and fray the delicate bonds of loyalty that tie employees to their organization. Conaty (2012) therefore suggests that only organizations that manage to skillfully balance the necessary tough competitive actions with sincere concern for their employees will achieve a lot in the future. Layoff survivors are also known to be feeling powerless, overwhelmed and much stressed. They are often required to carry out more duties with less pay and are often distracted by a flood of bad news and fears of job security. They thus need recognition. Recognition may include acknowledging small wins as well as celebrating any accomplishment in order to boost their morale, Nelson & Spitzer (2003) argues that; recognition does not have to include huge bonuses since small rewards such as extra days off, pizza parties and exemption from repetitive tasks can work. The intent here is normally to encourage a workplace culture of appreciation and not fear. Nelson & Spitzer (2003) argues that managers who demonstrate that they appreciate their employees’ efforts are normally rewarded with improved performance. On the other hand, employees whose achievements go unrecognized and whose failures are criticized never attempt anything new; as a result, do not always discover their hidden talents. According to Nelson & Spitzer (2003), Recognition also builds trust, an aspect that is vital in as far as sparking their motivation as well as their enthusiasm to give their best is concerned. Nelson & Spitzer (2003) argues that by offering the surviving employees some recognition, the management is often seen to be telling the survivors that they are in it together. The way they are treated during these stressful period thus says a lot as regards how they are regarded by their managers. I therefore believe that recognition will motivate layoff survivors as this will demonstrate that even when times are rough, the management has their best interests and those of the organization in mind. Do you agree that managers should find ways to have fun in the work environment after a layoff? Why or why not? In my viewpoint, I do not support the notion that managers should find ways to have fun in the work environment after a layoff. As Conaty (2012) highlights, layoffs are often followed up by reduced morale among the remaining employees with everybody’s energy being visibly reduced. Much of the employees’ activities are thus driven by fear. In my opinion, and as highlighted by Conaty (2012), these difficult times call for a personal touch between the organization and the remaining employees as the employees who get to see as well as hear from their bosses are more likely acknowledge and understand the situation beyond the crisis. Therefore, what an organizational manager ought to do after a layoff is to take steps and rebuild the suffering morale of its employees quickly. The manager’s ability to communicate regularly and effectively with the employees who have survived layoff will prove to be invaluable in the long run. At first; the employees may reveal signs of lacking commitment, anxiety and even decreasing stability. Therefore, during the weeks and months after the layoff, the organization’s managers ought to display strong leadership strategies that will enable the surviving employees to focus on the priorities at hand in addition to recommitting themselves to the organization. According to Tsaia et.al (2007) therefore, a managers’ leadership will be very essential in helping the employees to recognize in addition to dealing with their emotions. According to Canoty,(2012) some of the specific suggestions of what a manager ought to do after a layoff include holding regular meetings with the surviving employees and bringing an agenda; asking how they are doing and listening and responding empathetically; asking whatever rumours are out there and either validating or dispelling them; carrying out check-ins more often; setting out clear, realistic, achievable short term goals ; establishing an open door policy in addition to letting the employees know that they are able to come directly to the managers with questions and concerns. References Conaty, B, 2012, How Should Managers Handle Tough Employment Decisions? Harder, J.W, 1991, Equity theory versus expectancy theory: The case of major league baseball free agents, Journal of Applied Psychology, Vol 76(3),Pp 458-464 Nelson, B & Spitzer, D.R, 2003, The 1001 Rewards & Recognition Fieldbook: The Complete Guide, Workman Publishing. Robbins, S.P, 1999, Layoff-Survivor Sickness: A Missing Topic in Organizational Behaviour, Journal of Management Education, Vol. 23 no. 1 Pp 31-43 Silva, S, 2009, Motivation Theories - Understanding the Expectancy and Equity Theories of Motivation, Retrieved on September 12, 2012 from Tsaia, P.C, Yenb, Y, Huang, L & Huang,I,2007,A study on Motivating Employees’ Learning Commitment in the Post-Downsizing Era: Job Satisfaction Perspective, Journal of World Business, Volume 42, Issue 2, Pp 157–169 Read More