Proposed ways of coping with negative emotions

Proposed ways of coping with negative emotions

Lay-off has been defined as a temporary deferment or permanent cessation of employment of an employee. It can be for one person or a collective group of employees that is based on various organizational reasons, including reducing the size of an organization (downsizing) and workforce management to deliver enhanced shareholder value (Fijalkowska et al., 2017). Laid-off employees lose their jobs because an employer may close down, relocate, or insufficient for work for them to perform within the organization or abolishment of their positions.

Laying off employers is an emotional measure that causes pain to both the employer and employees. In this case, it is significant for managers to carry out a dismissal meeting in a way that does not harm the employees’ dignity because it is not a volunteer step undertaken by the workers (Fijalkowska et al., 2017). The manager has a dreadful and challenging task of formally declaring the employees’ contract termination. As such, he needs to conduct the dismissal meeting in a fair and just manner to control the employee’s negative emotions (Fijalkowska et al., 2017). The manager needs to maintain healthy and effective communication with the employees in the dismissal meeting to ensure that he easily copes up with the negative emotions of the employees.

Proposed ways of coping with negative emotions

Organizational reasons are liable for employee lay off. Disorganized and inadequate planning of the human resource team is associated with this challenging issue of overstuffing. In many cases, the managers have to encounter emotional agony as a result of a layoff, and it results in anger, frustrations, and guilty emotions (Shi & Zhang, 2019). The manager needs to formulate measures to control and cope up with the negative emotions and effects of layoffs. The following are the proposed ways that can help the manager cope up with adverse outcomes of employee layoffs.

Managers need to conduct the dismissal meeting an effective way by communicating clearly. Clear communication is one of the means through which they can eliminate the negative emotions of layoffs because it will enable them to give out more information during the dismissal (Shi & Zhang, 2019). This will help the employees to comprehend the organizational factors and situational motives leading to their layoff despite the involuntary contract termination. Secondly, the manager should give room to the employees to vent their frustrations. Lastly, the dismissal meeting can be carried out in a compassionate manner and provision of voluntary severance and early retirement packages (Shi & Zhang, 2019). By doing this, the manager can appease the employees’ anger, distress, and discomfort. This package may include matters related to employees’ health, insurance, due payments, recommendation, and letters, and certificates of experience (Shi & Zhang, 2019). This will assist the manager in portraying the company’s respect for the worker’s loyalty towards achieving the organization’s objectives and goals. It’s not a legal requirement to pay the employee packages, but it used by managers to cope with the negative emotions of the laid-off employees. Additionally, it is taken as a reward for the employees’ loyal and long-term relationship with the organization.

Description of the step-by-step process of conducting the dismissal meeting

Employee layoff is a critical aspect of an organization. Thus it has to follow specific laws and procedures to ensure that the interest of the employer and employees are taken care of, and the process must be carried out in an ethical manner (Richter et al., 2018). A step-by-step process needs to be followed based on the right principles to evade liabilities that might arise. The first step of the dismissal meeting is to schedule a face-face meeting. The next step is to a valid and adequate reason for the dismissal meeting. The manager must organize to have a third person in the dismissal meeting to act as a witness. The next step is to present the dismissal statement and provide some severance compensation packages (Richter et al., 2018). Then the next step is to allow the employees an opportunity to speak. However, in this step, the manager should emphasize that the meeting is not meant for questions but discussion so that the employees can understand the situational reasons for their main cause for being laid off and the final organization’s decision. Employers must understand and carry out the dismissal meeting in the right way because it is a critical procedure of the human resource process. The aforementioned steps need to be followed and must be taken seriously and addressed concerning the loyalty of the employees.

Company’s Fictitious Compensation for Separated Employee

Eligibility for severance pay must be outlined first. The severance compensation package is approved for full-time and part-time workers whose contracted is involuntarily terminated from the government service, which satisfies other eligibility conditions. With factious Kohl Inc., an employee will receive a severance pay package if he or she satisfies at least 12 months requirement. In this requirement, an employee must have provided a continuous service of at least 12 months and being involuntarily separated (Collins et al., 2018). The severance compensation package comprises one week of pay for employees being separated involuntarily and has delivered continuous service to the organization for at least ten to twelve years.

On the other hand, an employee who has served the company for less than ten years will only be offered a one-week compensation pay while those that have served for ten or more years will receive a two-week compensation based on the basic salary pay rate of the service they provided (Collins et al., 2018). Compensation will be offered every month. The compensation pay is given at the employer’s preference, but the decision to provide this pay is associated with some responsibilities. Severance compensation pay is conditional on several factors that determine the eligibility. They include the length of service and nature of service provided to the company (Collins et al., 2018). The compensation package may range from no pay to one or two-week pay for the specified period of service with a payment overlaid at a given number of moths.

Effects of this layoff to the organization

Employee layoff is related to a multitude of effects. Workplace stress is a common effect on retained employees. These employees will suffer from increased workplace distress a distrust, which may lead to employee skiving. Additionally, workplace stress may lead to quality loss and productivity. Increased workplace stress makes an employee lose concentration of their functions in the organization (Elser et al., 2019). Equally, some employees may suffer workplace stress resulting from reduced quality and productivity. For instance, if an employee who has been laid off was a key team player in a given team, then the remaining employees will stress quality reduction and the employees will feel the void of the involuntarily separated employees (Elser et al., 2019). The stress may be associated with an increase in workload, an aspect that may lead to anxiety and distrust. Mixed feelings may eventually affect the productivity of the organization.

Laying off people may result in an effect of increased employee turnover. The involuntary separation of skilled and experienced workers can impair the organization’s reputation, thus instilling fear on the retained personnel. The workforce will feel insecure about the sustainability of their jobs and therefore start to seek other alternative jobs (Drzensky & Heinz, 2017). Similarly, laying off employees also attributes to increased worker turnover. This is the main reason why the manager tends to find other jobs after layoffs because they encounter significant discomforts. The company will also be affected by reduced institutional knowledge as a result of increased employee turnover. Moreover, high employee turnover is associated with a loss in productivity and unessential miscellaneous expenditure (Drzensky & Heinz, 2017). For instance, the company will be forced to compensate the laid-off employees while spending on a lot of employees whose value is not adding up to the company’s goals and objectives.

Laying off employees impacts the employment relationship in the workplace. The retained employees will be having tainted relationship with their managers or employers because they no longer trust them. They may perceive that the workers were laid off with no valid reason regardless of communication that was conveyed (López Bohle et al., 2017). They will feel that they involuntarily separated employees who were dismissed in an unfair manner that did not serve their interests. This may build irrational feelings towards their managers. The retained employees still believe that the involuntarily separated employees should have worked as long as they wished to(López Bohle et al., 2017). The manager needs to communicate with the retained employees to ensure that their relationship is strengthened and explain to them that the reason for laying off the employees was valid and was done reasonably.