Project #90908 - Discussion Question

Read the following case study and answer the question. Must use 2 sources which I will provide

 

How Should Managers Handle Tough Employment Decisions?

Here is what Bill Conaty, former senior vice president of human resources at General Electric had to say. Restructurings, consolidation, salary freezes, a shifting health-care cost burden, furloughs, 401(k) match elim- inations . . . this list, as you know, goes on and on. Did your company cancel this year's Christmas party? . . . My concern is that, cumulatively, these negative actions are tugging at and fraying the delicate bonds of loyalty that tie employees to their employers. I believe it will be the companies that manage to deftly balance the necessary tough competitive actions with genuine compassion for their employees that will win big in the future. People have long memories. What they don't have right now are a whole lot of career options. And they will judge their employer by how equitably they feel they were treated during the down market. So how exactly do you steer your company through this in a way that won't drive your peo- ple into the arms of the rst headhunter who calls? . . . As counterintuitive as it may sound, consider going deeper than you might on staff reductions, rather than nibbling around the edges hoping for a quick market turnaround. . . . When you are ready to make those cuts, deal compassionately with the casualties, nancially and emotionally, to provide them as soft a landing as possible. Career transition centers, training opportunities, and a sin- cere interest in helping those who are moving on become more marketable will genuinely help. Many companies don't need to be told that. Instead, managers often spend a disproportionate amount of time managing the layoff process and not enough attention on the surviving talent. Those survivors need to be recognized and rewarded. Yes, they'll pay close attention to how hu- manely layoffs are carried out, but they're also aware that their own workload and stress level has just been stepped up. You want this group to play offense, not to fret over when the next shoe will drop or feel that they're being overburdened. With nancial rewards temporarily off the screen, an astonishingly powerful form of recognition is a genuine pat on the back, along with words along these lines: "I think you're doing a great job under tough circumstances, and you're an essential part of my team.". . . There's a strong tendency for executives in tight spots to simply clam up, fearing they don't have the answers people want to hear. To avoid appearing inadequate, they'll issue the occasional all-employee e-mail or canned Webcast. But you'll nd that you don't need to have all the answers. You'll discover that the rumor mill has painted the most pessimistic picture imaginable, and you will quickly be able to dispel numerous falsehoods and present a clearer and more optimistic view. These times call for a personal touch. Employees who get to see and hear their leaders are far more likely to buy into a future beyond the crisis. Now back to the subject of holiday parties: It's a mis- take to legislate fun out of the workplace. You need to con- tinue to celebrate, especially in tough times. . . . We need to dial down how we celebrate, yes, but it's not natural to have to continuously wear a deadly serious game face.

 

1.       To what extent is Conaty's advice consistent with equity and expectancy theory?

Subject Business
Due By (Pacific Time) 11/04/2015 12:00 am
Report DMCA
TutorRating
pallavi

Chat Now!

out of 1971 reviews
More..
amosmm

Chat Now!

out of 766 reviews
More..
PhyzKyd

Chat Now!

out of 1164 reviews
More..
rajdeep77

Chat Now!

out of 721 reviews
More..
sctys

Chat Now!

out of 1600 reviews
More..
sharadgreen

Chat Now!

out of 770 reviews
More..
topnotcher

Chat Now!

out of 766 reviews
More..
XXXIAO

Chat Now!

out of 680 reviews
More..
All Rights Reserved. Copyright by AceMyHW.com - Copyright Policy