晏颜潒敢-TheoreticalSituation#1.pptVIP

Theoretical Situation #1 You are HR manager in service company The industry is facing a downturn You have excess personnel What do you do? Implications Legal Avoiding Union issues Avoiding unfair dismissal law suits Shareholder responsibility Ethical Employee welfare Financial remuneration Fair treatment (repeated hiring/firing) Other implications Employee retaliation / sabotage Company reputation effects Summary of UK Case Facts Change in Policies and Employers’ Attitude to Redundancy Changes in EU law for companies to find alternatives to closures job losses Increase in minimum redundancy package Increase in number of unfair dismissal complaints Increase in cost to businesses Change in business redundancy behaviour Proposal - Hierarchy of Options Re-train Employees Everyone Takes a Pay-cut Voluntary Layoffs Enforced Layoffs – Generous payout Enforced Layoffs – Min. payout Theoretical Situation #2 You are HR manager in service company Do you repeatedly hire and fire employees to meet demand? Implications Shareholder perspective Do whatever necessary to maximize profits Hiring / firing / re-hiring if necessary Employee perspective Stable employment Company should absorb inefficiency due to temporary excess staff Proposal – Hiring Firing HR manager should find ethically suitable middle ground considering all stakeholders Theoretical Situation #3 You are HR manager in a service company You have to select an employee for redundancy. Employee A Good performer Single white male Employee B Average performer Single mother of five Who do you choose ? Implications Ethical Consideration needs to be given to individual circumstances Legal Shareholders want best performing employees Proposal - HRM Attention to Ethical Issues Emphasis on ethics varies Some EU countries – Ethical approach to redundancy – profile considerations US – Less ethical approach – performance based redundancy * * Fire people Re-train Compensate How much ? Bradford Bingley (Banking) Voluntary job l