Steps and Processes for Employee Dismissal

In: Business and Management

Submitted By MKD94
Words 1870
Pages 8
Steps and Processes for Employee Dismissal
Diana Graves
Strayer University
Professor Kenneth R. Lewis, B.S., M.A., Ed.D.
HRM520: Strategic Human Resource Management
November 15, 15

Abstract
This paper presents methods in which management can best coordinate and head a dismissal meeting during employee layoffs. These methods will touch on how management can best cope with the negative emotions associated with employee layoffs, how to conduct a proper dismissal meeting step by step, how compensation is determined for separated employees and how the impact of a dismissed employee affects a company as a whole. These methods will be best achieved by structured communication between management and employees. In addition, the paper will show that employees should receive proper notification prior to dismissal by management.

During times of hardships, companies may choose to layoff employees. These times can be difficult and stressful if not handled properly. This paper will present a couple of different methods on how managers can make this period less stressful for employees, as well as show the impact of layoffs on the company as a whole. These methods will touch on proper and improper ways of communicating between managers and employees and give several steps on how to conduct dismissal meetings.
Coping with Negative Emotions After an Employee Layoff Layoffs within a corporation are a difficult time for all. Management can find ways to help make this process a little easier for its employees in multiple ways. Some of these methods are communicating in a timely manner with employees, keeping rumors to a minimum and ensuring that employees hear company news directly from their manager. Having proper lines of communication open to employees is key for any branch of a company. One of the best ways to help combat the negative emotions associated with a…...

Similar Documents

Constructive Dismissal in Malaysia

...3084 BC 226 Constructive Dismissal in Malaysia NAME | ID NUMBER | Nur Sheriena Bt Gamal Nasir | 1071114274 | Amira Bt Ramli | 1071116705 | Sam Weng Keong | 1081106812 | Ashkan Sahraee | 1081107220 | Behnam Yami | 1071118686 | Gakegalale Resitanye Senabe | 1071117910 | TABLE OF CONTENTS | Topic | Pages | 1 | Introduction | 1 | 2 | Case 1 - Puan S. Santhi V TetuanDecanHussin | 2-5 | 3 | Case 2 - Azlan Zainal Abidin ,Ahmad Kamil Shahperi Shahibi, Samsudin Zainol Abidin VMalaysia Airlines | 6-8 | 4 | Case 3 – Puan Rasila Binti Hamzah VUMW Corporation Sdn Bhd | 9-10 | 5 | Conclusion | 11 | 6 | References | 12 | INTRODUCTION Constructive dismissal occurs when an employee terminates the contract of employment by appearing to resign. We say it appears so because it is not voluntary resignation. It is resignation caused by the employer’s behaviour. The classic case of constructive dismissal in Malaysia is the case of Wong Chee v Cathay Organization (1988). It would be a constructive dismissal if an employer is guilty of a breach of the contract or if he has evinced an intention no longer to be bound by it. In such situation the employee is entitled to regard the contract as terminated and him as being dismissed. The following examples further demonstrate constructive dismissal, reduction of salary, downgrading, forced to resign or retire, behaviour by the employer intended to humiliate the employee, Transfer to a different......

Words: 2627 - Pages: 11

Dismissal Meeting 2

...DISMISSAL MEETING PROPOSE THREE (3) WAYS THAT A MANAGER CAN COPE WITH ANY NEGATIVE EMOTIONS THAT MAY ACCOMPANY AN EMPLOYEE LAYOFF. One way that a manager can help ease the pain of an employee that’s been laid off is to grant the employee a generous severance package which could provide economic benefits that reflects management’s compassion and understanding of the impact of the termination. Although the trend is for companies to offer less in severance payments, 93 percent of them require employees to sign releases of liability in order to receive severance pay. A great way to help soften the blow of a layoff is for the company or manager to do their best to find those leaving the company a new job. This could mean calling around to see if anyone is hiring, providing great job recommendations and even calling the competition to see if they have any openings. The company should also cover the expenses for some career counseling. The company can provide on-site training around resume writing and how to ace an interview for all employees. This can cause loyalty from all employees even the ones being laid off. Another way to help the laid off employee is to offer psychological counseling paid for by the employer because according to a lot psychologists losing your job is similar to losing someone close to you. A lot of employment consultants say those who have lost their jobs experience stages of grieving similar to the ones people go through after a......

Words: 1712 - Pages: 7

Constructive Dismissal

...dispute arising out of the dismissal of Encik Foo Jee Huah @ Foo Chee Wah (“the claimant”) by C-Pak Cergas Sdn Bhd (“the company”) on 14 November 2007. AWARD (NO. 1215 OF 2011) This is a Ministerial reference dated 14 November 2007 under section 20(3) of the Industrial Relations Act (“the Act”). The reference is about the alleged constructive dismissal of Foo Jee Huah @ Foo Chee Wah (“the claimant”) by C-Pak Cergas Sdn Bhd (“the company”) on 22 May 2007. Brief Facts Of The Case The claimant was appointed as a Production Supervisor in the embossing department from 16 June 1997 with a salary of RM1,800.00. On or about 3 July 2006 the company held a Domestic Inquiry (DI) against the claimant based on the allegation that the claimant had slept during working hours. After the DI, the DI panel decided that the claimant would be given a final warning letter, no increment bonus for year 2006, the claimant was to be placed permanently on day shift, no pay during suspension period from 27 June 2006 until 3 July 2006 and counseling by the Human Resource Department. Despite having this, the claimant alleged that the company breach their own decision against him by demoting him from a Production Manager to an Assistant Supervisor at a lower salary and transferring him to another department. The claimant alleged that after no response from the company about his 2 dissatisfaction regarding the 2 new punishments against him, he then claimed constructive dismissal. The Law The term......

Words: 3675 - Pages: 15

Employee

...regarding various personnel aspects such as promotion and merit increases. Performance measures also link information gathering and decision making processes which provide a basis for judging the effectiveness of personnel sub-divisions such as recruiting, selection, training and compensation. This research will concentrate on examining the effect of the performance appraisal on an individual as well as on the organizations. The sample size of 50 (employees) shall be chose within the organization. The data to use for the study shall be collected through the help of questionnaire and will be evaluated with the help of statistical tools. The research findings will show a noticeable effect of the performance appraisal on the organization as well as on the Individual. STATEMENT OF THE PROBLEM All organization faces the problem of directing the energies of their staff to the task of achieving business goals and objectives. In doing so, organization need to develop means to influence and channel the behaviors of their employees to optimize their contributions. Performance appraisals constitute one of the major management tools employed in this process. Various strategies had been effectively used for the employee according to their different needs and areas that needs to sustain. However, there is a little attention given in enhancing the employee performance appraisal system. This study will clarify certain questions related to the care phase of performance appraisal through......

Words: 842 - Pages: 4

Use the Theory of Maslow or Herzberg to Explain the Decrease in Employee Motivation Following the Takeover. What Steps Might Management Take to Re-Establish High Employee Motivation?

...Use the theory of Maslow or Herzberg to explain the decrease in employee motivation following the takeover. What steps might management take to re-establish high employee motivation? Motivation is a "needs-led" process determined through a basic process of an unsatisfied need or urge which leads to tension, further leading to search behaviour and finally leads to either need satisfaction or further search. However in practice the process is more complex than presented as sometimes multiple needs are needed at the same time as well as conflicting needs. Frederick Herzberg developed a theory on motivation during the midst of the 20th century which is most commonly known as the "dual factor theory". This is generally used when investigating motivation in organisations. His study was based on a survey of a study of 203 people across the 2 professional groups of engineers and accountants at Pittsburgh University, where they were asked to recall times over the previous year when they felt "exceptionally good" and "exceptionally bad" and their explanation for each case. From this study he identified two distinct list of factors that altered their motivation. These lists were a set of factors which cause satisfaction and dissatisfaction with both lists being mutually exclusive. The factors of satisfiers or Motivators, which are understood to yield a real sense of motivation in employees, are ordered in a list increasing in frequency beginning with a sense of personal......

Words: 1364 - Pages: 6

Hrm 530 Assignment 3 Dismissal Meeting

...Assignment 3: Dismissal Meeting Imagine that you are an office manager and you have been tasked with the job of coordinating and heading the dismissal meeting for an employee layoff.   Write a six to eight (6-8) page paper in which you: 1. Propose three (3) ways that a manager can cope with any negative emotions that may accompany an employee layoff. 2. Describe a step-by-step process of conducting the dismissal meeting.   3. Determine the compensation that the fictitious company may provide to the separated employee. 4. Using Microsoft Word or an equivalent such as OpenOffice, create a chart that depicts the timeline of the disbursement of the compensation.  5. Predict three (3) ways that this layoff may affect the company. 6. Use at least three (3) quality academic resources in this assignment. Note: Wikipedia and other Websites do not qualify as academic resources.  Your assignment must follow these formatting requirements: * Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format.  Dismissal Meeting Within any company, managers must be reminded that the focus of a layoff is not on the actual individual being released, but rather on the position itself. The layoff decision is made based on the needs of the company and the position. If the individual is not fulfilling the position or if the position is no longer necessary, the...

Words: 1472 - Pages: 6

Unfair Dismissal Advice

...Dear Siphokazi I write regarding your request for advice on your recent dismissal from the financial firm you’ve worked for the past 6 years. Dismissal is the employer’s termination a contract of employment and whilst dismissals are not uncommon practice in organisations, circumstances where one feels injustices have occurred, have grounds for an appeal through external systems (Bendix, Sonia, 2010). Most dismissal appeal cases aim to result in reinstatement, but seeing as you have interests in receiving compensation, and having the injustices of your dismissal corrected, below I shall outline steps you can take to achieve this through the CCMA or Labour Court. The two options I explains have differing weightings on their likelihood to produce justice (ie. Probable ruling in your favour) and their degree of compensation. I shall end off by advising you based on these weightings. To start the appeal process for any of the options I will suggest, you will need to send a written referral to the Commission for Conciliation, Mediation and Arbitration (CCMA), seeing as financial institutions do not have a bargaining council of their own (Bendix, Sonia, 2010. This should be done within the 30 days from the date you were informed or given notice of dismissal, which in your case is probably when you received the outcome of your disciplinary hearing. You can find the prescribed form for referrals through this link, which once completed, should be copied for delivery to your......

Words: 1497 - Pages: 6

Unfair Dismissal Code

...Small Business Fair Dismissal Code Commencement The Small Business Fair Dismissal Code came into operation on 1 July 2009. Application The Fair Dismissal Code applies to small business employers with fewer than 15 employees (calculated on a simple headcount of all employees including casual employees who are employed on a regular and systematic basis). Small business employees cannot make a claim for unfair dismissal in the first 12 months following their engagement. If an employee is dismissed after this period and the employer has followed the Code then the dismissal will be deemed to be fair. Employees who have been dismissed because of a business downturn or their position is no longer needed cannot bring a claim for unfair dismissal. However, the redundancy needs to be genuine. Re-filling the position with a new employee is not a genuine redundancy. The requirements for determining whether a dismissal was a genuine redundancy are contained in section 389 of the Fair Work Act. The Small Business Fair Dismissal Code Checklist attached to this document can assist in determining whether a redundancy is a genuine redundancy. Further information on the application of the Code, genuine redundancy and unfair dismissal is available at www.fairwork.gov.au[->0] or by contacting the Fair Work Infoline on 13 13 94. The Code Summary Dismissal It is fair for an employer to dismiss an employee without notice or warning when the employer believes on reasonable grounds that the......

Words: 1200 - Pages: 5

Processes

...Processes for Students with Learning Disabilities Many college students have different processes for many different things. We are going to focus on the processes that students with learning disabilities deal with. Just a few of these processes have to do with oral language, study skills, and social skills that they may have to cope with. One process that these students have to go through is the process of oral language. Students with learning disabilities might have trouble with spoken languages. In order to get through this difficulty, they would need a process to follow. For example, one student might overcome this diversity by taking on the challenge of speaking with someone for help. This can also be very difficult for this particular person. Another thing that might need assisting by a process would be expressing their individual ideas. They could do this very thing by first thinking of their idea, they then might take their surroundings into consideration. By this I mean that they will feel more comfortable to express their ideas if their surroundings are gentle and calm. One more thing that may require a process involving oral language would be grammar. Grammar is probably one of the most difficult things to focus on if a learning disability is present. They can go about this problem by first talking it over with someone. After that, they can get a little practice and review over their work with a teacher or another experienced person. ...

Words: 692 - Pages: 3

Dismissal Meeting

...Dismissal Meeting Name Institution Dismissal Meeting According to (Dessler, 2000), dismissal meetings are convened by human resource managers when an employee or employees are leaving service. Dismissal meetings are always held on two important occasions. The first occasion being when an employee leaves service due to retirement while the other occasion is when an employee is terminated. Termination commonly occurs due to firing perhaps because the organization has established a need to downsize or when the employee is declared redundant (Armstrong & Armstrong, 2011). Downsizing or laying off is either a permanent or a short end of employment. Downsizing commonly affects a group of employees rather than a single employee. Downsizing mostly occurs for business reasons like when there is a business slow-down or perhaps when some positions are declared redundant. Workers who are affected by downsizing are usually referred to as laid off workers. Earlier on this term was taken to mean a temporary interference with work, but now it refers to a permanent end of work due to reasons that a company specifies. Laying off is a more particular term as it means a reduction in the number of employees. Downsizing is broad as it also includes reduction of the operations but just to improve efficiency (Bratton & Gold, 2000). In this paper, therefore, my aim is to discuss dismissal meeting that is held when laying off has occurred. Ways through Which, a Manager, can use...

Words: 1754 - Pages: 8

Dismissal Meeting

...a few ways a company can downsize, such as, terminating employees, give them an option to retire early, or hiring freezes, just to name a few. Letting go of an employee for whatever reason can be one of the most difficult tasks an office manager can face. There should be steps taken to make sure the process proceeds smoothly. The last thing you want is for a dismissal meeting to end badly. I will propose three ways a manager can cope with negative emotions that may arise with an employee layoff. I will provide a step-by-step process of conducting the dismissal meeting. I will also take a look at the compensation the company may provide to the separated employee and create a chart to depict the timeline of the disbursement of the compensation. Last, I will predict three ways the layoff may affect the company. Three ways to cope with negative emotions Managers may have distinctive reactions to layoffs because they are mediators and receivers of change. “Their reactions are important because they can affect employee morale. Employees pay close attention to manager’s behaviors and messages they send out. The first way to cope with negative emotions is to thoroughly communicate (Dewitt, Trevino, & Monica, Spring 2003)”. Be private and honest with the employee. There is nothing wrong with giving the employee time to vent. They may experience a high level of depression, anxiety, stress, or loss of identity and self-esteem. They may have questions or feel like they......

Words: 1674 - Pages: 7

Employee Policy Handbook

...| EMPLOYEE POLICYHANDBOOK | C O M M I T M E N T | | REVISED ON28 February 2016 | | | THE MANDLEY GROUP | TABLE OF CONTENTS I. WELCOME 3 POLICY CHANGES/EMPLOYMENT-AT-WILL/EEO & ADA 5 II. EMPLOYMENT POLICIES 5 EMPLOYEE BEHAVIOR EXPECTATIONS 5 DISCIPLINE POLICY 6 PENALITIES FOR SPECIFIC OFFENSES 7-9 SUSPENSIONS & INVESTIGATIONS 8-9 PERFORMANCE MANAGEMENT POLICY 9-10 PERFORMANCE REVIEW TEMPLATE 11-13 PERFORMANCE IMPROVEMENT TEMPLATE 14-16 RECEIPT OF EMPLOYEE HANDBOOK AGREEMENT & AT-WILL POLICY 17 WELCOME TO OUR ORGANIZATION Dear Employee: Welcome to our organization. We are pleased that you selected to serve the most deserving clients in the world. Your professional and personal contribution to our organization will make a difference. This employee policy handbook is not all inclusive and is designed to help you learn the basics about our organization and its policies. If you have any questions on the information provided, ask your immediate supervisor, or the Human Resources Office. We all must work together to maintain a highly productive and efficient organization and your commitment is required. If you have questions, ask. If you have concerns, voice them. If you have ideas, bring them forward. We are counting on you to make a difference. We......

Words: 3930 - Pages: 16

Steps for an Organization to Practice to Improve Employee Retention

...place an effective employee retention plan that will bring overtime benefits it may not anticipate initially. Organizations that know how to plan an effective employee retention program and execute various steps that are required to have an effective employee retention program will have better results from its employees and it will help the organization to be more successful. This report will tell organizations about some steps that it can do to help prevent some of the voluntary termination of an employee from the organization. Below is a chart that indicates some of the reasons why employees quit. The Society For Human Resource Management (SHRM) defines retention rate as the percentage of employees who were employed at the beginning of a period, and remain with the company at the end of the period. The retention rate tracks employees over time and is unaffected by employees that are hired after the time period. SHRM recommends that organizations do not rely strictly on this definition to figure out an organization’s retention rate because it does not track the departures of employees that joined and subsequently left during the period being tracked. It also recommends that organizations calculate both the retention rate and the turnover rate. It defines turnover rate as the number of separations divided by the average number of employees during that same time period. In order to determine the turnover rate, organizations divide the number of employee leaving by the......

Words: 1977 - Pages: 8

Dismissal Meeting

...Assignment 1 week 3 – Alignment of HR and Business Strategies Carmen Roberts Professor Morgan Human Resource Management – HRM 530 April 22, 2016 1. Discuss the factors causing the employees dissatisfaction. It appears the employee has a variety of factors that are leading to their dissatisfaction. One has an enormous amount of work that is not challenging enough for him or her. The employee has a lot of busy work. Busywork is work that usually appears productive or of intrinsic value but actually only keeps one occupied. It can get aggravating doing a variety of little tiresome, tedious work. It has lead to making her feel bored on the job. Secondly, the employee lacks education, instructions and excitement. There appears to be no career advancement or development. Therefore, she has not been encouraged or guided toward steps for promotion. Inasmuch as she has been performing the same duties without promotional training she does not feel she is achieving her career goals. Thirdly, she is experiencing burnout. According to Careerplanning (2011) burnout is a combination of exhaustion of physical or emotional strength or motivation that is a result of prolonged stress or frustration. Burnout is related to the job duties, tension, stress and interoffice issues. Burnout is draining and can to someone looking for a new job. Sometimes, there is just so much you can take. There are a lot of employees who suffer this sort of burnout and it......

Words: 1241 - Pages: 5

Employee Handbook

...Employee Information Employee Handbook 3 Welcome to the Employee Handbook We are delighted that you are working with us and hope that you will find your job both challenging and enjoyable. All employees have a contract detailing terms and conditions relating to their own particular role. This handbook has been designed to give additional important and useful information about employment with us; our expectations of you and your colleagues and the benefits we provide. It is divided into two main sections: • • Section 1 – contains contractual entitlements which form part of your contract of employment. Section 2 – contains important information on the discretionary benefits available to employees and general information about your employment with Marks & Spencer. All rights reserved. No part of this publication may be reproduced, stored in or introduced into a retrieval system or transmitted in any form or by any means (electronic, mechanical, photocopying, recording or otherwise) without the express written permission of Marks & Spencer p.l.c. Employee Handbook Contents Our People Principles 5-6 Reporting Accidents Personal Accident 7 7 7-8 9 10 11 11-12 12 13-14 14-15 16-18 19-20 20 Personal Life Assurance First Aid Regulations Handling Merchandise, Money & Equipment Personal Property Computer Security Whistle-blowing: Public Interest Disclosure Discrimination, Harassment, Bullying & Victimisation Standards of Conduct Misconduct Gross Misconduct......

Words: 18178 - Pages: 73