DB7.7

CH.17

Part 1: (DONE)

After reading Chapter 17:

Answer the Discussion Question that:

Should a manager be able to use a reduction in force to rid the department of its less effective

employees? Why or why not?

Be Sure To Take on Consideration Discussion Points in the End of the Chapter 17

Part 2:

Respond to three other discussion(I’ll uploaded letter after you done the Discussion ). (Your response must

be of significance, more than just yes or no)

You will need to post your comment as respond to the comments by no more than 2-3 Complete Sentences. I

Looking on the depth, not the length of your comments

Comment to: (Please no more than 2-3 Complete Sentences.)

M. C.

When an organization is looking to downsize or restructure, this is usually a time when most people

are starting to worry about if they will keep their jobs or not. During my undergraduate, we learned that

when a manager hears the word reengineering, a manager will usually be let go; this can be either yourself

or a fellow manager. Fallon & McConnell (2014) found that in 1998, around 81% of healthcare

organizations had reduced staff, with around half laying off managers. When looking at whether or not a

manager could reduce force to lay off the less effective workers, it can vary depending on the situation.

Fallon & McConnell (2014) found that most hospitals tend to use a policy to determine how they should deal

with layoffs. However, this is usually not in a healthcare organization's policy until they need to reduce

employees. It should also be noted how Fallon & McConnell (2014) say that most organizations would get

rid of temporary workers first, than part-time workers, and then move on to the regular workers. Even with

this, most organizations would try to see who would leave voluntarily, whether from early retirement or

receiving a payout from the organization (Fallon & McConnell, 2014, pg. 335).

After accomplishing these things, most organizations would turn their focus on who has seniority and

who does not and use this as a means to see who stays and who goes (Fallon & McConnell, 2014, pg. 335).

Their overall reason for doing this is to lessen the financial burden, and usually, senior workers make more

money than the ones who just started. This may cause them to think twice about if it truly is worth getting

rid of the newer hires, especially considering if said newer hires possess critical skills needing for the

organization (Fallon & McConnell, 2014, pg. 336). Showing that this is not a simple process to handle

cannot be a simple yes or no when regarding the topic question. Fallon & McConnell (2014) found the ideal

layoffs are rarely achieved, and compromises are needed to be fair for all employees.

References

Fallon, L. F., & McConnell, C. R. (2014). Human resource management in health care; Principles and

practice (2nd edition). Jones & Bartlett Learning.

J. V.

Chapter 17 examines the termination and lay off of employees it mentions the reduction in force in various

scenarios in which organizations must make the difficult task of laying off or terminating employees due to t

various factors. It mentions that there are times when an organization may need to lay off an employee and

must find ways to complete these tasks without getting into legal trouble. Some policies must be followed to

comply with the individuals that may lose their job. The text mentions that some may use an early retirement

option, however, it also states that many key employees may leave when given these options. Another point

that is made within the text is that many after being terminated have the right to severance pay as well as

unemployment. These are other costs that the organization will need to account for. Aside from losing

money already associated with losing staff which ultimately are needed to deliver Hc Services thus creating

revenuec(Fallon L., & McConnell C.,2014).

Using force reduction to remove less effective employees may not be the correct solution, ethnically this

may be incorrect if they are not a part of the ones that need to be terminated in the first place. Using force

termination,to a benefit of the organization may also lead to legal actions if found that they were wrongfully

terminated. Another point may also be that there are policies in place to remove a less effective employee

that needs to be completed such tasks may include talking to the employee about the issue. Further training

and education, may also be needed before termination is adequately completed. Not following correct

policies and procedures, may lead to wrongful termination suits which may create other issues for an

organization.

References

Fallon L., & McConnell C. (2014). Human resource management in health care. (2nd ed). Jones & Bartlett

Publishers. Sudbury, MA

S. K.

Reduction in force (RIF) is used when a company permanently eliminates positions. The employee is let go

from a company as there is no longer need for an employee’s position (careerminds) It takes place due to

budgetary reasons, change in business direction, moving to a new location, or it is undergoing a merger.

Organizations use several methods to reduce the number of employees like reengineering, mergers,

acquisitions, layoffs and terminations (Fallon & McConnell, 2014).

A manager should be able to use a reduction in force to rid the position or department but there should be

written documentation as well as a need to support the decision to reduce the workforce. The written

documentation should set forth the selection criteria and should be utilized throughout the process. If the

effective employees of that department meet the criteria used to identify employees for reduction, then only

they should be included in the workforce reduction. Performance criteria may be used to use RIF to know

whether the employee is less effective or not. Employers may consider previous performance reviews and

other performance documentation, such as warnings or any type of disciplinary actions. However, there

should be solid written documentation that the employee has been experiencing performance issues. But RIF

should not solely be based on performance issues. Terminating employee based on performance issues who

are in necessary positions will need to fill the positions, and this could lead to claims of wrongful discharge

or discrimination. Hence, if the employees in that department fits in the criteria of less effective employees

based on performance and the department also fits in the criteria of written documentation of the b usiness

purpose for the RIF, as well as defendable reasons for how and why employees were chosen for layoff, a

manager can use RIF to rid the department (Society of Human Resource Management).

References

Fallon, L. F., & McConnell, C. R. (2014). Human Resource Management in Health Care, Principles and

Practice, 2nd Edition, Burlington, MA: Jones & Bartlett Learning.

careerminds. What Does "Reduction in Force" Mean? Retrieved from https://blog.careerminds.com/what -

does-reduction-in-force-

mean#:~:text=A%20reduction%20in%20force%20(RIF,with%20the%20termination%20of%20employment.

Society of Human Resource Management. Can we include employees who have performance problems in a

reduction in force (RIF)? Retrieved from https://www.shrm.org/resourcesandtools/tools -and-samples/hr-

qa/pages/(rif)selections.aspx