In 250–300 words reply to the two attached discussion board post! Each reply brings clarity to issues being discussed and relates issues to Scripture/biblical principles, scholarly sources and the text. Must use at least two scholastic references.
CarolinaPanther007
ResponsetoBrenda.docxRunning head: DB FORUM 2 1
DB FORUM 2 1
Manager Concerns Following Layoffs
Even as plans for severance, benefits, outplacement and counseling services are developed to ease the impact to employees identified for layoff, management must also develop a plan for the care of the survivors following the layoff, to ensure the bottom-line gains expected from the layoff are in fact realized. Survivors face the challenge of absorbing the workload left behind by victims of the layoff. The same grief and bereavement models applied to those affected by the death of a friend or loved one are applicable to survivors of layoffs (Amundson, Borgen, Jordan, & Erlebach, 2004). Front line managers, who may even be survivors themselves, are left with the task of adapting and transitioning survivors to the leaner work reality, while productivity is expected to be maintained.
Managers should concern themselves with the behaviors and attitudes often associated with survivors of layoffs. Gomez-Mejia, Balkin, & Cardy (2016) identify increased absenteeism, increased employee turnover, decreased job satisfaction, and lower productivity. Drzensky’s and Heinz’s (2016) research determined that productivity following a layoff can fall as much as 43% depending on survivor perceptions of the organization’s handling of the layoff process and the treatment of its victims. Managers may detect a deterioration in survivors’ commitment to the organization, a reduction in communication with management, anxiety, depression, feelings of job insecurity, increased stress, a decline in mental and physical health, and lingering guilt over surviving the layoff (Wang-Bae, 2003).
From a biblical perspective, the Christian experiencing a job layoff or continued job uncertainty as a survivor of a layoff, can find rest and assurance in the Lord’s provision for their needs despite earthly circumstances. “…Do not worry about your life, what you will eat or drink… Look at the birds of the air; they do not sow or reap or store away in barns, and yet your heavenly Father feeds them (Matthew 6:25-26, New International Version). Just as the birds of the air exercise daily dependence upon the Lord’s provision, the Christian, who is of more value, can be assured of the Lord’s daily provision for their lives. The Lord is not glorified in the outward worry exhibited by Christians, but rather in the Christian confidently navigating difficult and uncertain circumstances in the name of the Lord, who daily provides.
The Role of HR in Supporting Managers
Because HR’s strategic goals are to be aligned with the organization’s strategy regarding profits, growth and market share (Campion, Guerrero, & Posthuma, 2011), it is in the best interest of the HR department to support managers as they navigate the path forward in supporting and motivating survivors of a layoff. Arguably, the most important role for HR in support of managers lies in communicating the organization’s need for layoffs clearly and often throughout the process. This includes transparency regarding the methodology for layoff selection (Campion, et al., 2011).
In their interviews of layoff survivors from both the public and private sectors, Amundson et al. (2004) concluded that poor communication, interpreted as the withholding of information, led to survivors’ distrust of management and disengagement from management. Additionally, survivors’ sense of fairness regarding the layoff process and subsequent treatment of victims determined the survivors’ level of anger and resentment. Gomez-Mejia et al. (2016) also state that survivors are more likely to remain positive and more productive if they understand the reasoning and methodology behind the layoff and the process.
From a biblical perspective, thoughtful words communicated openly, truthfully, and peaceably promote the listener’s understanding. “The soothing tongue is a tree of life, but a perverse tongue crushes the spirit” (Proverbs 15:4, NIV). How true this verse rings when one considers the emotionally charged circumstance of layoffs. May the organization endeavor to communicate with transparency, and in such a manner that promotes understanding and healing.
References
Amundson, N. E., Borgen, W. A., Jordan, S., & Erlebach, A. C. (2004). Survivors of downsizing: Helpful and hindering experiences. The Career Development Quarterly, 52(3), 256-271. Retrieved from http://ezproxy.liberty.edu/login?url=https://search-proquest-com.ezproxy.liberty.edu/docview/219445312?accountid=12085
Campion, M. A., Guerrero, L., & Posthuma, R. (2011). Reasonable human resource practices for making employee downsizing decisions. Organizational Dynamics, 40(3), 174-180. doi: 10.1016/j.orgdyn.2011.04.004
Drzensky, F., & Heinz, M. (2016). The hidden costs of downsizing. The Economic Journal, 126(598), 2324-2341. doi:10.1111/ecoj.12216
Gomez-Mejia, L., Balkin, D., & Cardy, R . (2016). Managing Human Resources (8th ed). Pearson Education, Inc.
Wang-Bae, K. (2003). Economic crisis, downsizing and "layoff survivor's syndrome". Journal of Contemporary Asia, 33(4), 449-464. Retrieved from http://ezproxy.liberty.edu/login?url=https://search-proquest-com.ezproxy.liberty.edu/docview/194228734?accountid=12085
