Commercial interests, prison difficulties, and equality

Final Exam Case Study

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Final Exam Case Study

Question 1

Commercial interests, prison difficulties, and equality are considered when personnel are

immediate cost savings but also result in the loss of highly skilled and experienced individuals

entitled to a higher salary. Retained employees are guaranteed to satisfy future business

objectives by possessing the requisite competencies (Ngozi & Edwinah, 2022).

Nevertheless, this approach is difficult to assess and subjective. Although eliminating

positions based on challenging criteria simplifies operations, it also results in the loss of

competent workers. Lastly, while it appears to be a fast fix, reducing transient personnel often

results in losing critical knowledge and project delays. Other variables encompass innovative

contributions or employee adaptability. To retain the most talented employees and achieve long-

term strategic goals, I would prioritize performance and prospective skill set requirements if I

were Jenna.

customer pride quantify an employee's contributions. Jenna should also remember milestones

feedback, which gives a more complete picture of an employee's cooperation, management, and

influence. Disciplinary actions, commendations, and reward data must be examined to provide a

fair review. Information will be accessible via the agency's Human Resources Information

System (HRIS), where it is stored.

Performance management tools and traditional evaluation structures will also provide

valuable information (Murphy, 2020). Jenna should ensure that all performance assessments are

uniform and unbiased throughout the company to avoid biases. Department managers provide

context and insights into the papers. These varied data factors let Jenna make impartial, well-

informed judgments on which employees to fire. This reduces the potential of criminal charges

and assures fairness.

Question 3

Jenna should provide a fair, transparent, and lawful termination procedure to reduce the

danger of unjust terminations. She should first identify realistic layoff criteria, including

performance indicators, project skillsets, and tenure. Use these criteria consistently for all

impacted workers to prevent discrimination or favoritism allegations. Jenna must follow labor

rules, including the Worker Adjustment and Retraining Notification (WARN) Act, which

mandates 60-day notice for factory closings and significant layoffs (Jaller et al., 2022). Due to

the number of impacted workers, VTI is not legally compelled to comply with WARN, but

following its recommendations shows good faith and reduces legal risks. She should also check

the layoff list legally to ensure it does not unfairly harm protected classifications, including age,

ethnicity, gender, and disability. This evaluation helps discover unequal impacts, enabling

legal issues benefits from this material. Supporting layoff victims with severance payments,

career counseling, and job placement reduces the damage and shows the company's commitment

to fairness. By following these procedures, Jenna avoids unjust termination accusations and

secures a lawful layoff.

and empathic but might be enhanced to serve their audiences better. The notification letter clearly

explains the painful decision, details the working notice term, post-working notice period, and

severance payout, and thanks workers for their efforts. However, incorporating HR

representatives' contact information for instant queries and giving emotional assistance like

therapy might improve the message. This additional information would assist impacted workers

in managing this difficult transition with a more thorough support system. While educational, the

notice to all workers should be more compassionate and focused on the company's future.

Currently, it emphasizes layoffs and productivity. To enhance, the memo could address the

emotional effect on surviving workers and reassure them about the company's objectives to

stabilize and expand. Including a message about impending team cohesiveness and morale

support helps reduce worry and create togetherness. Encouraging workers to submit comments

or attend a leadership Q&A session might boost openness and confidence during this difficult

time. Improvements would show the company's dedication to its personnel and boost morale and

engagement.

company's recovery and development objectives. Also, acknowledging little successes and

efforts boosts morale. Employee participation in decision-making and project planning helps

them manipulate and reason, creating a positive work atmosphere (Lartey, 2021). Jenna provides

professional development programs and training sessions that connect with the company's new

strategic plan and motivate and engage employees. This empowers workers with essential skills

and shows the company's engagement in their growth. Mentorship software builds team

connections and promotes knowledge exchange. Incentivizing employees with performance

bonuses or extra time off boosts motivation. Live interviews are vital to understanding what

inspires workers to stay with the company and address any possible difficulties. Flexibility and a

healthy work-life balance help retain top talent and make the last workforce feel appreciated and

performance opinions is essential (Aguinis & Burgi-Tian, 2021). This lets managers identify

successes, address difficulties, and aid. Supplying staff with the tools they need to do their duties

is also crucial. Access to new generation, education, and professional progress are included.

workers avoid performance issues. Offering flexible work arrangements like remote painting or

variable hours helps employees maintain a healthy work-life balance, improving performance.

Jenna should also perform frequent employee engagement surveys to assess job satisfaction and

identify growth opportunities. Jenna can establish an excellent work atmosphere that drives

people to perform well and remain dedicated to the agency's success by addressing concerns

immediately and acting on comments.

References

Aguinis, H., & Burgi-Tian, J. (2021). Measuring performance during crises and beyond: The

Performance Promoter Score.ABusiness Horizons,A64(1), 149-160.

Dank, N., & Hellström, R. (2020).AAgile HR: Deliver value in a changing world of work. Kogan

Page Publishers.

Jaller, M., Otero-Palencia, C., & D’Agostino, M. (2022). Jobs and automated freight

transportation: How automation affects the freight industry and what to do about it.

Kähkönen, T., Blomqvist, K., Gillespie, N., & Vanhala, M. (2021). Employee trust repair: A

Management Journal,A30(1), 13–31.

Ngozi, D., & Edwinah, A. (2022). Employee engagement and talent retention: a review.ASouth

Asian Research Journal of Biology and Applied Biosciences,A4(5), 188-197.

Timsina, S. (2024). Employee Turnover and Engagement Programs for Retention.