lOMoARcPSD|62286029
Discussion Board Forum Four: Cost Saving Measures in a Recession
Natasha Noel
Liberty University
Global Economic Environment BUSI 620
Dr. Edginton
September 17, 2020
lOMoARcPSD|62286029
Discussion Board Forum Four: Cost Saving Measures in a Recession
This week’s discussion board prompt requires the contemplation of alternative methods
of production cost-saving measures that are taken by an employer during an economic recession.
The prompt presents two options. The first option is to lay off some workers without changing
the wages for the employees who remain employed. In the second option, the employer would
keep the current employees on their payroll but would cut wages for all. If I were the employer
or was brought on to consult the organization, I would recommend the second option, as long as,
certain criteria were met.
The necessary criteria needed for the second option is the internal research of the
company’s structure that supports the finding the company cannot run efficiently or successfully
with anything less than its current employee headcount (Heathfield, 2020). Specifically,
downsizing and furloughs would affect the company’s ability to produce and sell to their
customers. Once this requirement has been satisfied, I would confidently recommend that the
wage cuts should take place across the pay structure of the firm. Acknowledging that a salary
reduction or wage cut will not make employees happy, the information must be communicated
with empathy and transparently. Most importantly, all levels of management must also receive
salary reductions and this option is best employed for only a short period of time (Heathfield,
2020).
Additionally, Modrek and Cullen (2013) discuss the negative effects on employees after a
staffing reduction or restructuring occurs within a company. The author’s research highlights an
array of health consequences that affect surviving workers after layoffs. Modrek and Cullen
(2013) analyzed data that found the feelings associated with job insecurity, that present during an
economic recession, are exacerbated by layoffs even for those employees that survive (p. 1). In
lOMoARcPSD|62286029
addition, in the presence of downsizing the workload for surviving employees tends to increase
dramatically further pushing feelings of dissatisfaction and weakened company morale (Modrek
& Cullen, 2013, p. 1). This type of work environment has the unfortunate ability to increase
work stress and negative physical health.
lOMoARcPSD|62286029
References
Heathfield, S.M. (2020). Salary reduction reasons: Is a salary reduction even legal for an
employee? Retrieved from https://www.thebalancecareers.com/salary-reduction-1919072
Modrek, S., & Cullen, M.R. (2013). Job insecurity during recessions: Effects on survivors’ work
stress. BMC Public Health, 13(1), 929. Retrieved from https://web-a-
ebscohostcom.ezproxy.liberty.edu/ehost/pdfviewer/pdfviewer?vid=1&sid=91203176-
eb45-4f33-
8040-45c46dbe8dcc%40sessionmgr4008
lOMoARcPSD|62286029
Discussion Board Forum Four Response
Hello Tabitha,
Thank you so much for your discussion board response. Your post considers the
alternatives to company layoffs during a time of economic recession and appropriately considers
output demands from current customers. The decision to lay off employees who may not be as
productive was presented in the post. This result was supported by the firm’s ability to retain
employees with high productivity levels. However, researchers argue that there are negative
effects on the employees who survive a company restructuring that manifests as feelings of job
insecurity, work stress, and increased workload (Modrek & Cullen, 2013). I also, respectfully,
question the need to rehire employees who were laid off if they were truly less productive than
company benchmarks.
From personal experience, during the height of the pandemic my company opted for a
short-term wage reduction across all levels. While there were few who were happy about the
decision, there was an overwhelming feeling of gratitude knowing we were not being counted in
the swelling unemployment rate. In addition, knowing that upper management would be
experiencing salary reductions for eight months, as opposed to four months, communicated to
the employees that this issue was a group effort.
I acknowledge that when a decision about an individual’s livelihood there is never an
easy choice. As Christians in the boardroom, we must strive to meet the Golden Rule. Scripture
teaches “do unto others as you would have them do unto you” (Matthew 7:12, New International
Version). While a temporary wage cut may not stem off a company restructure forever, it can
communicate an organization’s efforts to put their employees first.
lOMoARcPSD|62286029
This week’s discussion board prompt requires the contemplation of alternative methods
of production cost-saving measures that are taken by an employer during an economic recession.
The prompt presents two options. The first option is to lay off some workers without changing
the wages for the employees who remain employed. In the second option, the employer would
keep the current employees on their payroll but would cut wages for all. If I were the employer
or was brought on to consult the organization, I would recommend the second option, as long as,
certain criteria were met.
The necessary criteria needed for the second option is the internal research of the
company’s structure that supports the finding the company cannot run efficiently or successfully
with anything less than its current employee headcount (Heathfield, 2020). Specifically,
downsizing and furloughs would affect the company’s ability to produce and sell to their
customers. Once this requirement has been satisfied, I would confidently recommend that the
wage cuts should take place across the pay structure of the firm. Acknowledging that a salary
reduction or wage cut will not make employees happy, the information must be communicated
with empathy and transparently. Most importantly, all levels of management must also receive
salary reductions and this option is best employed for only a short period of time (Heathfield,
2020).
Additionally, Modrek and Cullen (2013) discuss the negative effects on employees after a
staffing reduction or restructuring occurs within a company. The author’s research highlights an
array of health consequences that affect surviving workers after layoffs. Modrek and Cullen
(2013) analyzed data that found the feelings associated with job insecurity, that present during an
economic recession, are exacerbated by layoffs even for those employees that survive (p. 1). In
addition, in the presence of downsizing the workload for surviving employees tends to increase
lOMoARcPSD|62286029
dramatically further pushing feelings of dissatisfaction and weakened company morale (Modrek
& Cullen, 2013, p. 1). This type of work environment has the unfortunate ability to increase
work stress and negative physical health.
lOMoARcPSD|62286029
References
Heathfield, S.M. (2020). Salary reduction reasons: Is a salary reduction even legal for an
employee? Retrieved from https://www.thebalancecareers.com/salary-reduction-1919072
Modrek, S., & Cullen, M.R. (2013). Job insecurity during recessions: Effects on survivors’ work
stress. BMC Public Health, 13(1), 929. Retrieved from https://web-a-
ebscohostcom.ezproxy.liberty.edu/ehost/pdfviewer/pdfviewer?vid=1&sid=91203176-
eb45-4f33-
8040-45c46dbe8dcc%40sessionmgr4008
lOMoARcPSD|62286029
Discussion Board Forum Four Response
Hello Tabitha,
Thank you so much for your discussion board response. Your post considers the
alternatives to company layoffs during a time of economic recession and appropriately considers
output demands from current customers. The decision to lay off employees who may not be as
productive was presented in the post. This result was supported by the firm’s ability to retain
employees with high productivity levels. However, researchers argue that there are negative
effects on the employees who survive a company restructuring that manifests as feelings of job
insecurity, work stress, and increased workload (Modrek & Cullen, 2013). I also, respectfully,
question the need to rehire employees who were laid off if they were truly less productive than
company benchmarks.
From personal experience, during the height of the pandemic my company opted for a
short-term wage reduction across all levels. While there were few who were happy about the
decision, there was an overwhelming feeling of gratitude knowing we were not being counted in
the swelling unemployment rate. In addition, knowing that upper management would be
experiencing salary reductions for eight months, as opposed to four months, communicated to
the employees that this issue was a group effort.
I acknowledge that when a decision about an individual’s livelihood there is never an
easy choice. As Christians in the boardroom, we must strive to meet the Golden Rule. Scripture
teaches “do unto others as you would have them do unto you” (Matthew 7:12, New International
Version). While a temporary wage cut may not stem off a company restructure forever, it can
communicate an organization’s efforts to put their employees first.
lOMoARcPSD|62286029
This week’s discussion board prompt requires the contemplation of alternative methods
of production cost-saving measures that are taken by an employer during an economic recession.
The prompt presents two options. The first option is to lay off some workers without changing
the wages for the employees who remain employed. In the second option, the employer would
keep the current employees on their payroll but would cut wages for all. If I were the employer
or was brought on to consult the organization, I would recommend the second option, as long as,
certain criteria were met.
The necessary criteria needed for the second option is the internal research of the
company’s structure that supports the finding the company cannot run efficiently or successfully
with anything less than its current employee headcount (Heathfield, 2020). Specifically,
downsizing and furloughs would affect the company’s ability to produce and sell to their
customers. Once this requirement has been satisfied, I would confidently recommend that the
wage cuts should take place across the pay structure of the firm. Acknowledging that a salary
reduction or wage cut will not make employees happy, the information must be communicated
with empathy and transparently. Most importantly, all levels of management must also receive
salary reductions and this option is best employed for only a short period of time (Heathfield,
2020).
Additionally, Modrek and Cullen (2013) discuss the negative effects on employees after a
staffing reduction or restructuring occurs within a company. The author’s research highlights an
array of health consequences that affect surviving workers after layoffs. Modrek and Cullen
(2013) analyzed data that found the feelings associated with job insecurity, that present during an
economic recession, are exacerbated by layoffs even for those employees that survive (p. 1). In
addition, in the presence of downsizing the workload for surviving employees tends to increase
lOMoARcPSD|62286029
dramatically further pushing feelings of dissatisfaction and weakened company morale (Modrek
& Cullen, 2013, p. 1). This type of work environment has the unfortunate ability to increase
work stress and negative physical health.
lOMoARcPSD|62286029
References
Heathfield, S.M. (2020). Salary reduction reasons: Is a salary reduction even legal for an
employee? Retrieved from https://www.thebalancecareers.com/salary-reduction-1919072
Modrek, S., & Cullen, M.R. (2013). Job insecurity during recessions: Effects on survivors’ work
stress. BMC Public Health, 13(1), 929. Retrieved from https://web-a-
ebscohostcom.ezproxy.liberty.edu/ehost/pdfviewer/pdfviewer?vid=1&sid=91203176-
eb45-4f33-
8040-45c46dbe8dcc%40sessionmgr4008
lOMoARcPSD|62286029
Discussion Board Forum Four Response
Hello Tabitha,
Thank you so much for your discussion board response. Your post considers the
alternatives to company layoffs during a time of economic recession and appropriately considers
output demands from current customers. The decision to lay off employees who may not be as
productive was presented in the post. This result was supported by the firm’s ability to retain
employees with high productivity levels. However, researchers argue that there are negative
effects on the employees who survive a company restructuring that manifests as feelings of job
insecurity, work stress, and increased workload (Modrek & Cullen, 2013). I also, respectfully,
question the need to rehire employees who were laid off if they were truly less productive than
company benchmarks.
From personal experience, during the height of the pandemic my company opted for a
short-term wage reduction across all levels. While there were few who were happy about the
decision, there was an overwhelming feeling of gratitude knowing we were not being counted in
the swelling unemployment rate. In addition, knowing that upper management would be
experiencing salary reductions for eight months, as opposed to four months, communicated to
the employees that this issue was a group effort.
I acknowledge that when a decision about an individual’s livelihood there is never an
easy choice. As Christians in the boardroom, we must strive to meet the Golden Rule. Scripture
teaches “do unto others as you would have them do unto you” (Matthew 7:12, New International
Version). While a temporary wage cut may not stem off a company restructure forever, it can
communicate an organization’s efforts to put their employees first.
lOMoARcPSD|62286029
This week’s discussion board prompt requires the contemplation of alternative methods
of production cost-saving measures that are taken by an employer during an economic recession.
The prompt presents two options. The first option is to lay off some workers without changing
the wages for the employees who remain employed. In the second option, the employer would
keep the current employees on their payroll but would cut wages for all. If I were the employer
or was brought on to consult the organization, I would recommend the second option, as long as,
certain criteria were met.
The necessary criteria needed for the second option is the internal research of the
company’s structure that supports the finding the company cannot run efficiently or successfully
with anything less than its current employee headcount (Heathfield, 2020). Specifically,
downsizing and furloughs would affect the company’s ability to produce and sell to their
customers. Once this requirement has been satisfied, I would confidently recommend that the
wage cuts should take place across the pay structure of the firm. Acknowledging that a salary
reduction or wage cut will not make employees happy, the information must be communicated
with empathy and transparently. Most importantly, all levels of management must also receive
salary reductions and this option is best employed for only a short period of time (Heathfield,
2020).
Additionally, Modrek and Cullen (2013) discuss the negative effects on employees after a
staffing reduction or restructuring occurs within a company. The author’s research highlights an
array of health consequences that affect surviving workers after layoffs. Modrek and Cullen
(2013) analyzed data that found the feelings associated with job insecurity, that present during an
economic recession, are exacerbated by layoffs even for those employees that survive (p. 1). In
addition, in the presence of downsizing the workload for surviving employees tends to increase
lOMoARcPSD|62286029
dramatically further pushing feelings of dissatisfaction and weakened company morale (Modrek
& Cullen, 2013, p. 1). This type of work environment has the unfortunate ability to increase
work stress and negative physical health.
lOMoARcPSD|62286029
References
Heathfield, S.M. (2020). Salary reduction reasons: Is a salary reduction even legal for an
employee? Retrieved from https://www.thebalancecareers.com/salary-reduction-1919072
Modrek, S., & Cullen, M.R. (2013). Job insecurity during recessions: Effects on survivors’ work
stress. BMC Public Health, 13(1), 929. Retrieved from https://web-a-
ebscohostcom.ezproxy.liberty.edu/ehost/pdfviewer/pdfviewer?vid=1&sid=91203176-
eb45-4f33-
8040-45c46dbe8dcc%40sessionmgr4008
lOMoARcPSD|62286029
Discussion Board Forum Four Response
Hello Tabitha,
Thank you so much for your discussion board response. Your post considers the
alternatives to company layoffs during a time of economic recession and appropriately considers
output demands from current customers. The decision to lay off employees who may not be as
productive was presented in the post. This result was supported by the firm’s ability to retain
employees with high productivity levels. However, researchers argue that there are negative
effects on the employees who survive a company restructuring that manifests as feelings of job
insecurity, work stress, and increased workload (Modrek & Cullen, 2013). I also, respectfully,
question the need to rehire employees who were laid off if they were truly less productive than
company benchmarks.
From personal experience, during the height of the pandemic my company opted for a
short-term wage reduction across all levels. While there were few who were happy about the
decision, there was an overwhelming feeling of gratitude knowing we were not being counted in
the swelling unemployment rate. In addition, knowing that upper management would be
experiencing salary reductions for eight months, as opposed to four months, communicated to
the employees that this issue was a group effort.
I acknowledge that when a decision about an individual’s livelihood there is never an
easy choice. As Christians in the boardroom, we must strive to meet the Golden Rule. Scripture
teaches “do unto others as you would have them do unto you” (Matthew 7:12, New International
Version). While a temporary wage cut may not stem off a company restructure forever, it can
communicate an organization’s efforts to put their employees first.
lOMoARcPSD|62286029
This week’s discussion board prompt requires the contemplation of alternative methods
of production cost-saving measures that are taken by an employer during an economic recession.
The prompt presents two options. The first option is to lay off some workers without changing
the wages for the employees who remain employed. In the second option, the employer would
keep the current employees on their payroll but would cut wages for all. If I were the employer
or was brought on to consult the organization, I would recommend the second option, as long as,
certain criteria were met.
The necessary criteria needed for the second option is the internal research of the
company’s structure that supports the finding the company cannot run efficiently or successfully
with anything less than its current employee headcount (Heathfield, 2020). Specifically,
downsizing and furloughs would affect the company’s ability to produce and sell to their
customers. Once this requirement has been satisfied, I would confidently recommend that the
wage cuts should take place across the pay structure of the firm. Acknowledging that a salary
reduction or wage cut will not make employees happy, the information must be communicated
with empathy and transparently. Most importantly, all levels of management must also receive
salary reductions and this option is best employed for only a short period of time (Heathfield,
2020).
Additionally, Modrek and Cullen (2013) discuss the negative effects on employees after a
staffing reduction or restructuring occurs within a company. The author’s research highlights an
array of health consequences that affect surviving workers after layoffs. Modrek and Cullen
(2013) analyzed data that found the feelings associated with job insecurity, that present during an
economic recession, are exacerbated by layoffs even for those employees that survive (p. 1). In
addition, in the presence of downsizing the workload for surviving employees tends to increase
lOMoARcPSD|62286029
dramatically further pushing feelings of dissatisfaction and weakened company morale (Modrek
& Cullen, 2013, p. 1). This type of work environment has the unfortunate ability to increase
work stress and negative physical health.
lOMoARcPSD|62286029
References
Heathfield, S.M. (2020). Salary reduction reasons: Is a salary reduction even legal for an
employee? Retrieved from https://www.thebalancecareers.com/salary-reduction-1919072
Modrek, S., & Cullen, M.R. (2013). Job insecurity during recessions: Effects on survivors’ work
stress. BMC Public Health, 13(1), 929. Retrieved from https://web-a-
ebscohostcom.ezproxy.liberty.edu/ehost/pdfviewer/pdfviewer?vid=1&sid=91203176-
eb45-4f33-
8040-45c46dbe8dcc%40sessionmgr4008
lOMoARcPSD|62286029
Discussion Board Forum Four Response
Hello Tabitha,
Thank you so much for your discussion board response. Your post considers the
alternatives to company layoffs during a time of economic recession and appropriately considers
output demands from current customers. The decision to lay off employees who may not be as
productive was presented in the post. This result was supported by the firm’s ability to retain
employees with high productivity levels. However, researchers argue that there are negative
effects on the employees who survive a company restructuring that manifests as feelings of job
insecurity, work stress, and increased workload (Modrek & Cullen, 2013). I also, respectfully,
question the need to rehire employees who were laid off if they were truly less productive than
company benchmarks.
From personal experience, during the height of the pandemic my company opted for a
short-term wage reduction across all levels. While there were few who were happy about the
decision, there was an overwhelming feeling of gratitude knowing we were not being counted in
the swelling unemployment rate. In addition, knowing that upper management would be
experiencing salary reductions for eight months, as opposed to four months, communicated to
the employees that this issue was a group effort.
I acknowledge that when a decision about an individual’s livelihood there is never an
easy choice. As Christians in the boardroom, we must strive to meet the Golden Rule. Scripture
teaches “do unto others as you would have them do unto you” (Matthew 7:12, New International
Version). While a temporary wage cut may not stem off a company restructure forever, it can
communicate an organization’s efforts to put their employees first.
lOMoARcPSD|62286029
This week’s discussion board prompt requires the contemplation of alternative methods
of production cost-saving measures that are taken by an employer during an economic recession.
The prompt presents two options. The first option is to lay off some workers without changing
the wages for the employees who remain employed. In the second option, the employer would
keep the current employees on their payroll but would cut wages for all. If I were the employer
or was brought on to consult the organization, I would recommend the second option, as long as,
certain criteria were met.
The necessary criteria needed for the second option is the internal research of the
company’s structure that supports the finding the company cannot run efficiently or successfully
with anything less than its current employee headcount (Heathfield, 2020). Specifically,
downsizing and furloughs would affect the company’s ability to produce and sell to their
customers. Once this requirement has been satisfied, I would confidently recommend that the
wage cuts should take place across the pay structure of the firm. Acknowledging that a salary
reduction or wage cut will not make employees happy, the information must be communicated
with empathy and transparently. Most importantly, all levels of management must also receive
salary reductions and this option is best employed for only a short period of time (Heathfield,
2020).
Additionally, Modrek and Cullen (2013) discuss the negative effects on employees after a
staffing reduction or restructuring occurs within a company. The author’s research highlights an
array of health consequences that affect surviving workers after layoffs. Modrek and Cullen
(2013) analyzed data that found the feelings associated with job insecurity, that present during an
economic recession, are exacerbated by layoffs even for those employees that survive (p. 1). In
addition, in the presence of downsizing the workload for surviving employees tends to increase
lOMoARcPSD|62286029
dramatically further pushing feelings of dissatisfaction and weakened company morale (Modrek
& Cullen, 2013, p. 1). This type of work environment has the unfortunate ability to increase
work stress and negative physical health.
lOMoARcPSD|62286029
References
Heathfield, S.M. (2020). Salary reduction reasons: Is a salary reduction even legal for an
employee? Retrieved from https://www.thebalancecareers.com/salary-reduction-1919072
Modrek, S., & Cullen, M.R. (2013). Job insecurity during recessions: Effects on survivors’ work
stress. BMC Public Health, 13(1), 929. Retrieved from https://web-a-
ebscohostcom.ezproxy.liberty.edu/ehost/pdfviewer/pdfviewer?vid=1&sid=91203176-
eb45-4f33-
8040-45c46dbe8dcc%40sessionmgr4008
lOMoARcPSD|62286029
Discussion Board Forum Four Response
Hello Tabitha,
Thank you so much for your discussion board response. Your post considers the
alternatives to company layoffs during a time of economic recession and appropriately considers
output demands from current customers. The decision to lay off employees who may not be as
productive was presented in the post. This result was supported by the firm’s ability to retain
employees with high productivity levels. However, researchers argue that there are negative
effects on the employees who survive a company restructuring that manifests as feelings of job
insecurity, work stress, and increased workload (Modrek & Cullen, 2013). I also, respectfully,
question the need to rehire employees who were laid off if they were truly less productive than
company benchmarks.
From personal experience, during the height of the pandemic my company opted for a
short-term wage reduction across all levels. While there were few who were happy about the
decision, there was an overwhelming feeling of gratitude knowing we were not being counted in
the swelling unemployment rate. In addition, knowing that upper management would be
experiencing salary reductions for eight months, as opposed to four months, communicated to
the employees that this issue was a group effort.
I acknowledge that when a decision about an individual’s livelihood there is never an
easy choice. As Christians in the boardroom, we must strive to meet the Golden Rule. Scripture
teaches “do unto others as you would have them do unto you” (Matthew 7:12, New International
Version). While a temporary wage cut may not stem off a company restructure forever, it can
communicate an organization’s efforts to put their employees first.
lOMoARcPSD|62286029
This week’s discussion board prompt requires the contemplation of alternative methods
of production cost-saving measures that are taken by an employer during an economic recession.
The prompt presents two options. The first option is to lay off some workers without changing
the wages for the employees who remain employed. In the second option, the employer would
keep the current employees on their payroll but would cut wages for all. If I were the employer
or was brought on to consult the organization, I would recommend the second option, as long as,
certain criteria were met.
The necessary criteria needed for the second option is the internal research of the
company’s structure that supports the finding the company cannot run efficiently or successfully
with anything less than its current employee headcount (Heathfield, 2020). Specifically,
downsizing and furloughs would affect the company’s ability to produce and sell to their
customers. Once this requirement has been satisfied, I would confidently recommend that the
wage cuts should take place across the pay structure of the firm. Acknowledging that a salary
reduction or wage cut will not make employees happy, the information must be communicated
with empathy and transparently. Most importantly, all levels of management must also receive
salary reductions and this option is best employed for only a short period of time (Heathfield,
2020).
Additionally, Modrek and Cullen (2013) discuss the negative effects on employees after a
staffing reduction or restructuring occurs within a company. The author’s research highlights an
array of health consequences that affect surviving workers after layoffs. Modrek and Cullen
(2013) analyzed data that found the feelings associated with job insecurity, that present during an
economic recession, are exacerbated by layoffs even for those employees that survive (p. 1). In
addition, in the presence of downsizing the workload for surviving employees tends to increase
lOMoARcPSD|62286029
dramatically further pushing feelings of dissatisfaction and weakened company morale (Modrek
& Cullen, 2013, p. 1). This type of work environment has the unfortunate ability to increase
work stress and negative physical health.
lOMoARcPSD|62286029
References
Heathfield, S.M. (2020). Salary reduction reasons: Is a salary reduction even legal for an
employee? Retrieved from https://www.thebalancecareers.com/salary-reduction-1919072
Modrek, S., & Cullen, M.R. (2013). Job insecurity during recessions: Effects on survivors’ work
stress. BMC Public Health, 13(1), 929. Retrieved from https://web-a-
ebscohostcom.ezproxy.liberty.edu/ehost/pdfviewer/pdfviewer?vid=1&sid=91203176-
eb45-4f33-
8040-45c46dbe8dcc%40sessionmgr4008
lOMoARcPSD|62286029
Discussion Board Forum Four Response
Hello Tabitha,
Thank you so much for your discussion board response. Your post considers the
alternatives to company layoffs during a time of economic recession and appropriately considers
output demands from current customers. The decision to lay off employees who may not be as
productive was presented in the post. This result was supported by the firm’s ability to retain
employees with high productivity levels. However, researchers argue that there are negative
effects on the employees who survive a company restructuring that manifests as feelings of job
insecurity, work stress, and increased workload (Modrek & Cullen, 2013). I also, respectfully,
question the need to rehire employees who were laid off if they were truly less productive than
company benchmarks.
From personal experience, during the height of the pandemic my company opted for a
short-term wage reduction across all levels. While there were few who were happy about the
decision, there was an overwhelming feeling of gratitude knowing we were not being counted in
the swelling unemployment rate. In addition, knowing that upper management would be
experiencing salary reductions for eight months, as opposed to four months, communicated to
the employees that this issue was a group effort.
I acknowledge that when a decision about an individual’s livelihood there is never an
easy choice. As Christians in the boardroom, we must strive to meet the Golden Rule. Scripture
teaches “do unto others as you would have them do unto you” (Matthew 7:12, New International
Version). While a temporary wage cut may not stem off a company restructure forever, it can
communicate an organization’s efforts to put their employees first.
lOMoARcPSD|62286029
This week’s discussion board prompt requires the contemplation of alternative methods
of production cost-saving measures that are taken by an employer during an economic recession.
The prompt presents two options. The first option is to lay off some workers without changing
the wages for the employees who remain employed. In the second option, the employer would
keep the current employees on their payroll but would cut wages for all. If I were the employer
or was brought on to consult the organization, I would recommend the second option, as long as,
certain criteria were met.
The necessary criteria needed for the second option is the internal research of the
company’s structure that supports the finding the company cannot run efficiently or successfully
with anything less than its current employee headcount (Heathfield, 2020). Specifically,
downsizing and furloughs would affect the company’s ability to produce and sell to their
customers. Once this requirement has been satisfied, I would confidently recommend that the
wage cuts should take place across the pay structure of the firm. Acknowledging that a salary
reduction or wage cut will not make employees happy, the information must be communicated
with empathy and transparently. Most importantly, all levels of management must also receive
salary reductions and this option is best employed for only a short period of time (Heathfield,
2020).
Additionally, Modrek and Cullen (2013) discuss the negative effects on employees after a
staffing reduction or restructuring occurs within a company. The author’s research highlights an
array of health consequences that affect surviving workers after layoffs. Modrek and Cullen
(2013) analyzed data that found the feelings associated with job insecurity, that present during an
economic recession, are exacerbated by layoffs even for those employees that survive (p. 1). In
addition, in the presence of downsizing the workload for surviving employees tends to increase
lOMoARcPSD|62286029
dramatically further pushing feelings of dissatisfaction and weakened company morale (Modrek
& Cullen, 2013, p. 1). This type of work environment has the unfortunate ability to increase
work stress and negative physical health.
lOMoARcPSD|62286029
References
Heathfield, S.M. (2020). Salary reduction reasons: Is a salary reduction even legal for an
employee? Retrieved from https://www.thebalancecareers.com/salary-reduction-1919072
Modrek, S., & Cullen, M.R. (2013). Job insecurity during recessions: Effects on survivors’ work
stress. BMC Public Health, 13(1), 929. Retrieved from https://web-a-
ebscohostcom.ezproxy.liberty.edu/ehost/pdfviewer/pdfviewer?vid=1&sid=91203176-
eb45-4f33-
8040-45c46dbe8dcc%40sessionmgr4008
lOMoARcPSD|62286029
Discussion Board Forum Four Response
Hello Tabitha,
Thank you so much for your discussion board response. Your post considers the
alternatives to company layoffs during a time of economic recession and appropriately considers
output demands from current customers. The decision to lay off employees who may not be as
productive was presented in the post. This result was supported by the firm’s ability to retain
employees with high productivity levels. However, researchers argue that there are negative
effects on the employees who survive a company restructuring that manifests as feelings of job
insecurity, work stress, and increased workload (Modrek & Cullen, 2013). I also, respectfully,
question the need to rehire employees who were laid off if they were truly less productive than
company benchmarks.
From personal experience, during the height of the pandemic my company opted for a
short-term wage reduction across all levels. While there were few who were happy about the
decision, there was an overwhelming feeling of gratitude knowing we were not being counted in
the swelling unemployment rate. In addition, knowing that upper management would be
experiencing salary reductions for eight months, as opposed to four months, communicated to
the employees that this issue was a group effort.
I acknowledge that when a decision about an individual’s livelihood there is never an
easy choice. As Christians in the boardroom, we must strive to meet the Golden Rule. Scripture
teaches “do unto others as you would have them do unto you” (Matthew 7:12, New International
Version). While a temporary wage cut may not stem off a company restructure forever, it can
communicate an organization’s efforts to put their employees first.
lOMoARcPSD|62286029
This week’s discussion board prompt requires the contemplation of alternative methods
of production cost-saving measures that are taken by an employer during an economic recession.
The prompt presents two options. The first option is to lay off some workers without changing
the wages for the employees who remain employed. In the second option, the employer would
keep the current employees on their payroll but would cut wages for all. If I were the employer
or was brought on to consult the organization, I would recommend the second option, as long as,
certain criteria were met.
The necessary criteria needed for the second option is the internal research of the
company’s structure that supports the finding the company cannot run efficiently or successfully
with anything less than its current employee headcount (Heathfield, 2020). Specifically,
downsizing and furloughs would affect the company’s ability to produce and sell to their
customers. Once this requirement has been satisfied, I would confidently recommend that the
wage cuts should take place across the pay structure of the firm. Acknowledging that a salary
reduction or wage cut will not make employees happy, the information must be communicated
with empathy and transparently. Most importantly, all levels of management must also receive
salary reductions and this option is best employed for only a short period of time (Heathfield,
2020).
Additionally, Modrek and Cullen (2013) discuss the negative effects on employees after a
staffing reduction or restructuring occurs within a company. The author’s research highlights an
array of health consequences that affect surviving workers after layoffs. Modrek and Cullen
(2013) analyzed data that found the feelings associated with job insecurity, that present during an
economic recession, are exacerbated by layoffs even for those employees that survive (p. 1). In
addition, in the presence of downsizing the workload for surviving employees tends to increase
lOMoARcPSD|62286029
dramatically further pushing feelings of dissatisfaction and weakened company morale (Modrek
& Cullen, 2013, p. 1). This type of work environment has the unfortunate ability to increase
work stress and negative physical health.
lOMoARcPSD|62286029
References
Heathfield, S.M. (2020). Salary reduction reasons: Is a salary reduction even legal for an
employee? Retrieved from https://www.thebalancecareers.com/salary-reduction-1919072
Modrek, S., & Cullen, M.R. (2013). Job insecurity during recessions: Effects on survivors’ work
stress. BMC Public Health, 13(1), 929. Retrieved from https://web-a-
ebscohostcom.ezproxy.liberty.edu/ehost/pdfviewer/pdfviewer?vid=1&sid=91203176-
eb45-4f33-
8040-45c46dbe8dcc%40sessionmgr4008
lOMoARcPSD|62286029
Discussion Board Forum Four Response
Hello Tabitha,
Thank you so much for your discussion board response. Your post considers the
alternatives to company layoffs during a time of economic recession and appropriately considers
output demands from current customers. The decision to lay off employees who may not be as
productive was presented in the post. This result was supported by the firm’s ability to retain
employees with high productivity levels. However, researchers argue that there are negative
effects on the employees who survive a company restructuring that manifests as feelings of job
insecurity, work stress, and increased workload (Modrek & Cullen, 2013). I also, respectfully,
question the need to rehire employees who were laid off if they were truly less productive than
company benchmarks.
From personal experience, during the height of the pandemic my company opted for a
short-term wage reduction across all levels. While there were few who were happy about the
decision, there was an overwhelming feeling of gratitude knowing we were not being counted in
the swelling unemployment rate. In addition, knowing that upper management would be
experiencing salary reductions for eight months, as opposed to four months, communicated to
the employees that this issue was a group effort.
I acknowledge that when a decision about an individual’s livelihood there is never an
easy choice. As Christians in the boardroom, we must strive to meet the Golden Rule. Scripture
teaches “do unto others as you would have them do unto you” (Matthew 7:12, New International
Version). While a temporary wage cut may not stem off a company restructure forever, it can
communicate an organization’s efforts to put their employees first.
lOMoARcPSD|62286029
This week’s discussion board prompt requires the contemplation of alternative methods
of production cost-saving measures that are taken by an employer during an economic recession.
The prompt presents two options. The first option is to lay off some workers without changing
the wages for the employees who remain employed. In the second option, the employer would
keep the current employees on their payroll but would cut wages for all. If I were the employer
or was brought on to consult the organization, I would recommend the second option, as long as,
certain criteria were met.
The necessary criteria needed for the second option is the internal research of the
company’s structure that supports the finding the company cannot run efficiently or successfully
with anything less than its current employee headcount (Heathfield, 2020). Specifically,
downsizing and furloughs would affect the company’s ability to produce and sell to their
customers. Once this requirement has been satisfied, I would confidently recommend that the
wage cuts should take place across the pay structure of the firm. Acknowledging that a salary
reduction or wage cut will not make employees happy, the information must be communicated
with empathy and transparently. Most importantly, all levels of management must also receive
salary reductions and this option is best employed for only a short period of time (Heathfield,
2020).
Additionally, Modrek and Cullen (2013) discuss the negative effects on employees after a
staffing reduction or restructuring occurs within a company. The author’s research highlights an
array of health consequences that affect surviving workers after layoffs. Modrek and Cullen
(2013) analyzed data that found the feelings associated with job insecurity, that present during an
economic recession, are exacerbated by layoffs even for those employees that survive (p. 1). In
addition, in the presence of downsizing the workload for surviving employees tends to increase
lOMoARcPSD|62286029
dramatically further pushing feelings of dissatisfaction and weakened company morale (Modrek
& Cullen, 2013, p. 1). This type of work environment has the unfortunate ability to increase
work stress and negative physical health.
lOMoARcPSD|62286029
References
Heathfield, S.M. (2020). Salary reduction reasons: Is a salary reduction even legal for an
employee? Retrieved from https://www.thebalancecareers.com/salary-reduction-1919072
Modrek, S., & Cullen, M.R. (2013). Job insecurity during recessions: Effects on survivors’ work
stress. BMC Public Health, 13(1), 929. Retrieved from https://web-a-
ebscohostcom.ezproxy.liberty.edu/ehost/pdfviewer/pdfviewer?vid=1&sid=91203176-
eb45-4f33-
8040-45c46dbe8dcc%40sessionmgr4008
lOMoARcPSD|62286029
Discussion Board Forum Four Response
Hello Tabitha,
Thank you so much for your discussion board response. Your post considers the
alternatives to company layoffs during a time of economic recession and appropriately considers
output demands from current customers. The decision to lay off employees who may not be as
productive was presented in the post. This result was supported by the firm’s ability to retain
employees with high productivity levels. However, researchers argue that there are negative
effects on the employees who survive a company restructuring that manifests as feelings of job
insecurity, work stress, and increased workload (Modrek & Cullen, 2013). I also, respectfully,
question the need to rehire employees who were laid off if they were truly less productive than
company benchmarks.
From personal experience, during the height of the pandemic my company opted for a
short-term wage reduction across all levels. While there were few who were happy about the
decision, there was an overwhelming feeling of gratitude knowing we were not being counted in
the swelling unemployment rate. In addition, knowing that upper management would be
experiencing salary reductions for eight months, as opposed to four months, communicated to
the employees that this issue was a group effort.
I acknowledge that when a decision about an individual’s livelihood there is never an
easy choice. As Christians in the boardroom, we must strive to meet the Golden Rule. Scripture
teaches “do unto others as you would have them do unto you” (Matthew 7:12, New International
Version). While a temporary wage cut may not stem off a company restructure forever, it can
communicate an organization’s efforts to put their employees first.
lOMoARcPSD|62286029
This week’s discussion board prompt requires the contemplation of alternative methods
of production cost-saving measures that are taken by an employer during an economic recession.
The prompt presents two options. The first option is to lay off some workers without changing
the wages for the employees who remain employed. In the second option, the employer would
keep the current employees on their payroll but would cut wages for all. If I were the employer
or was brought on to consult the organization, I would recommend the second option, as long as,
certain criteria were met.
The necessary criteria needed for the second option is the internal research of the
company’s structure that supports the finding the company cannot run efficiently or successfully
with anything less than its current employee headcount (Heathfield, 2020). Specifically,
downsizing and furloughs would affect the company’s ability to produce and sell to their
customers. Once this requirement has been satisfied, I would confidently recommend that the
wage cuts should take place across the pay structure of the firm. Acknowledging that a salary
reduction or wage cut will not make employees happy, the information must be communicated
with empathy and transparently. Most importantly, all levels of management must also receive
salary reductions and this option is best employed for only a short period of time (Heathfield,
2020).
Additionally, Modrek and Cullen (2013) discuss the negative effects on employees after a
staffing reduction or restructuring occurs within a company. The author’s research highlights an
array of health consequences that affect surviving workers after layoffs. Modrek and Cullen
(2013) analyzed data that found the feelings associated with job insecurity, that present during an
economic recession, are exacerbated by layoffs even for those employees that survive (p. 1). In
addition, in the presence of downsizing the workload for surviving employees tends to increase
lOMoARcPSD|62286029
dramatically further pushing feelings of dissatisfaction and weakened company morale (Modrek
& Cullen, 2013, p. 1). This type of work environment has the unfortunate ability to increase
work stress and negative physical health.
lOMoARcPSD|62286029
References
Heathfield, S.M. (2020). Salary reduction reasons: Is a salary reduction even legal for an
employee? Retrieved from https://www.thebalancecareers.com/salary-reduction-1919072
Modrek, S., & Cullen, M.R. (2013). Job insecurity during recessions: Effects on survivors’ work
stress. BMC Public Health, 13(1), 929. Retrieved from https://web-a-
ebscohostcom.ezproxy.liberty.edu/ehost/pdfviewer/pdfviewer?vid=1&sid=91203176-
eb45-4f33-
8040-45c46dbe8dcc%40sessionmgr4008
lOMoARcPSD|62286029
Discussion Board Forum Four Response
Hello Tabitha,
Thank you so much for your discussion board response. Your post considers the
alternatives to company layoffs during a time of economic recession and appropriately considers
output demands from current customers. The decision to lay off employees who may not be as
productive was presented in the post. This result was supported by the firm’s ability to retain
employees with high productivity levels. However, researchers argue that there are negative
effects on the employees who survive a company restructuring that manifests as feelings of job
insecurity, work stress, and increased workload (Modrek & Cullen, 2013). I also, respectfully,
question the need to rehire employees who were laid off if they were truly less productive than
company benchmarks.
From personal experience, during the height of the pandemic my company opted for a
short-term wage reduction across all levels. While there were few who were happy about the
decision, there was an overwhelming feeling of gratitude knowing we were not being counted in
the swelling unemployment rate. In addition, knowing that upper management would be
experiencing salary reductions for eight months, as opposed to four months, communicated to
the employees that this issue was a group effort.
I acknowledge that when a decision about an individual’s livelihood there is never an
easy choice. As Christians in the boardroom, we must strive to meet the Golden Rule. Scripture
teaches “do unto others as you would have them do unto you” (Matthew 7:12, New International
Version). While a temporary wage cut may not stem off a company restructure forever, it can
communicate an organization’s efforts to put their employees first.
lOMoARcPSD|62286029
This week’s discussion board prompt requires the contemplation of alternative methods
of production cost-saving measures that are taken by an employer during an economic recession.
The prompt presents two options. The first option is to lay off some workers without changing
the wages for the employees who remain employed. In the second option, the employer would
keep the current employees on their payroll but would cut wages for all. If I were the employer
or was brought on to consult the organization, I would recommend the second option, as long as,
certain criteria were met.
The necessary criteria needed for the second option is the internal research of the
company’s structure that supports the finding the company cannot run efficiently or successfully
with anything less than its current employee headcount (Heathfield, 2020). Specifically,
downsizing and furloughs would affect the company’s ability to produce and sell to their
customers. Once this requirement has been satisfied, I would confidently recommend that the
wage cuts should take place across the pay structure of the firm. Acknowledging that a salary
reduction or wage cut will not make employees happy, the information must be communicated
with empathy and transparently. Most importantly, all levels of management must also receive
salary reductions and this option is best employed for only a short period of time (Heathfield,
2020).
Additionally, Modrek and Cullen (2013) discuss the negative effects on employees after a
staffing reduction or restructuring occurs within a company. The author’s research highlights an
array of health consequences that affect surviving workers after layoffs. Modrek and Cullen
(2013) analyzed data that found the feelings associated with job insecurity, that present during an
economic recession, are exacerbated by layoffs even for those employees that survive (p. 1). In
addition, in the presence of downsizing the workload for surviving employees tends to increase
lOMoARcPSD|62286029
dramatically further pushing feelings of dissatisfaction and weakened company morale (Modrek
& Cullen, 2013, p. 1). This type of work environment has the unfortunate ability to increase
work stress and negative physical health.
lOMoARcPSD|62286029
References
Heathfield, S.M. (2020). Salary reduction reasons: Is a salary reduction even legal for an
employee? Retrieved from https://www.thebalancecareers.com/salary-reduction-1919072
Modrek, S., & Cullen, M.R. (2013). Job insecurity during recessions: Effects on survivors’ work
stress. BMC Public Health, 13(1), 929. Retrieved from https://web-a-
ebscohostcom.ezproxy.liberty.edu/ehost/pdfviewer/pdfviewer?vid=1&sid=91203176-
eb45-4f33-
8040-45c46dbe8dcc%40sessionmgr4008
lOMoARcPSD|62286029
Discussion Board Forum Four Response
Hello Tabitha,
Thank you so much for your discussion board response. Your post considers the
alternatives to company layoffs during a time of economic recession and appropriately considers
output demands from current customers. The decision to lay off employees who may not be as
productive was presented in the post. This result was supported by the firm’s ability to retain
employees with high productivity levels. However, researchers argue that there are negative
effects on the employees who survive a company restructuring that manifests as feelings of job
insecurity, work stress, and increased workload (Modrek & Cullen, 2013). I also, respectfully,
question the need to rehire employees who were laid off if they were truly less productive than
company benchmarks.
From personal experience, during the height of the pandemic my company opted for a
short-term wage reduction across all levels. While there were few who were happy about the
decision, there was an overwhelming feeling of gratitude knowing we were not being counted in
the swelling unemployment rate. In addition, knowing that upper management would be
experiencing salary reductions for eight months, as opposed to four months, communicated to
the employees that this issue was a group effort.
I acknowledge that when a decision about an individual’s livelihood there is never an
easy choice. As Christians in the boardroom, we must strive to meet the Golden Rule. Scripture
teaches “do unto others as you would have them do unto you” (Matthew 7:12, New International
Version). While a temporary wage cut may not stem off a company restructure forever, it can
communicate an organization’s efforts to put their employees first.
lOMoARcPSD|62286029
This week’s discussion board prompt requires the contemplation of alternative methods
of production cost-saving measures that are taken by an employer during an economic recession.
The prompt presents two options. The first option is to lay off some workers without changing
the wages for the employees who remain employed. In the second option, the employer would
keep the current employees on their payroll but would cut wages for all. If I were the employer
or was brought on to consult the organization, I would recommend the second option, as long as,
certain criteria were met.
The necessary criteria needed for the second option is the internal research of the
company’s structure that supports the finding the company cannot run efficiently or successfully
with anything less than its current employee headcount (Heathfield, 2020). Specifically,
downsizing and furloughs would affect the company’s ability to produce and sell to their
customers. Once this requirement has been satisfied, I would confidently recommend that the
wage cuts should take place across the pay structure of the firm. Acknowledging that a salary
reduction or wage cut will not make employees happy, the information must be communicated
with empathy and transparently. Most importantly, all levels of management must also receive
salary reductions and this option is best employed for only a short period of time (Heathfield,
2020).
Additionally, Modrek and Cullen (2013) discuss the negative effects on employees after a
staffing reduction or restructuring occurs within a company. The author’s research highlights an
array of health consequences that affect surviving workers after layoffs. Modrek and Cullen
(2013) analyzed data that found the feelings associated with job insecurity, that present during an
economic recession, are exacerbated by layoffs even for those employees that survive (p. 1). In
addition, in the presence of downsizing the workload for surviving employees tends to increase
lOMoARcPSD|62286029
dramatically further pushing feelings of dissatisfaction and weakened company morale (Modrek
& Cullen, 2013, p. 1). This type of work environment has the unfortunate ability to increase
work stress and negative physical health.
lOMoARcPSD|62286029
References
Heathfield, S.M. (2020). Salary reduction reasons: Is a salary reduction even legal for an
employee? Retrieved from https://www.thebalancecareers.com/salary-reduction-1919072
Modrek, S., & Cullen, M.R. (2013). Job insecurity during recessions: Effects on survivors’ work
stress. BMC Public Health, 13(1), 929. Retrieved from https://web-a-
ebscohostcom.ezproxy.liberty.edu/ehost/pdfviewer/pdfviewer?vid=1&sid=91203176-
eb45-4f33-
8040-45c46dbe8dcc%40sessionmgr4008
lOMoARcPSD|62286029
Discussion Board Forum Four Response
Hello Tabitha,
Thank you so much for your discussion board response. Your post considers the
alternatives to company layoffs during a time of economic recession and appropriately considers
output demands from current customers. The decision to lay off employees who may not be as
productive was presented in the post. This result was supported by the firm’s ability to retain
employees with high productivity levels. However, researchers argue that there are negative
effects on the employees who survive a company restructuring that manifests as feelings of job
insecurity, work stress, and increased workload (Modrek & Cullen, 2013). I also, respectfully,
question the need to rehire employees who were laid off if they were truly less productive than
company benchmarks.
From personal experience, during the height of the pandemic my company opted for a
short-term wage reduction across all levels. While there were few who were happy about the
decision, there was an overwhelming feeling of gratitude knowing we were not being counted in
the swelling unemployment rate. In addition, knowing that upper management would be
experiencing salary reductions for eight months, as opposed to four months, communicated to
the employees that this issue was a group effort.
I acknowledge that when a decision about an individual’s livelihood there is never an
easy choice. As Christians in the boardroom, we must strive to meet the Golden Rule. Scripture
teaches “do unto others as you would have them do unto you” (Matthew 7:12, New International
Version). While a temporary wage cut may not stem off a company restructure forever, it can
communicate an organization’s efforts to put their employees first.
lOMoARcPSD|62286029
This week’s discussion board prompt requires the contemplation of alternative methods
of production cost-saving measures that are taken by an employer during an economic recession.
The prompt presents two options. The first option is to lay off some workers without changing
the wages for the employees who remain employed. In the second option, the employer would
keep the current employees on their payroll but would cut wages for all. If I were the employer
or was brought on to consult the organization, I would recommend the second option, as long as,
certain criteria were met.
The necessary criteria needed for the second option is the internal research of the
company’s structure that supports the finding the company cannot run efficiently or successfully
with anything less than its current employee headcount (Heathfield, 2020). Specifically,
downsizing and furloughs would affect the company’s ability to produce and sell to their
customers. Once this requirement has been satisfied, I would confidently recommend that the
wage cuts should take place across the pay structure of the firm. Acknowledging that a salary
reduction or wage cut will not make employees happy, the information must be communicated
with empathy and transparently. Most importantly, all levels of management must also receive
salary reductions and this option is best employed for only a short period of time (Heathfield,
2020).
Additionally, Modrek and Cullen (2013) discuss the negative effects on employees after a
staffing reduction or restructuring occurs within a company. The author’s research highlights an
array of health consequences that affect surviving workers after layoffs. Modrek and Cullen
(2013) analyzed data that found the feelings associated with job insecurity, that present during an
economic recession, are exacerbated by layoffs even for those employees that survive (p. 1). In
addition, in the presence of downsizing the workload for surviving employees tends to increase
lOMoARcPSD|62286029
dramatically further pushing feelings of dissatisfaction and weakened company morale (Modrek
& Cullen, 2013, p. 1). This type of work environment has the unfortunate ability to increase
work stress and negative physical health.
lOMoARcPSD|62286029
References
Heathfield, S.M. (2020). Salary reduction reasons: Is a salary reduction even legal for an
employee? Retrieved from https://www.thebalancecareers.com/salary-reduction-1919072
Modrek, S., & Cullen, M.R. (2013). Job insecurity during recessions: Effects on survivors’ work
stress. BMC Public Health, 13(1), 929. Retrieved from https://web-a-
ebscohostcom.ezproxy.liberty.edu/ehost/pdfviewer/pdfviewer?vid=1&sid=91203176-
eb45-4f33-
8040-45c46dbe8dcc%40sessionmgr4008
lOMoARcPSD|62286029
Discussion Board Forum Four Response
Hello Tabitha,
Thank you so much for your discussion board response. Your post considers the
alternatives to company layoffs during a time of economic recession and appropriately considers
output demands from current customers. The decision to lay off employees who may not be as
productive was presented in the post. This result was supported by the firm’s ability to retain
employees with high productivity levels. However, researchers argue that there are negative
effects on the employees who survive a company restructuring that manifests as feelings of job
insecurity, work stress, and increased workload (Modrek & Cullen, 2013). I also, respectfully,
question the need to rehire employees who were laid off if they were truly less productive than
company benchmarks.
From personal experience, during the height of the pandemic my company opted for a
short-term wage reduction across all levels. While there were few who were happy about the
decision, there was an overwhelming feeling of gratitude knowing we were not being counted in
the swelling unemployment rate. In addition, knowing that upper management would be
experiencing salary reductions for eight months, as opposed to four months, communicated to
the employees that this issue was a group effort.
I acknowledge that when a decision about an individual’s livelihood there is never an
easy choice. As Christians in the boardroom, we must strive to meet the Golden Rule. Scripture
teaches “do unto others as you would have them do unto you” (Matthew 7:12, New International
Version). While a temporary wage cut may not stem off a company restructure forever, it can
communicate an organization’s efforts to put their employees first.
lOMoARcPSD|62286029
This week’s discussion board prompt requires the contemplation of alternative methods
of production cost-saving measures that are taken by an employer during an economic recession.
The prompt presents two options. The first option is to lay off some workers without changing
the wages for the employees who remain employed. In the second option, the employer would
keep the current employees on their payroll but would cut wages for all. If I were the employer
or was brought on to consult the organization, I would recommend the second option, as long as,
certain criteria were met.
The necessary criteria needed for the second option is the internal research of the
company’s structure that supports the finding the company cannot run efficiently or successfully
with anything less than its current employee headcount (Heathfield, 2020). Specifically,
downsizing and furloughs would affect the company’s ability to produce and sell to their
customers. Once this requirement has been satisfied, I would confidently recommend that the
wage cuts should take place across the pay structure of the firm. Acknowledging that a salary
reduction or wage cut will not make employees happy, the information must be communicated
with empathy and transparently. Most importantly, all levels of management must also receive
salary reductions and this option is best employed for only a short period of time (Heathfield,
2020).
Additionally, Modrek and Cullen (2013) discuss the negative effects on employees after a
staffing reduction or restructuring occurs within a company. The author’s research highlights an
array of health consequences that affect surviving workers after layoffs. Modrek and Cullen
(2013) analyzed data that found the feelings associated with job insecurity, that present during an
economic recession, are exacerbated by layoffs even for those employees that survive (p. 1). In
addition, in the presence of downsizing the workload for surviving employees tends to increase
lOMoARcPSD|62286029
dramatically further pushing feelings of dissatisfaction and weakened company morale (Modrek
& Cullen, 2013, p. 1). This type of work environment has the unfortunate ability to increase
work stress and negative physical health.
lOMoARcPSD|62286029
References
Heathfield, S.M. (2020). Salary reduction reasons: Is a salary reduction even legal for an
employee? Retrieved from https://www.thebalancecareers.com/salary-reduction-1919072
Modrek, S., & Cullen, M.R. (2013). Job insecurity during recessions: Effects on survivors’ work
stress. BMC Public Health, 13(1), 929. Retrieved from https://web-a-
ebscohostcom.ezproxy.liberty.edu/ehost/pdfviewer/pdfviewer?vid=1&sid=91203176-
eb45-4f33-
8040-45c46dbe8dcc%40sessionmgr4008
lOMoARcPSD|62286029
Discussion Board Forum Four Response
Hello Tabitha,
Thank you so much for your discussion board response. Your post considers the
alternatives to company layoffs during a time of economic recession and appropriately considers
output demands from current customers. The decision to lay off employees who may not be as
productive was presented in the post. This result was supported by the firm’s ability to retain
employees with high productivity levels. However, researchers argue that there are negative
effects on the employees who survive a company restructuring that manifests as feelings of job
insecurity, work stress, and increased workload (Modrek & Cullen, 2013). I also, respectfully,
question the need to rehire employees who were laid off if they were truly less productive than
company benchmarks.
From personal experience, during the height of the pandemic my company opted for a
short-term wage reduction across all levels. While there were few who were happy about the
decision, there was an overwhelming feeling of gratitude knowing we were not being counted in
the swelling unemployment rate. In addition, knowing that upper management would be
experiencing salary reductions for eight months, as opposed to four months, communicated to
the employees that this issue was a group effort.
I acknowledge that when a decision about an individual’s livelihood there is never an
easy choice. As Christians in the boardroom, we must strive to meet the Golden Rule. Scripture
teaches “do unto others as you would have them do unto you” (Matthew 7:12, New International
Version). While a temporary wage cut may not stem off a company restructure forever, it can
communicate an organization’s efforts to put their employees first.
lOMoARcPSD|62286029
This week’s discussion board prompt requires the contemplation of alternative methods
of production cost-saving measures that are taken by an employer during an economic recession.
The prompt presents two options. The first option is to lay off some workers without changing
the wages for the employees who remain employed. In the second option, the employer would
keep the current employees on their payroll but would cut wages for all. If I were the employer
or was brought on to consult the organization, I would recommend the second option, as long as,
certain criteria were met.
The necessary criteria needed for the second option is the internal research of the
company’s structure that supports the finding the company cannot run efficiently or successfully
with anything less than its current employee headcount (Heathfield, 2020). Specifically,
downsizing and furloughs would affect the company’s ability to produce and sell to their
customers. Once this requirement has been satisfied, I would confidently recommend that the
wage cuts should take place across the pay structure of the firm. Acknowledging that a salary
reduction or wage cut will not make employees happy, the information must be communicated
with empathy and transparently. Most importantly, all levels of management must also receive
salary reductions and this option is best employed for only a short period of time (Heathfield,
2020).
Additionally, Modrek and Cullen (2013) discuss the negative effects on employees after a
staffing reduction or restructuring occurs within a company. The author’s research highlights an
array of health consequences that affect surviving workers after layoffs. Modrek and Cullen
(2013) analyzed data that found the feelings associated with job insecurity, that present during an
economic recession, are exacerbated by layoffs even for those employees that survive (p. 1). In
addition, in the presence of downsizing the workload for surviving employees tends to increase
lOMoARcPSD|62286029
dramatically further pushing feelings of dissatisfaction and weakened company morale (Modrek
& Cullen, 2013, p. 1). This type of work environment has the unfortunate ability to increase
work stress and negative physical health.
lOMoARcPSD|62286029
References
Heathfield, S.M. (2020). Salary reduction reasons: Is a salary reduction even legal for an
employee? Retrieved from https://www.thebalancecareers.com/salary-reduction-1919072
Modrek, S., & Cullen, M.R. (2013). Job insecurity during recessions: Effects on survivors’ work
stress. BMC Public Health, 13(1), 929. Retrieved from https://web-a-
ebscohostcom.ezproxy.liberty.edu/ehost/pdfviewer/pdfviewer?vid=1&sid=91203176-
eb45-4f33-
8040-45c46dbe8dcc%40sessionmgr4008
lOMoARcPSD|62286029
Discussion Board Forum Four Response
Hello Tabitha,
Thank you so much for your discussion board response. Your post considers the
alternatives to company layoffs during a time of economic recession and appropriately considers
output demands from current customers. The decision to lay off employees who may not be as
productive was presented in the post. This result was supported by the firm’s ability to retain
employees with high productivity levels. However, researchers argue that there are negative
effects on the employees who survive a company restructuring that manifests as feelings of job
insecurity, work stress, and increased workload (Modrek & Cullen, 2013). I also, respectfully,
question the need to rehire employees who were laid off if they were truly less productive than
company benchmarks.
From personal experience, during the height of the pandemic my company opted for a
short-term wage reduction across all levels. While there were few who were happy about the
decision, there was an overwhelming feeling of gratitude knowing we were not being counted in
the swelling unemployment rate. In addition, knowing that upper management would be
experiencing salary reductions for eight months, as opposed to four months, communicated to
the employees that this issue was a group effort.
I acknowledge that when a decision about an individual’s livelihood there is never an
easy choice. As Christians in the boardroom, we must strive to meet the Golden Rule. Scripture
teaches “do unto others as you would have them do unto you” (Matthew 7:12, New International
Version). While a temporary wage cut may not stem off a company restructure forever, it can
communicate an organization’s efforts to put their employees first.
lOMoARcPSD|62286029
This week’s discussion board prompt requires the contemplation of alternative methods
of production cost-saving measures that are taken by an employer during an economic recession.
The prompt presents two options. The first option is to lay off some workers without changing
the wages for the employees who remain employed. In the second option, the employer would
keep the current employees on their payroll but would cut wages for all. If I were the employer
or was brought on to consult the organization, I would recommend the second option, as long as,
certain criteria were met.
The necessary criteria needed for the second option is the internal research of the
company’s structure that supports the finding the company cannot run efficiently or successfully
with anything less than its current employee headcount (Heathfield, 2020). Specifically,
downsizing and furloughs would affect the company’s ability to produce and sell to their
customers. Once this requirement has been satisfied, I would confidently recommend that the
wage cuts should take place across the pay structure of the firm. Acknowledging that a salary
reduction or wage cut will not make employees happy, the information must be communicated
with empathy and transparently. Most importantly, all levels of management must also receive
salary reductions and this option is best employed for only a short period of time (Heathfield,
2020).
Additionally, Modrek and Cullen (2013) discuss the negative effects on employees after a
staffing reduction or restructuring occurs within a company. The author’s research highlights an
array of health consequences that affect surviving workers after layoffs. Modrek and Cullen
(2013) analyzed data that found the feelings associated with job insecurity, that present during an
economic recession, are exacerbated by layoffs even for those employees that survive (p. 1). In
addition, in the presence of downsizing the workload for surviving employees tends to increase
lOMoARcPSD|62286029
dramatically further pushing feelings of dissatisfaction and weakened company morale (Modrek
& Cullen, 2013, p. 1). This type of work environment has the unfortunate ability to increase
work stress and negative physical health.
lOMoARcPSD|62286029
References
Heathfield, S.M. (2020). Salary reduction reasons: Is a salary reduction even legal for an
employee? Retrieved from https://www.thebalancecareers.com/salary-reduction-1919072
Modrek, S., & Cullen, M.R. (2013). Job insecurity during recessions: Effects on survivors’ work
stress. BMC Public Health, 13(1), 929. Retrieved from https://web-a-
ebscohostcom.ezproxy.liberty.edu/ehost/pdfviewer/pdfviewer?vid=1&sid=91203176-
eb45-4f33-
8040-45c46dbe8dcc%40sessionmgr4008
lOMoARcPSD|62286029
Discussion Board Forum Four Response
Hello Tabitha,
Thank you so much for your discussion board response. Your post considers the
alternatives to company layoffs during a time of economic recession and appropriately considers
output demands from current customers. The decision to lay off employees who may not be as
productive was presented in the post. This result was supported by the firm’s ability to retain
employees with high productivity levels. However, researchers argue that there are negative
effects on the employees who survive a company restructuring that manifests as feelings of job
insecurity, work stress, and increased workload (Modrek & Cullen, 2013). I also, respectfully,
question the need to rehire employees who were laid off if they were truly less productive than
company benchmarks.
From personal experience, during the height of the pandemic my company opted for a
short-term wage reduction across all levels. While there were few who were happy about the
decision, there was an overwhelming feeling of gratitude knowing we were not being counted in
the swelling unemployment rate. In addition, knowing that upper management would be
experiencing salary reductions for eight months, as opposed to four months, communicated to
the employees that this issue was a group effort.
I acknowledge that when a decision about an individual’s livelihood there is never an
easy choice. As Christians in the boardroom, we must strive to meet the Golden Rule. Scripture
teaches “do unto others as you would have them do unto you” (Matthew 7:12, New International
Version). While a temporary wage cut may not stem off a company restructure forever, it can
communicate an organization’s efforts to put their employees first.
lOMoARcPSD|62286029
This week’s discussion board prompt requires the contemplation of alternative methods
of production cost-saving measures that are taken by an employer during an economic recession.
The prompt presents two options. The first option is to lay off some workers without changing
the wages for the employees who remain employed. In the second option, the employer would
keep the current employees on their payroll but would cut wages for all. If I were the employer
or was brought on to consult the organization, I would recommend the second option, as long as,
certain criteria were met.
The necessary criteria needed for the second option is the internal research of the
company’s structure that supports the finding the company cannot run efficiently or successfully
with anything less than its current employee headcount (Heathfield, 2020). Specifically,
downsizing and furloughs would affect the company’s ability to produce and sell to their
customers. Once this requirement has been satisfied, I would confidently recommend that the
wage cuts should take place across the pay structure of the firm. Acknowledging that a salary
reduction or wage cut will not make employees happy, the information must be communicated
with empathy and transparently. Most importantly, all levels of management must also receive
salary reductions and this option is best employed for only a short period of time (Heathfield,
2020).
Additionally, Modrek and Cullen (2013) discuss the negative effects on employees after a
staffing reduction or restructuring occurs within a company. The author’s research highlights an
array of health consequences that affect surviving workers after layoffs. Modrek and Cullen
(2013) analyzed data that found the feelings associated with job insecurity, that present during an
economic recession, are exacerbated by layoffs even for those employees that survive (p. 1). In
addition, in the presence of downsizing the workload for surviving employees tends to increase
lOMoARcPSD|62286029
dramatically further pushing feelings of dissatisfaction and weakened company morale (Modrek
& Cullen, 2013, p. 1). This type of work environment has the unfortunate ability to increase
work stress and negative physical health.
lOMoARcPSD|62286029
References
Heathfield, S.M. (2020). Salary reduction reasons: Is a salary reduction even legal for an
employee? Retrieved from https://www.thebalancecareers.com/salary-reduction-1919072
Modrek, S., & Cullen, M.R. (2013). Job insecurity during recessions: Effects on survivors’ work
stress. BMC Public Health, 13(1), 929. Retrieved from https://web-a-
ebscohostcom.ezproxy.liberty.edu/ehost/pdfviewer/pdfviewer?vid=1&sid=91203176-
eb45-4f33-
8040-45c46dbe8dcc%40sessionmgr4008
lOMoARcPSD|62286029
Discussion Board Forum Four Response
Hello Tabitha,
Thank you so much for your discussion board response. Your post considers the
alternatives to company layoffs during a time of economic recession and appropriately considers
output demands from current customers. The decision to lay off employees who may not be as
productive was presented in the post. This result was supported by the firm’s ability to retain
employees with high productivity levels. However, researchers argue that there are negative
effects on the employees who survive a company restructuring that manifests as feelings of job
insecurity, work stress, and increased workload (Modrek & Cullen, 2013). I also, respectfully,
question the need to rehire employees who were laid off if they were truly less productive than
company benchmarks.
From personal experience, during the height of the pandemic my company opted for a
short-term wage reduction across all levels. While there were few who were happy about the
decision, there was an overwhelming feeling of gratitude knowing we were not being counted in
the swelling unemployment rate. In addition, knowing that upper management would be
experiencing salary reductions for eight months, as opposed to four months, communicated to
the employees that this issue was a group effort.
I acknowledge that when a decision about an individual’s livelihood there is never an
easy choice. As Christians in the boardroom, we must strive to meet the Golden Rule. Scripture
teaches “do unto others as you would have them do unto you” (Matthew 7:12, New International
Version). While a temporary wage cut may not stem off a company restructure forever, it can
communicate an organization’s efforts to put their employees first.
lOMoARcPSD|62286029
This week’s discussion board prompt requires the contemplation of alternative methods
of production cost-saving measures that are taken by an employer during an economic recession.
The prompt presents two options. The first option is to lay off some workers without changing
the wages for the employees who remain employed. In the second option, the employer would
keep the current employees on their payroll but would cut wages for all. If I were the employer
or was brought on to consult the organization, I would recommend the second option, as long as,
certain criteria were met.
The necessary criteria needed for the second option is the internal research of the
company’s structure that supports the finding the company cannot run efficiently or successfully
with anything less than its current employee headcount (Heathfield, 2020). Specifically,
downsizing and furloughs would affect the company’s ability to produce and sell to their
customers. Once this requirement has been satisfied, I would confidently recommend that the
wage cuts should take place across the pay structure of the firm. Acknowledging that a salary
reduction or wage cut will not make employees happy, the information must be communicated
with empathy and transparently. Most importantly, all levels of management must also receive
salary reductions and this option is best employed for only a short period of time (Heathfield,
2020).
Additionally, Modrek and Cullen (2013) discuss the negative effects on employees after a
staffing reduction or restructuring occurs within a company. The author’s research highlights an
array of health consequences that affect surviving workers after layoffs. Modrek and Cullen
(2013) analyzed data that found the feelings associated with job insecurity, that present during an
economic recession, are exacerbated by layoffs even for those employees that survive (p. 1). In
addition, in the presence of downsizing the workload for surviving employees tends to increase
lOMoARcPSD|62286029
dramatically further pushing feelings of dissatisfaction and weakened company morale (Modrek
& Cullen, 2013, p. 1). This type of work environment has the unfortunate ability to increase
work stress and negative physical health.
lOMoARcPSD|62286029
References
Heathfield, S.M. (2020). Salary reduction reasons: Is a salary reduction even legal for an
employee? Retrieved from https://www.thebalancecareers.com/salary-reduction-1919072
Modrek, S., & Cullen, M.R. (2013). Job insecurity during recessions: Effects on survivors’ work
stress. BMC Public Health, 13(1), 929. Retrieved from https://web-a-
ebscohostcom.ezproxy.liberty.edu/ehost/pdfviewer/pdfviewer?vid=1&sid=91203176-
eb45-4f33-
8040-45c46dbe8dcc%40sessionmgr4008
lOMoARcPSD|62286029
Discussion Board Forum Four Response
Hello Tabitha,
Thank you so much for your discussion board response. Your post considers the
alternatives to company layoffs during a time of economic recession and appropriately considers
output demands from current customers. The decision to lay off employees who may not be as
productive was presented in the post. This result was supported by the firm’s ability to retain
employees with high productivity levels. However, researchers argue that there are negative
effects on the employees who survive a company restructuring that manifests as feelings of job
insecurity, work stress, and increased workload (Modrek & Cullen, 2013). I also, respectfully,
question the need to rehire employees who were laid off if they were truly less productive than
company benchmarks.
From personal experience, during the height of the pandemic my company opted for a
short-term wage reduction across all levels. While there were few who were happy about the
decision, there was an overwhelming feeling of gratitude knowing we were not being counted in
the swelling unemployment rate. In addition, knowing that upper management would be
experiencing salary reductions for eight months, as opposed to four months, communicated to
the employees that this issue was a group effort.
I acknowledge that when a decision about an individual’s livelihood there is never an
easy choice. As Christians in the boardroom, we must strive to meet the Golden Rule. Scripture
teaches “do unto others as you would have them do unto you” (Matthew 7:12, New International
Version). While a temporary wage cut may not stem off a company restructure forever, it can
communicate an organization’s efforts to put their employees first.
lOMoARcPSD|62286029
This week’s discussion board prompt requires the contemplation of alternative methods
of production cost-saving measures that are taken by an employer during an economic recession.
The prompt presents two options. The first option is to lay off some workers without changing
the wages for the employees who remain employed. In the second option, the employer would
keep the current employees on their payroll but would cut wages for all. If I were the employer
or was brought on to consult the organization, I would recommend the second option, as long as,
certain criteria were met.
The necessary criteria needed for the second option is the internal research of the
company’s structure that supports the finding the company cannot run efficiently or successfully
with anything less than its current employee headcount (Heathfield, 2020). Specifically,
downsizing and furloughs would affect the company’s ability to produce and sell to their
customers. Once this requirement has been satisfied, I would confidently recommend that the
wage cuts should take place across the pay structure of the firm. Acknowledging that a salary
reduction or wage cut will not make employees happy, the information must be communicated
with empathy and transparently. Most importantly, all levels of management must also receive
salary reductions and this option is best employed for only a short period of time (Heathfield,
2020).
Additionally, Modrek and Cullen (2013) discuss the negative effects on employees after a
staffing reduction or restructuring occurs within a company. The author’s research highlights an
array of health consequences that affect surviving workers after layoffs. Modrek and Cullen
(2013) analyzed data that found the feelings associated with job insecurity, that present during an
economic recession, are exacerbated by layoffs even for those employees that survive (p. 1). In
addition, in the presence of downsizing the workload for surviving employees tends to increase
lOMoARcPSD|62286029
dramatically further pushing feelings of dissatisfaction and weakened company morale (Modrek
& Cullen, 2013, p. 1). This type of work environment has the unfortunate ability to increase
work stress and negative physical health.
lOMoARcPSD|62286029
References
Heathfield, S.M. (2020). Salary reduction reasons: Is a salary reduction even legal for an
employee? Retrieved from https://www.thebalancecareers.com/salary-reduction-1919072
Modrek, S., & Cullen, M.R. (2013). Job insecurity during recessions: Effects on survivors’ work
stress. BMC Public Health, 13(1), 929. Retrieved from https://web-a-
ebscohostcom.ezproxy.liberty.edu/ehost/pdfviewer/pdfviewer?vid=1&sid=91203176-
eb45-4f33-
8040-45c46dbe8dcc%40sessionmgr4008
lOMoARcPSD|62286029
Discussion Board Forum Four Response
Hello Tabitha,
Thank you so much for your discussion board response. Your post considers the
alternatives to company layoffs during a time of economic recession and appropriately considers
output demands from current customers. The decision to lay off employees who may not be as
productive was presented in the post. This result was supported by the firm’s ability to retain
employees with high productivity levels. However, researchers argue that there are negative
effects on the employees who survive a company restructuring that manifests as feelings of job
insecurity, work stress, and increased workload (Modrek & Cullen, 2013). I also, respectfully,
question the need to rehire employees who were laid off if they were truly less productive than
company benchmarks.
From personal experience, during the height of the pandemic my company opted for a
short-term wage reduction across all levels. While there were few who were happy about the
decision, there was an overwhelming feeling of gratitude knowing we were not being counted in
the swelling unemployment rate. In addition, knowing that upper management would be
experiencing salary reductions for eight months, as opposed to four months, communicated to
the employees that this issue was a group effort.
I acknowledge that when a decision about an individual’s livelihood there is never an
easy choice. As Christians in the boardroom, we must strive to meet the Golden Rule. Scripture
teaches “do unto others as you would have them do unto you” (Matthew 7:12, New International
Version). While a temporary wage cut may not stem off a company restructure forever, it can
communicate an organization’s efforts to put their employees first.
lOMoARcPSD|62286029
This week’s discussion board prompt requires the contemplation of alternative methods
of production cost-saving measures that are taken by an employer during an economic recession.
The prompt presents two options. The first option is to lay off some workers without changing
the wages for the employees who remain employed. In the second option, the employer would
keep the current employees on their payroll but would cut wages for all. If I were the employer
or was brought on to consult the organization, I would recommend the second option, as long as,
certain criteria were met.
The necessary criteria needed for the second option is the internal research of the
company’s structure that supports the finding the company cannot run efficiently or successfully
with anything less than its current employee headcount (Heathfield, 2020). Specifically,
downsizing and furloughs would affect the company’s ability to produce and sell to their
customers. Once this requirement has been satisfied, I would confidently recommend that the
wage cuts should take place across the pay structure of the firm. Acknowledging that a salary
reduction or wage cut will not make employees happy, the information must be communicated
with empathy and transparently. Most importantly, all levels of management must also receive
salary reductions and this option is best employed for only a short period of time (Heathfield,
2020).
Additionally, Modrek and Cullen (2013) discuss the negative effects on employees after a
staffing reduction or restructuring occurs within a company. The author’s research highlights an
array of health consequences that affect surviving workers after layoffs. Modrek and Cullen
(2013) analyzed data that found the feelings associated with job insecurity, that present during an
economic recession, are exacerbated by layoffs even for those employees that survive (p. 1). In
addition, in the presence of downsizing the workload for surviving employees tends to increase
lOMoARcPSD|62286029
dramatically further pushing feelings of dissatisfaction and weakened company morale (Modrek
& Cullen, 2013, p. 1). This type of work environment has the unfortunate ability to increase
work stress and negative physical health.
lOMoARcPSD|62286029
References
Heathfield, S.M. (2020). Salary reduction reasons: Is a salary reduction even legal for an
employee? Retrieved from https://www.thebalancecareers.com/salary-reduction-1919072
Modrek, S., & Cullen, M.R. (2013). Job insecurity during recessions: Effects on survivors’ work
stress. BMC Public Health, 13(1), 929. Retrieved from https://web-a-
ebscohostcom.ezproxy.liberty.edu/ehost/pdfviewer/pdfviewer?vid=1&sid=91203176-
eb45-4f33-
8040-45c46dbe8dcc%40sessionmgr4008
lOMoARcPSD|62286029
Discussion Board Forum Four Response
Hello Tabitha,
Thank you so much for your discussion board response. Your post considers the
alternatives to company layoffs during a time of economic recession and appropriately considers
output demands from current customers. The decision to lay off employees who may not be as
productive was presented in the post. This result was supported by the firm’s ability to retain
employees with high productivity levels. However, researchers argue that there are negative
effects on the employees who survive a company restructuring that manifests as feelings of job
insecurity, work stress, and increased workload (Modrek & Cullen, 2013). I also, respectfully,
question the need to rehire employees who were laid off if they were truly less productive than
company benchmarks.
From personal experience, during the height of the pandemic my company opted for a
short-term wage reduction across all levels. While there were few who were happy about the
decision, there was an overwhelming feeling of gratitude knowing we were not being counted in
the swelling unemployment rate. In addition, knowing that upper management would be
experiencing salary reductions for eight months, as opposed to four months, communicated to
the employees that this issue was a group effort.
I acknowledge that when a decision about an individual’s livelihood there is never an
easy choice. As Christians in the boardroom, we must strive to meet the Golden Rule. Scripture
teaches “do unto others as you would have them do unto you” (Matthew 7:12, New International
Version). While a temporary wage cut may not stem off a company restructure forever, it can
communicate an organization’s efforts to put their employees first.
lOMoARcPSD|62286029
This week’s discussion board prompt requires the contemplation of alternative methods
of production cost-saving measures that are taken by an employer during an economic recession.
The prompt presents two options. The first option is to lay off some workers without changing
the wages for the employees who remain employed. In the second option, the employer would
keep the current employees on their payroll but would cut wages for all. If I were the employer
or was brought on to consult the organization, I would recommend the second option, as long as,
certain criteria were met.
The necessary criteria needed for the second option is the internal research of the
company’s structure that supports the finding the company cannot run efficiently or successfully
with anything less than its current employee headcount (Heathfield, 2020). Specifically,
downsizing and furloughs would affect the company’s ability to produce and sell to their
customers. Once this requirement has been satisfied, I would confidently recommend that the
wage cuts should take place across the pay structure of the firm. Acknowledging that a salary
reduction or wage cut will not make employees happy, the information must be communicated
with empathy and transparently. Most importantly, all levels of management must also receive
salary reductions and this option is best employed for only a short period of time (Heathfield,
2020).
Additionally, Modrek and Cullen (2013) discuss the negative effects on employees after a
staffing reduction or restructuring occurs within a company. The author’s research highlights an
array of health consequences that affect surviving workers after layoffs. Modrek and Cullen
(2013) analyzed data that found the feelings associated with job insecurity, that present during an
economic recession, are exacerbated by layoffs even for those employees that survive (p. 1). In
addition, in the presence of downsizing the workload for surviving employees tends to increase
lOMoARcPSD|62286029
dramatically further pushing feelings of dissatisfaction and weakened company morale (Modrek
& Cullen, 2013, p. 1). This type of work environment has the unfortunate ability to increase
work stress and negative physical health.
lOMoARcPSD|62286029
References
Heathfield, S.M. (2020). Salary reduction reasons: Is a salary reduction even legal for an
employee? Retrieved from https://www.thebalancecareers.com/salary-reduction-1919072
Modrek, S., & Cullen, M.R. (2013). Job insecurity during recessions: Effects on survivors’ work
stress. BMC Public Health, 13(1), 929. Retrieved from https://web-a-
ebscohostcom.ezproxy.liberty.edu/ehost/pdfviewer/pdfviewer?vid=1&sid=91203176-
eb45-4f33-
8040-45c46dbe8dcc%40sessionmgr4008
lOMoARcPSD|62286029
Discussion Board Forum Four Response
Hello Tabitha,
Thank you so much for your discussion board response. Your post considers the
alternatives to company layoffs during a time of economic recession and appropriately considers
output demands from current customers. The decision to lay off employees who may not be as
productive was presented in the post. This result was supported by the firm’s ability to retain
employees with high productivity levels. However, researchers argue that there are negative
effects on the employees who survive a company restructuring that manifests as feelings of job
insecurity, work stress, and increased workload (Modrek & Cullen, 2013). I also, respectfully,
question the need to rehire employees who were laid off if they were truly less productive than
company benchmarks.
From personal experience, during the height of the pandemic my company opted for a
short-term wage reduction across all levels. While there were few who were happy about the
decision, there was an overwhelming feeling of gratitude knowing we were not being counted in
the swelling unemployment rate. In addition, knowing that upper management would be
experiencing salary reductions for eight months, as opposed to four months, communicated to
the employees that this issue was a group effort.
I acknowledge that when a decision about an individual’s livelihood there is never an
easy choice. As Christians in the boardroom, we must strive to meet the Golden Rule. Scripture
teaches “do unto others as you would have them do unto you” (Matthew 7:12, New International
Version). While a temporary wage cut may not stem off a company restructure forever, it can
communicate an organization’s efforts to put their employees first.
lOMoARcPSD|62286029
This week’s discussion board prompt requires the contemplation of alternative methods
of production cost-saving measures that are taken by an employer during an economic recession.
The prompt presents two options. The first option is to lay off some workers without changing
the wages for the employees who remain employed. In the second option, the employer would
keep the current employees on their payroll but would cut wages for all. If I were the employer
or was brought on to consult the organization, I would recommend the second option, as long as,
certain criteria were met.
The necessary criteria needed for the second option is the internal research of the
company’s structure that supports the finding the company cannot run efficiently or successfully
with anything less than its current employee headcount (Heathfield, 2020). Specifically,
downsizing and furloughs would affect the company’s ability to produce and sell to their
customers. Once this requirement has been satisfied, I would confidently recommend that the
wage cuts should take place across the pay structure of the firm. Acknowledging that a salary
reduction or wage cut will not make employees happy, the information must be communicated
with empathy and transparently. Most importantly, all levels of management must also receive
salary reductions and this option is best employed for only a short period of time (Heathfield,
2020).
Additionally, Modrek and Cullen (2013) discuss the negative effects on employees after a
staffing reduction or restructuring occurs within a company. The author’s research highlights an
array of health consequences that affect surviving workers after layoffs. Modrek and Cullen
(2013) analyzed data that found the feelings associated with job insecurity, that present during an
economic recession, are exacerbated by layoffs even for those employees that survive (p. 1). In
addition, in the presence of downsizing the workload for surviving employees tends to increase
lOMoARcPSD|62286029
dramatically further pushing feelings of dissatisfaction and weakened company morale (Modrek
& Cullen, 2013, p. 1). This type of work environment has the unfortunate ability to increase
work stress and negative physical health.
lOMoARcPSD|62286029
References
Heathfield, S.M. (2020). Salary reduction reasons: Is a salary reduction even legal for an
employee? Retrieved from https://www.thebalancecareers.com/salary-reduction-1919072
Modrek, S., & Cullen, M.R. (2013). Job insecurity during recessions: Effects on survivors’ work
stress. BMC Public Health, 13(1), 929. Retrieved from https://web-a-
ebscohostcom.ezproxy.liberty.edu/ehost/pdfviewer/pdfviewer?vid=1&sid=91203176-
eb45-4f33-
8040-45c46dbe8dcc%40sessionmgr4008
lOMoARcPSD|62286029
Discussion Board Forum Four Response
Hello Tabitha,
Thank you so much for your discussion board response. Your post considers the
alternatives to company layoffs during a time of economic recession and appropriately considers
output demands from current customers. The decision to lay off employees who may not be as
productive was presented in the post. This result was supported by the firm’s ability to retain
employees with high productivity levels. However, researchers argue that there are negative
effects on the employees who survive a company restructuring that manifests as feelings of job
insecurity, work stress, and increased workload (Modrek & Cullen, 2013). I also, respectfully,
question the need to rehire employees who were laid off if they were truly less productive than
company benchmarks.
From personal experience, during the height of the pandemic my company opted for a
short-term wage reduction across all levels. While there were few who were happy about the
decision, there was an overwhelming feeling of gratitude knowing we were not being counted in
the swelling unemployment rate. In addition, knowing that upper management would be
experiencing salary reductions for eight months, as opposed to four months, communicated to
the employees that this issue was a group effort.
I acknowledge that when a decision about an individual’s livelihood there is never an
easy choice. As Christians in the boardroom, we must strive to meet the Golden Rule. Scripture
teaches “do unto others as you would have them do unto you” (Matthew 7:12, New International
Version). While a temporary wage cut may not stem off a company restructure forever, it can
communicate an organization’s efforts to put their employees first.
lOMoARcPSD|62286029
This week’s discussion board prompt requires the contemplation of alternative methods
of production cost-saving measures that are taken by an employer during an economic recession.
The prompt presents two options. The first option is to lay off some workers without changing
the wages for the employees who remain employed. In the second option, the employer would
keep the current employees on their payroll but would cut wages for all. If I were the employer
or was brought on to consult the organization, I would recommend the second option, as long as,
certain criteria were met.
The necessary criteria needed for the second option is the internal research of the
company’s structure that supports the finding the company cannot run efficiently or successfully
with anything less than its current employee headcount (Heathfield, 2020). Specifically,
downsizing and furloughs would affect the company’s ability to produce and sell to their
customers. Once this requirement has been satisfied, I would confidently recommend that the
wage cuts should take place across the pay structure of the firm. Acknowledging that a salary
reduction or wage cut will not make employees happy, the information must be communicated
with empathy and transparently. Most importantly, all levels of management must also receive
salary reductions and this option is best employed for only a short period of time (Heathfield,
2020).
Additionally, Modrek and Cullen (2013) discuss the negative effects on employees after a
staffing reduction or restructuring occurs within a company. The author’s research highlights an
array of health consequences that affect surviving workers after layoffs. Modrek and Cullen
(2013) analyzed data that found the feelings associated with job insecurity, that present during an
economic recession, are exacerbated by layoffs even for those employees that survive (p. 1). In
addition, in the presence of downsizing the workload for surviving employees tends to increase
lOMoARcPSD|62286029
dramatically further pushing feelings of dissatisfaction and weakened company morale (Modrek
& Cullen, 2013, p. 1). This type of work environment has the unfortunate ability to increase
work stress and negative physical health.
lOMoARcPSD|62286029
References
Heathfield, S.M. (2020). Salary reduction reasons: Is a salary reduction even legal for an
employee? Retrieved from https://www.thebalancecareers.com/salary-reduction-1919072
Modrek, S., & Cullen, M.R. (2013). Job insecurity during recessions: Effects on survivors’ work
stress. BMC Public Health, 13(1), 929. Retrieved from https://web-a-
ebscohostcom.ezproxy.liberty.edu/ehost/pdfviewer/pdfviewer?vid=1&sid=91203176-
eb45-4f33-
8040-45c46dbe8dcc%40sessionmgr4008
lOMoARcPSD|62286029
Discussion Board Forum Four Response
Hello Tabitha,
Thank you so much for your discussion board response. Your post considers the
alternatives to company layoffs during a time of economic recession and appropriately considers
output demands from current customers. The decision to lay off employees who may not be as
productive was presented in the post. This result was supported by the firm’s ability to retain
employees with high productivity levels. However, researchers argue that there are negative
effects on the employees who survive a company restructuring that manifests as feelings of job
insecurity, work stress, and increased workload (Modrek & Cullen, 2013). I also, respectfully,
question the need to rehire employees who were laid off if they were truly less productive than
company benchmarks.
From personal experience, during the height of the pandemic my company opted for a
short-term wage reduction across all levels. While there were few who were happy about the
decision, there was an overwhelming feeling of gratitude knowing we were not being counted in
the swelling unemployment rate. In addition, knowing that upper management would be
experiencing salary reductions for eight months, as opposed to four months, communicated to
the employees that this issue was a group effort.
I acknowledge that when a decision about an individual’s livelihood there is never an
easy choice. As Christians in the boardroom, we must strive to meet the Golden Rule. Scripture
teaches “do unto others as you would have them do unto you” (Matthew 7:12, New International
Version). While a temporary wage cut may not stem off a company restructure forever, it can
communicate an organization’s efforts to put their employees first.
lOMoARcPSD|62286029
This week’s discussion board prompt requires the contemplation of alternative methods
of production cost-saving measures that are taken by an employer during an economic recession.
The prompt presents two options. The first option is to lay off some workers without changing
the wages for the employees who remain employed. In the second option, the employer would
keep the current employees on their payroll but would cut wages for all. If I were the employer
or was brought on to consult the organization, I would recommend the second option, as long as,
certain criteria were met.
The necessary criteria needed for the second option is the internal research of the
company’s structure that supports the finding the company cannot run efficiently or successfully
with anything less than its current employee headcount (Heathfield, 2020). Specifically,
downsizing and furloughs would affect the company’s ability to produce and sell to their
customers. Once this requirement has been satisfied, I would confidently recommend that the
wage cuts should take place across the pay structure of the firm. Acknowledging that a salary
reduction or wage cut will not make employees happy, the information must be communicated
with empathy and transparently. Most importantly, all levels of management must also receive
salary reductions and this option is best employed for only a short period of time (Heathfield,
2020).
Additionally, Modrek and Cullen (2013) discuss the negative effects on employees after a
staffing reduction or restructuring occurs within a company. The author’s research highlights an
array of health consequences that affect surviving workers after layoffs. Modrek and Cullen
(2013) analyzed data that found the feelings associated with job insecurity, that present during an
economic recession, are exacerbated by layoffs even for those employees that survive (p. 1). In
addition, in the presence of downsizing the workload for surviving employees tends to increase
lOMoARcPSD|62286029
dramatically further pushing feelings of dissatisfaction and weakened company morale (Modrek
& Cullen, 2013, p. 1). This type of work environment has the unfortunate ability to increase
work stress and negative physical health.
lOMoARcPSD|62286029
References
Heathfield, S.M. (2020). Salary reduction reasons: Is a salary reduction even legal for an
employee? Retrieved from https://www.thebalancecareers.com/salary-reduction-1919072
Modrek, S., & Cullen, M.R. (2013). Job insecurity during recessions: Effects on survivors’ work
stress. BMC Public Health, 13(1), 929. Retrieved from https://web-a-
ebscohostcom.ezproxy.liberty.edu/ehost/pdfviewer/pdfviewer?vid=1&sid=91203176-
eb45-4f33-
8040-45c46dbe8dcc%40sessionmgr4008
lOMoARcPSD|62286029
Discussion Board Forum Four Response
Hello Tabitha,
Thank you so much for your discussion board response. Your post considers the
alternatives to company layoffs during a time of economic recession and appropriately considers
output demands from current customers. The decision to lay off employees who may not be as
productive was presented in the post. This result was supported by the firm’s ability to retain
employees with high productivity levels. However, researchers argue that there are negative
effects on the employees who survive a company restructuring that manifests as feelings of job
insecurity, work stress, and increased workload (Modrek & Cullen, 2013). I also, respectfully,
question the need to rehire employees who were laid off if they were truly less productive than
company benchmarks.
From personal experience, during the height of the pandemic my company opted for a
short-term wage reduction across all levels. While there were few who were happy about the
decision, there was an overwhelming feeling of gratitude knowing we were not being counted in
the swelling unemployment rate. In addition, knowing that upper management would be
experiencing salary reductions for eight months, as opposed to four months, communicated to
the employees that this issue was a group effort.
I acknowledge that when a decision about an individual’s livelihood there is never an
easy choice. As Christians in the boardroom, we must strive to meet the Golden Rule. Scripture
teaches “do unto others as you would have them do unto you” (Matthew 7:12, New International
Version). While a temporary wage cut may not stem off a company restructure forever, it can
communicate an organization’s efforts to put their employees first.
lOMoARcPSD|62286029
This week’s discussion board prompt requires the contemplation of alternative methods
of production cost-saving measures that are taken by an employer during an economic recession.
The prompt presents two options. The first option is to lay off some workers without changing
the wages for the employees who remain employed. In the second option, the employer would
keep the current employees on their payroll but would cut wages for all. If I were the employer
or was brought on to consult the organization, I would recommend the second option, as long as,
certain criteria were met.
The necessary criteria needed for the second option is the internal research of the
company’s structure that supports the finding the company cannot run efficiently or successfully
with anything less than its current employee headcount (Heathfield, 2020). Specifically,
downsizing and furloughs would affect the company’s ability to produce and sell to their
customers. Once this requirement has been satisfied, I would confidently recommend that the
wage cuts should take place across the pay structure of the firm. Acknowledging that a salary
reduction or wage cut will not make employees happy, the information must be communicated
with empathy and transparently. Most importantly, all levels of management must also receive
salary reductions and this option is best employed for only a short period of time (Heathfield,
2020).
Additionally, Modrek and Cullen (2013) discuss the negative effects on employees after a
staffing reduction or restructuring occurs within a company. The author’s research highlights an
array of health consequences that affect surviving workers after layoffs. Modrek and Cullen
(2013) analyzed data that found the feelings associated with job insecurity, that present during an
economic recession, are exacerbated by layoffs even for those employees that survive (p. 1). In
addition, in the presence of downsizing the workload for surviving employees tends to increase
lOMoARcPSD|62286029
dramatically further pushing feelings of dissatisfaction and weakened company morale (Modrek
& Cullen, 2013, p. 1). This type of work environment has the unfortunate ability to increase
work stress and negative physical health.
lOMoARcPSD|62286029
References
Heathfield, S.M. (2020). Salary reduction reasons: Is a salary reduction even legal for an
employee? Retrieved from https://www.thebalancecareers.com/salary-reduction-1919072
Modrek, S., & Cullen, M.R. (2013). Job insecurity during recessions: Effects on survivors’ work
stress. BMC Public Health, 13(1), 929. Retrieved from https://web-a-
ebscohostcom.ezproxy.liberty.edu/ehost/pdfviewer/pdfviewer?vid=1&sid=91203176-
eb45-4f33-
8040-45c46dbe8dcc%40sessionmgr4008
lOMoARcPSD|62286029
Discussion Board Forum Four Response
Hello Tabitha,
Thank you so much for your discussion board response. Your post considers the
alternatives to company layoffs during a time of economic recession and appropriately considers
output demands from current customers. The decision to lay off employees who may not be as
productive was presented in the post. This result was supported by the firm’s ability to retain
employees with high productivity levels. However, researchers argue that there are negative
effects on the employees who survive a company restructuring that manifests as feelings of job
insecurity, work stress, and increased workload (Modrek & Cullen, 2013). I also, respectfully,
question the need to rehire employees who were laid off if they were truly less productive than
company benchmarks.
From personal experience, during the height of the pandemic my company opted for a
short-term wage reduction across all levels. While there were few who were happy about the
decision, there was an overwhelming feeling of gratitude knowing we were not being counted in
the swelling unemployment rate. In addition, knowing that upper management would be
experiencing salary reductions for eight months, as opposed to four months, communicated to
the employees that this issue was a group effort.
I acknowledge that when a decision about an individual’s livelihood there is never an
easy choice. As Christians in the boardroom, we must strive to meet the Golden Rule. Scripture
teaches “do unto others as you would have them do unto you” (Matthew 7:12, New International
Version). While a temporary wage cut may not stem off a company restructure forever, it can
communicate an organization’s efforts to put their employees first.
lOMoARcPSD|62286029
This week’s discussion board prompt requires the contemplation of alternative methods
of production cost-saving measures that are taken by an employer during an economic recession.
The prompt presents two options. The first option is to lay off some workers without changing
the wages for the employees who remain employed. In the second option, the employer would
keep the current employees on their payroll but would cut wages for all. If I were the employer
or was brought on to consult the organization, I would recommend the second option, as long as,
certain criteria were met.
The necessary criteria needed for the second option is the internal research of the
company’s structure that supports the finding the company cannot run efficiently or successfully
with anything less than its current employee headcount (Heathfield, 2020). Specifically,
downsizing and furloughs would affect the company’s ability to produce and sell to their
customers. Once this requirement has been satisfied, I would confidently recommend that the
wage cuts should take place across the pay structure of the firm. Acknowledging that a salary
reduction or wage cut will not make employees happy, the information must be communicated
with empathy and transparently. Most importantly, all levels of management must also receive
salary reductions and this option is best employed for only a short period of time (Heathfield,
2020).
Additionally, Modrek and Cullen (2013) discuss the negative effects on employees after a
staffing reduction or restructuring occurs within a company. The author’s research highlights an
array of health consequences that affect surviving workers after layoffs. Modrek and Cullen
(2013) analyzed data that found the feelings associated with job insecurity, that present during an
economic recession, are exacerbated by layoffs even for those employees that survive (p. 1). In
addition, in the presence of downsizing the workload for surviving employees tends to increase
lOMoARcPSD|62286029
dramatically further pushing feelings of dissatisfaction and weakened company morale (Modrek
& Cullen, 2013, p. 1). This type of work environment has the unfortunate ability to increase
work stress and negative physical health.
lOMoARcPSD|62286029
References
Heathfield, S.M. (2020). Salary reduction reasons: Is a salary reduction even legal for an
employee? Retrieved from https://www.thebalancecareers.com/salary-reduction-1919072
Modrek, S., & Cullen, M.R. (2013). Job insecurity during recessions: Effects on survivors’ work
stress. BMC Public Health, 13(1), 929. Retrieved from https://web-a-
ebscohostcom.ezproxy.liberty.edu/ehost/pdfviewer/pdfviewer?vid=1&sid=91203176-
eb45-4f33-
8040-45c46dbe8dcc%40sessionmgr4008
lOMoARcPSD|62286029
Discussion Board Forum Four Response
Hello Tabitha,
Thank you so much for your discussion board response. Your post considers the
alternatives to company layoffs during a time of economic recession and appropriately considers
output demands from current customers. The decision to lay off employees who may not be as
productive was presented in the post. This result was supported by the firm’s ability to retain
employees with high productivity levels. However, researchers argue that there are negative
effects on the employees who survive a company restructuring that manifests as feelings of job
insecurity, work stress, and increased workload (Modrek & Cullen, 2013). I also, respectfully,
question the need to rehire employees who were laid off if they were truly less productive than
company benchmarks.
From personal experience, during the height of the pandemic my company opted for a
short-term wage reduction across all levels. While there were few who were happy about the
decision, there was an overwhelming feeling of gratitude knowing we were not being counted in
the swelling unemployment rate. In addition, knowing that upper management would be
experiencing salary reductions for eight months, as opposed to four months, communicated to
the employees that this issue was a group effort.
I acknowledge that when a decision about an individual’s livelihood there is never an
easy choice. As Christians in the boardroom, we must strive to meet the Golden Rule. Scripture
teaches “do unto others as you would have them do unto you” (Matthew 7:12, New International
Version). While a temporary wage cut may not stem off a company restructure forever, it can
communicate an organization’s efforts to put their employees first.
lOMoARcPSD|62286029
This week’s discussion board prompt requires the contemplation of alternative methods
of production cost-saving measures that are taken by an employer during an economic recession.
The prompt presents two options. The first option is to lay off some workers without changing
the wages for the employees who remain employed. In the second option, the employer would
keep the current employees on their payroll but would cut wages for all. If I were the employer
or was brought on to consult the organization, I would recommend the second option, as long as,
certain criteria were met.
The necessary criteria needed for the second option is the internal research of the
company’s structure that supports the finding the company cannot run efficiently or successfully
with anything less than its current employee headcount (Heathfield, 2020). Specifically,
downsizing and furloughs would affect the company’s ability to produce and sell to their
customers. Once this requirement has been satisfied, I would confidently recommend that the
wage cuts should take place across the pay structure of the firm. Acknowledging that a salary
reduction or wage cut will not make employees happy, the information must be communicated
with empathy and transparently. Most importantly, all levels of management must also receive
salary reductions and this option is best employed for only a short period of time (Heathfield,
2020).
Additionally, Modrek and Cullen (2013) discuss the negative effects on employees after a
staffing reduction or restructuring occurs within a company. The author’s research highlights an
array of health consequences that affect surviving workers after layoffs. Modrek and Cullen
(2013) analyzed data that found the feelings associated with job insecurity, that present during an
economic recession, are exacerbated by layoffs even for those employees that survive (p. 1). In
addition, in the presence of downsizing the workload for surviving employees tends to increase
lOMoARcPSD|62286029
dramatically further pushing feelings of dissatisfaction and weakened company morale (Modrek
& Cullen, 2013, p. 1). This type of work environment has the unfortunate ability to increase
work stress and negative physical health.
lOMoARcPSD|62286029
References
Heathfield, S.M. (2020). Salary reduction reasons: Is a salary reduction even legal for an
employee? Retrieved from https://www.thebalancecareers.com/salary-reduction-1919072
Modrek, S., & Cullen, M.R. (2013). Job insecurity during recessions: Effects on survivors’ work
stress. BMC Public Health, 13(1), 929. Retrieved from https://web-a-
ebscohostcom.ezproxy.liberty.edu/ehost/pdfviewer/pdfviewer?vid=1&sid=91203176-
eb45-4f33-
8040-45c46dbe8dcc%40sessionmgr4008
lOMoARcPSD|62286029
Discussion Board Forum Four Response
Hello Tabitha,
Thank you so much for your discussion board response. Your post considers the
alternatives to company layoffs during a time of economic recession and appropriately considers
output demands from current customers. The decision to lay off employees who may not be as
productive was presented in the post. This result was supported by the firm’s ability to retain
employees with high productivity levels. However, researchers argue that there are negative
effects on the employees who survive a company restructuring that manifests as feelings of job
insecurity, work stress, and increased workload (Modrek & Cullen, 2013). I also, respectfully,
question the need to rehire employees who were laid off if they were truly less productive than
company benchmarks.
From personal experience, during the height of the pandemic my company opted for a
short-term wage reduction across all levels. While there were few who were happy about the
decision, there was an overwhelming feeling of gratitude knowing we were not being counted in
the swelling unemployment rate. In addition, knowing that upper management would be
experiencing salary reductions for eight months, as opposed to four months, communicated to
the employees that this issue was a group effort.
I acknowledge that when a decision about an individual’s livelihood there is never an
easy choice. As Christians in the boardroom, we must strive to meet the Golden Rule. Scripture
teaches “do unto others as you would have them do unto you” (Matthew 7:12, New International
Version). While a temporary wage cut may not stem off a company restructure forever, it can
communicate an organization’s efforts to put their employees first.
lOMoARcPSD|62286029
This week’s discussion board prompt requires the contemplation of alternative methods
of production cost-saving measures that are taken by an employer during an economic recession.
The prompt presents two options. The first option is to lay off some workers without changing
the wages for the employees who remain employed. In the second option, the employer would
keep the current employees on their payroll but would cut wages for all. If I were the employer
or was brought on to consult the organization, I would recommend the second option, as long as,
certain criteria were met.
The necessary criteria needed for the second option is the internal research of the
company’s structure that supports the finding the company cannot run efficiently or successfully
with anything less than its current employee headcount (Heathfield, 2020). Specifically,
downsizing and furloughs would affect the company’s ability to produce and sell to their
customers. Once this requirement has been satisfied, I would confidently recommend that the
wage cuts should take place across the pay structure of the firm. Acknowledging that a salary
reduction or wage cut will not make employees happy, the information must be communicated
with empathy and transparently. Most importantly, all levels of management must also receive
salary reductions and this option is best employed for only a short period of time (Heathfield,
2020).
Additionally, Modrek and Cullen (2013) discuss the negative effects on employees after a
staffing reduction or restructuring occurs within a company. The author’s research highlights an
array of health consequences that affect surviving workers after layoffs. Modrek and Cullen
(2013) analyzed data that found the feelings associated with job insecurity, that present during an
economic recession, are exacerbated by layoffs even for those employees that survive (p. 1). In
addition, in the presence of downsizing the workload for surviving employees tends to increase
lOMoARcPSD|62286029
dramatically further pushing feelings of dissatisfaction and weakened company morale (Modrek
& Cullen, 2013, p. 1). This type of work environment has the unfortunate ability to increase
work stress and negative physical health.
lOMoARcPSD|62286029
References
Heathfield, S.M. (2020). Salary reduction reasons: Is a salary reduction even legal for an
employee? Retrieved from https://www.thebalancecareers.com/salary-reduction-1919072
Modrek, S., & Cullen, M.R. (2013). Job insecurity during recessions: Effects on survivors’ work
stress. BMC Public Health, 13(1), 929. Retrieved from https://web-a-
ebscohostcom.ezproxy.liberty.edu/ehost/pdfviewer/pdfviewer?vid=1&sid=91203176-
eb45-4f33-
8040-45c46dbe8dcc%40sessionmgr4008
lOMoARcPSD|62286029
Discussion Board Forum Four Response
Hello Tabitha,
Thank you so much for your discussion board response. Your post considers the
alternatives to company layoffs during a time of economic recession and appropriately considers
output demands from current customers. The decision to lay off employees who may not be as
productive was presented in the post. This result was supported by the firm’s ability to retain
employees with high productivity levels. However, researchers argue that there are negative
effects on the employees who survive a company restructuring that manifests as feelings of job
insecurity, work stress, and increased workload (Modrek & Cullen, 2013). I also, respectfully,
question the need to rehire employees who were laid off if they were truly less productive than
company benchmarks.
From personal experience, during the height of the pandemic my company opted for a
short-term wage reduction across all levels. While there were few who were happy about the
decision, there was an overwhelming feeling of gratitude knowing we were not being counted in
the swelling unemployment rate. In addition, knowing that upper management would be
experiencing salary reductions for eight months, as opposed to four months, communicated to
the employees that this issue was a group effort.
I acknowledge that when a decision about an individual’s livelihood there is never an
easy choice. As Christians in the boardroom, we must strive to meet the Golden Rule. Scripture
teaches “do unto others as you would have them do unto you” (Matthew 7:12, New International
Version). While a temporary wage cut may not stem off a company restructure forever, it can
communicate an organization’s efforts to put their employees first.
lOMoARcPSD|62286029
This week’s discussion board prompt requires the contemplation of alternative methods
of production cost-saving measures that are taken by an employer during an economic recession.
The prompt presents two options. The first option is to lay off some workers without changing
the wages for the employees who remain employed. In the second option, the employer would
keep the current employees on their payroll but would cut wages for all. If I were the employer
or was brought on to consult the organization, I would recommend the second option, as long as,
certain criteria were met.
The necessary criteria needed for the second option is the internal research of the
company’s structure that supports the finding the company cannot run efficiently or successfully
with anything less than its current employee headcount (Heathfield, 2020). Specifically,
downsizing and furloughs would affect the company’s ability to produce and sell to their
customers. Once this requirement has been satisfied, I would confidently recommend that the
wage cuts should take place across the pay structure of the firm. Acknowledging that a salary
reduction or wage cut will not make employees happy, the information must be communicated
with empathy and transparently. Most importantly, all levels of management must also receive
salary reductions and this option is best employed for only a short period of time (Heathfield,
2020).
Additionally, Modrek and Cullen (2013) discuss the negative effects on employees after a
staffing reduction or restructuring occurs within a company. The author’s research highlights an
array of health consequences that affect surviving workers after layoffs. Modrek and Cullen
(2013) analyzed data that found the feelings associated with job insecurity, that present during an
economic recession, are exacerbated by layoffs even for those employees that survive (p. 1). In
addition, in the presence of downsizing the workload for surviving employees tends to increase
lOMoARcPSD|62286029
dramatically further pushing feelings of dissatisfaction and weakened company morale (Modrek
& Cullen, 2013, p. 1). This type of work environment has the unfortunate ability to increase
work stress and negative physical health.
lOMoARcPSD|62286029
References
Heathfield, S.M. (2020). Salary reduction reasons: Is a salary reduction even legal for an
employee? Retrieved from https://www.thebalancecareers.com/salary-reduction-1919072
Modrek, S., & Cullen, M.R. (2013). Job insecurity during recessions: Effects on survivors’ work
stress. BMC Public Health, 13(1), 929. Retrieved from https://web-a-
ebscohostcom.ezproxy.liberty.edu/ehost/pdfviewer/pdfviewer?vid=1&sid=91203176-
eb45-4f33-
8040-45c46dbe8dcc%40sessionmgr4008
lOMoARcPSD|62286029
Discussion Board Forum Four Response
Hello Tabitha,
Thank you so much for your discussion board response. Your post considers the
alternatives to company layoffs during a time of economic recession and appropriately considers
output demands from current customers. The decision to lay off employees who may not be as
productive was presented in the post. This result was supported by the firm’s ability to retain
employees with high productivity levels. However, researchers argue that there are negative
effects on the employees who survive a company restructuring that manifests as feelings of job
insecurity, work stress, and increased workload (Modrek & Cullen, 2013). I also, respectfully,
question the need to rehire employees who were laid off if they were truly less productive than
company benchmarks.
From personal experience, during the height of the pandemic my company opted for a
short-term wage reduction across all levels. While there were few who were happy about the
decision, there was an overwhelming feeling of gratitude knowing we were not being counted in
the swelling unemployment rate. In addition, knowing that upper management would be
experiencing salary reductions for eight months, as opposed to four months, communicated to
the employees that this issue was a group effort.
I acknowledge that when a decision about an individual’s livelihood there is never an
easy choice. As Christians in the boardroom, we must strive to meet the Golden Rule. Scripture
teaches “do unto others as you would have them do unto you” (Matthew 7:12, New International
Version). While a temporary wage cut may not stem off a company restructure forever, it can
communicate an organization’s efforts to put their employees first.
lOMoARcPSD|62286029
This week’s discussion board prompt requires the contemplation of alternative methods
of production cost-saving measures that are taken by an employer during an economic recession.
The prompt presents two options. The first option is to lay off some workers without changing
the wages for the employees who remain employed. In the second option, the employer would
keep the current employees on their payroll but would cut wages for all. If I were the employer
or was brought on to consult the organization, I would recommend the second option, as long as,
certain criteria were met.
The necessary criteria needed for the second option is the internal research of the
company’s structure that supports the finding the company cannot run efficiently or successfully
with anything less than its current employee headcount (Heathfield, 2020). Specifically,
downsizing and furloughs would affect the company’s ability to produce and sell to their
customers. Once this requirement has been satisfied, I would confidently recommend that the
wage cuts should take place across the pay structure of the firm. Acknowledging that a salary
reduction or wage cut will not make employees happy, the information must be communicated
with empathy and transparently. Most importantly, all levels of management must also receive
salary reductions and this option is best employed for only a short period of time (Heathfield,
2020).
Additionally, Modrek and Cullen (2013) discuss the negative effects on employees after a
staffing reduction or restructuring occurs within a company. The author’s research highlights an
array of health consequences that affect surviving workers after layoffs. Modrek and Cullen
(2013) analyzed data that found the feelings associated with job insecurity, that present during an
economic recession, are exacerbated by layoffs even for those employees that survive (p. 1). In
addition, in the presence of downsizing the workload for surviving employees tends to increase
lOMoARcPSD|62286029
dramatically further pushing feelings of dissatisfaction and weakened company morale (Modrek
& Cullen, 2013, p. 1). This type of work environment has the unfortunate ability to increase
work stress and negative physical health.
lOMoARcPSD|62286029
References
Heathfield, S.M. (2020). Salary reduction reasons: Is a salary reduction even legal for an
employee? Retrieved from https://www.thebalancecareers.com/salary-reduction-1919072
Modrek, S., & Cullen, M.R. (2013). Job insecurity during recessions: Effects on survivors’ work
stress. BMC Public Health, 13(1), 929. Retrieved from https://web-a-
ebscohostcom.ezproxy.liberty.edu/ehost/pdfviewer/pdfviewer?vid=1&sid=91203176-
eb45-4f33-
8040-45c46dbe8dcc%40sessionmgr4008
lOMoARcPSD|62286029
Discussion Board Forum Four Response
Hello Tabitha,
Thank you so much for your discussion board response. Your post considers the
alternatives to company layoffs during a time of economic recession and appropriately considers
output demands from current customers. The decision to lay off employees who may not be as
productive was presented in the post. This result was supported by the firm’s ability to retain
employees with high productivity levels. However, researchers argue that there are negative
effects on the employees who survive a company restructuring that manifests as feelings of job
insecurity, work stress, and increased workload (Modrek & Cullen, 2013). I also, respectfully,
question the need to rehire employees who were laid off if they were truly less productive than
company benchmarks.
From personal experience, during the height of the pandemic my company opted for a
short-term wage reduction across all levels. While there were few who were happy about the
decision, there was an overwhelming feeling of gratitude knowing we were not being counted in
the swelling unemployment rate. In addition, knowing that upper management would be
experiencing salary reductions for eight months, as opposed to four months, communicated to
the employees that this issue was a group effort.
I acknowledge that when a decision about an individual’s livelihood there is never an
easy choice. As Christians in the boardroom, we must strive to meet the Golden Rule. Scripture
teaches “do unto others as you would have them do unto you” (Matthew 7:12, New International
Version). While a temporary wage cut may not stem off a company restructure forever, it can
communicate an organization’s efforts to put their employees first.
lOMoARcPSD|62286029
This week’s discussion board prompt requires the contemplation of alternative methods
of production cost-saving measures that are taken by an employer during an economic recession.
The prompt presents two options. The first option is to lay off some workers without changing
the wages for the employees who remain employed. In the second option, the employer would
keep the current employees on their payroll but would cut wages for all. If I were the employer
or was brought on to consult the organization, I would recommend the second option, as long as,
certain criteria were met.
The necessary criteria needed for the second option is the internal research of the
company’s structure that supports the finding the company cannot run efficiently or successfully
with anything less than its current employee headcount (Heathfield, 2020). Specifically,
downsizing and furloughs would affect the company’s ability to produce and sell to their
customers. Once this requirement has been satisfied, I would confidently recommend that the
wage cuts should take place across the pay structure of the firm. Acknowledging that a salary
reduction or wage cut will not make employees happy, the information must be communicated
with empathy and transparently. Most importantly, all levels of management must also receive
salary reductions and this option is best employed for only a short period of time (Heathfield,
2020).
Additionally, Modrek and Cullen (2013) discuss the negative effects on employees after a
staffing reduction or restructuring occurs within a company. The author’s research highlights an
array of health consequences that affect surviving workers after layoffs. Modrek and Cullen
(2013) analyzed data that found the feelings associated with job insecurity, that present during an
economic recession, are exacerbated by layoffs even for those employees that survive (p. 1). In
addition, in the presence of downsizing the workload for surviving employees tends to increase
lOMoARcPSD|62286029
dramatically further pushing feelings of dissatisfaction and weakened company morale (Modrek
& Cullen, 2013, p. 1). This type of work environment has the unfortunate ability to increase
work stress and negative physical health.
lOMoARcPSD|62286029
References
Heathfield, S.M. (2020). Salary reduction reasons: Is a salary reduction even legal for an
employee? Retrieved from https://www.thebalancecareers.com/salary-reduction-1919072
Modrek, S., & Cullen, M.R. (2013). Job insecurity during recessions: Effects on survivors’ work
stress. BMC Public Health, 13(1), 929. Retrieved from https://web-a-
ebscohostcom.ezproxy.liberty.edu/ehost/pdfviewer/pdfviewer?vid=1&sid=91203176-
eb45-4f33-
8040-45c46dbe8dcc%40sessionmgr4008
lOMoARcPSD|62286029
Discussion Board Forum Four Response
Hello Tabitha,
Thank you so much for your discussion board response. Your post considers the
alternatives to company layoffs during a time of economic recession and appropriately considers
output demands from current customers. The decision to lay off employees who may not be as
productive was presented in the post. This result was supported by the firm’s ability to retain
employees with high productivity levels. However, researchers argue that there are negative
effects on the employees who survive a company restructuring that manifests as feelings of job
insecurity, work stress, and increased workload (Modrek & Cullen, 2013). I also, respectfully,
question the need to rehire employees who were laid off if they were truly less productive than
company benchmarks.
From personal experience, during the height of the pandemic my company opted for a
short-term wage reduction across all levels. While there were few who were happy about the
decision, there was an overwhelming feeling of gratitude knowing we were not being counted in
the swelling unemployment rate. In addition, knowing that upper management would be
experiencing salary reductions for eight months, as opposed to four months, communicated to
the employees that this issue was a group effort.
I acknowledge that when a decision about an individual’s livelihood there is never an
easy choice. As Christians in the boardroom, we must strive to meet the Golden Rule. Scripture
teaches “do unto others as you would have them do unto you” (Matthew 7:12, New International
Version). While a temporary wage cut may not stem off a company restructure forever, it can
communicate an organization’s efforts to put their employees first.
lOMoARcPSD|62286029
This week’s discussion board prompt requires the contemplation of alternative methods
of production cost-saving measures that are taken by an employer during an economic recession.
The prompt presents two options. The first option is to lay off some workers without changing
the wages for the employees who remain employed. In the second option, the employer would
keep the current employees on their payroll but would cut wages for all. If I were the employer
or was brought on to consult the organization, I would recommend the second option, as long as,
certain criteria were met.
The necessary criteria needed for the second option is the internal research of the
company’s structure that supports the finding the company cannot run efficiently or successfully
with anything less than its current employee headcount (Heathfield, 2020). Specifically,
downsizing and furloughs would affect the company’s ability to produce and sell to their
customers. Once this requirement has been satisfied, I would confidently recommend that the
wage cuts should take place across the pay structure of the firm. Acknowledging that a salary
reduction or wage cut will not make employees happy, the information must be communicated
with empathy and transparently. Most importantly, all levels of management must also receive
salary reductions and this option is best employed for only a short period of time (Heathfield,
2020).
Additionally, Modrek and Cullen (2013) discuss the negative effects on employees after a
staffing reduction or restructuring occurs within a company. The author’s research highlights an
array of health consequences that affect surviving workers after layoffs. Modrek and Cullen
(2013) analyzed data that found the feelings associated with job insecurity, that present during an
economic recession, are exacerbated by layoffs even for those employees that survive (p. 1). In
addition, in the presence of downsizing the workload for surviving employees tends to increase
lOMoARcPSD|62286029
dramatically further pushing feelings of dissatisfaction and weakened company morale (Modrek
& Cullen, 2013, p. 1). This type of work environment has the unfortunate ability to increase
work stress and negative physical health.
lOMoARcPSD|62286029
References
Heathfield, S.M. (2020). Salary reduction reasons: Is a salary reduction even legal for an
employee? Retrieved from https://www.thebalancecareers.com/salary-reduction-1919072
Modrek, S., & Cullen, M.R. (2013). Job insecurity during recessions: Effects on survivors’ work
stress. BMC Public Health, 13(1), 929. Retrieved from https://web-a-
ebscohostcom.ezproxy.liberty.edu/ehost/pdfviewer/pdfviewer?vid=1&sid=91203176-
eb45-4f33-
8040-45c46dbe8dcc%40sessionmgr4008
lOMoARcPSD|62286029
Discussion Board Forum Four Response
Hello Tabitha,
Thank you so much for your discussion board response. Your post considers the
alternatives to company layoffs during a time of economic recession and appropriately considers
output demands from current customers. The decision to lay off employees who may not be as
productive was presented in the post. This result was supported by the firm’s ability to retain
employees with high productivity levels. However, researchers argue that there are negative
effects on the employees who survive a company restructuring that manifests as feelings of job
insecurity, work stress, and increased workload (Modrek & Cullen, 2013). I also, respectfully,
question the need to rehire employees who were laid off if they were truly less productive than
company benchmarks.
From personal experience, during the height of the pandemic my company opted for a
short-term wage reduction across all levels. While there were few who were happy about the
decision, there was an overwhelming feeling of gratitude knowing we were not being counted in
the swelling unemployment rate. In addition, knowing that upper management would be
experiencing salary reductions for eight months, as opposed to four months, communicated to
the employees that this issue was a group effort.
I acknowledge that when a decision about an individual’s livelihood there is never an
easy choice. As Christians in the boardroom, we must strive to meet the Golden Rule. Scripture
teaches “do unto others as you would have them do unto you” (Matthew 7:12, New International
Version). While a temporary wage cut may not stem off a company restructure forever, it can
communicate an organization’s efforts to put their employees first.
lOMoARcPSD|62286029
This week’s discussion board prompt requires the contemplation of alternative methods
of production cost-saving measures that are taken by an employer during an economic recession.
The prompt presents two options. The first option is to lay off some workers without changing
the wages for the employees who remain employed. In the second option, the employer would
keep the current employees on their payroll but would cut wages for all. If I were the employer
or was brought on to consult the organization, I would recommend the second option, as long as,
certain criteria were met.
The necessary criteria needed for the second option is the internal research of the
company’s structure that supports the finding the company cannot run efficiently or successfully
with anything less than its current employee headcount (Heathfield, 2020). Specifically,
downsizing and furloughs would affect the company’s ability to produce and sell to their
customers. Once this requirement has been satisfied, I would confidently recommend that the
wage cuts should take place across the pay structure of the firm. Acknowledging that a salary
reduction or wage cut will not make employees happy, the information must be communicated
with empathy and transparently. Most importantly, all levels of management must also receive
salary reductions and this option is best employed for only a short period of time (Heathfield,
2020).
Additionally, Modrek and Cullen (2013) discuss the negative effects on employees after a
staffing reduction or restructuring occurs within a company. The author’s research highlights an
array of health consequences that affect surviving workers after layoffs. Modrek and Cullen
(2013) analyzed data that found the feelings associated with job insecurity, that present during an
economic recession, are exacerbated by layoffs even for those employees that survive (p. 1). In
addition, in the presence of downsizing the workload for surviving employees tends to increase
lOMoARcPSD|62286029
dramatically further pushing feelings of dissatisfaction and weakened company morale (Modrek
& Cullen, 2013, p. 1). This type of work environment has the unfortunate ability to increase
work stress and negative physical health.
lOMoARcPSD|62286029
References
Heathfield, S.M. (2020). Salary reduction reasons: Is a salary reduction even legal for an
employee? Retrieved from https://www.thebalancecareers.com/salary-reduction-1919072
Modrek, S., & Cullen, M.R. (2013). Job insecurity during recessions: Effects on survivors’ work
stress. BMC Public Health, 13(1), 929. Retrieved from https://web-a-
ebscohostcom.ezproxy.liberty.edu/ehost/pdfviewer/pdfviewer?vid=1&sid=91203176-
eb45-4f33-
8040-45c46dbe8dcc%40sessionmgr4008
lOMoARcPSD|62286029
Discussion Board Forum Four Response
Hello Tabitha,
Thank you so much for your discussion board response. Your post considers the
alternatives to company layoffs during a time of economic recession and appropriately considers
output demands from current customers. The decision to lay off employees who may not be as
productive was presented in the post. This result was supported by the firm’s ability to retain
employees with high productivity levels. However, researchers argue that there are negative
effects on the employees who survive a company restructuring that manifests as feelings of job
insecurity, work stress, and increased workload (Modrek & Cullen, 2013). I also, respectfully,
question the need to rehire employees who were laid off if they were truly less productive than
company benchmarks.
From personal experience, during the height of the pandemic my company opted for a
short-term wage reduction across all levels. While there were few who were happy about the
decision, there was an overwhelming feeling of gratitude knowing we were not being counted in
the swelling unemployment rate. In addition, knowing that upper management would be
experiencing salary reductions for eight months, as opposed to four months, communicated to
the employees that this issue was a group effort.
I acknowledge that when a decision about an individual’s livelihood there is never an
easy choice. As Christians in the boardroom, we must strive to meet the Golden Rule. Scripture
teaches “do unto others as you would have them do unto you” (Matthew 7:12, New International
Version). While a temporary wage cut may not stem off a company restructure forever, it can
communicate an organization’s efforts to put their employees first.
lOMoARcPSD|62286029
This week’s discussion board prompt requires the contemplation of alternative methods
of production cost-saving measures that are taken by an employer during an economic recession.
The prompt presents two options. The first option is to lay off some workers without changing
the wages for the employees who remain employed. In the second option, the employer would
keep the current employees on their payroll but would cut wages for all. If I were the employer
or was brought on to consult the organization, I would recommend the second option, as long as,
certain criteria were met.
The necessary criteria needed for the second option is the internal research of the
company’s structure that supports the finding the company cannot run efficiently or successfully
with anything less than its current employee headcount (Heathfield, 2020). Specifically,
downsizing and furloughs would affect the company’s ability to produce and sell to their
customers. Once this requirement has been satisfied, I would confidently recommend that the
wage cuts should take place across the pay structure of the firm. Acknowledging that a salary
reduction or wage cut will not make employees happy, the information must be communicated
with empathy and transparently. Most importantly, all levels of management must also receive
salary reductions and this option is best employed for only a short period of time (Heathfield,
2020).
Additionally, Modrek and Cullen (2013) discuss the negative effects on employees after a
staffing reduction or restructuring occurs within a company. The author’s research highlights an
array of health consequences that affect surviving workers after layoffs. Modrek and Cullen
(2013) analyzed data that found the feelings associated with job insecurity, that present during an
economic recession, are exacerbated by layoffs even for those employees that survive (p. 1). In
addition, in the presence of downsizing the workload for surviving employees tends to increase
lOMoARcPSD|62286029
dramatically further pushing feelings of dissatisfaction and weakened company morale (Modrek
& Cullen, 2013, p. 1). This type of work environment has the unfortunate ability to increase
work stress and negative physical health.
lOMoARcPSD|62286029
References
Heathfield, S.M. (2020). Salary reduction reasons: Is a salary reduction even legal for an
employee? Retrieved from https://www.thebalancecareers.com/salary-reduction-1919072
Modrek, S., & Cullen, M.R. (2013). Job insecurity during recessions: Effects on survivors’ work
stress. BMC Public Health, 13(1), 929. Retrieved from https://web-a-
ebscohostcom.ezproxy.liberty.edu/ehost/pdfviewer/pdfviewer?vid=1&sid=91203176-
eb45-4f33-
8040-45c46dbe8dcc%40sessionmgr4008
lOMoARcPSD|62286029
Discussion Board Forum Four Response
Hello Tabitha,
Thank you so much for your discussion board response. Your post considers the
alternatives to company layoffs during a time of economic recession and appropriately considers
output demands from current customers. The decision to lay off employees who may not be as
productive was presented in the post. This result was supported by the firm’s ability to retain
employees with high productivity levels. However, researchers argue that there are negative
effects on the employees who survive a company restructuring that manifests as feelings of job
insecurity, work stress, and increased workload (Modrek & Cullen, 2013). I also, respectfully,
question the need to rehire employees who were laid off if they were truly less productive than
company benchmarks.
From personal experience, during the height of the pandemic my company opted for a
short-term wage reduction across all levels. While there were few who were happy about the
decision, there was an overwhelming feeling of gratitude knowing we were not being counted in
the swelling unemployment rate. In addition, knowing that upper management would be
experiencing salary reductions for eight months, as opposed to four months, communicated to
the employees that this issue was a group effort.
I acknowledge that when a decision about an individual’s livelihood there is never an
easy choice. As Christians in the boardroom, we must strive to meet the Golden Rule. Scripture
teaches “do unto others as you would have them do unto you” (Matthew 7:12, New International
Version). While a temporary wage cut may not stem off a company restructure forever, it can
communicate an organization’s efforts to put their employees first.
lOMoARcPSD|62286029
This week’s discussion board prompt requires the contemplation of alternative methods
of production cost-saving measures that are taken by an employer during an economic recession.
The prompt presents two options. The first option is to lay off some workers without changing
the wages for the employees who remain employed. In the second option, the employer would
keep the current employees on their payroll but would cut wages for all. If I were the employer
or was brought on to consult the organization, I would recommend the second option, as long as,
certain criteria were met.
The necessary criteria needed for the second option is the internal research of the
company’s structure that supports the finding the company cannot run efficiently or successfully
with anything less than its current employee headcount (Heathfield, 2020). Specifically,
downsizing and furloughs would affect the company’s ability to produce and sell to their
customers. Once this requirement has been satisfied, I would confidently recommend that the
wage cuts should take place across the pay structure of the firm. Acknowledging that a salary
reduction or wage cut will not make employees happy, the information must be communicated
with empathy and transparently. Most importantly, all levels of management must also receive
salary reductions and this option is best employed for only a short period of time (Heathfield,
2020).
Additionally, Modrek and Cullen (2013) discuss the negative effects on employees after a
staffing reduction or restructuring occurs within a company. The author’s research highlights an
array of health consequences that affect surviving workers after layoffs. Modrek and Cullen
(2013) analyzed data that found the feelings associated with job insecurity, that present during an
economic recession, are exacerbated by layoffs even for those employees that survive (p. 1). In
addition, in the presence of downsizing the workload for surviving employees tends to increase
lOMoARcPSD|62286029
dramatically further pushing feelings of dissatisfaction and weakened company morale (Modrek
& Cullen, 2013, p. 1). This type of work environment has the unfortunate ability to increase
work stress and negative physical health.
lOMoARcPSD|62286029
References
Heathfield, S.M. (2020). Salary reduction reasons: Is a salary reduction even legal for an
employee? Retrieved from https://www.thebalancecareers.com/salary-reduction-1919072
Modrek, S., & Cullen, M.R. (2013). Job insecurity during recessions: Effects on survivors’ work
stress. BMC Public Health, 13(1), 929. Retrieved from https://web-a-
ebscohostcom.ezproxy.liberty.edu/ehost/pdfviewer/pdfviewer?vid=1&sid=91203176-
eb45-4f33-
8040-45c46dbe8dcc%40sessionmgr4008
lOMoARcPSD|62286029
Discussion Board Forum Four Response
Hello Tabitha,
Thank you so much for your discussion board response. Your post considers the
alternatives to company layoffs during a time of economic recession and appropriately considers
output demands from current customers. The decision to lay off employees who may not be as
productive was presented in the post. This result was supported by the firm’s ability to retain
employees with high productivity levels. However, researchers argue that there are negative
effects on the employees who survive a company restructuring that manifests as feelings of job
insecurity, work stress, and increased workload (Modrek & Cullen, 2013). I also, respectfully,
question the need to rehire employees who were laid off if they were truly less productive than
company benchmarks.
From personal experience, during the height of the pandemic my company opted for a
short-term wage reduction across all levels. While there were few who were happy about the
decision, there was an overwhelming feeling of gratitude knowing we were not being counted in
the swelling unemployment rate. In addition, knowing that upper management would be
experiencing salary reductions for eight months, as opposed to four months, communicated to
the employees that this issue was a group effort.
I acknowledge that when a decision about an individual’s livelihood there is never an
easy choice. As Christians in the boardroom, we must strive to meet the Golden Rule. Scripture
teaches “do unto others as you would have them do unto you” (Matthew 7:12, New International
Version). While a temporary wage cut may not stem off a company restructure forever, it can
communicate an organization’s efforts to put their employees first.
lOMoARcPSD|62286029
This week’s discussion board prompt requires the contemplation of alternative methods
of production cost-saving measures that are taken by an employer during an economic recession.
The prompt presents two options. The first option is to lay off some workers without changing
the wages for the employees who remain employed. In the second option, the employer would
keep the current employees on their payroll but would cut wages for all. If I were the employer
or was brought on to consult the organization, I would recommend the second option, as long as,
certain criteria were met.
The necessary criteria needed for the second option is the internal research of the
company’s structure that supports the finding the company cannot run efficiently or successfully
with anything less than its current employee headcount (Heathfield, 2020). Specifically,
downsizing and furloughs would affect the company’s ability to produce and sell to their
customers. Once this requirement has been satisfied, I would confidently recommend that the
wage cuts should take place across the pay structure of the firm. Acknowledging that a salary
reduction or wage cut will not make employees happy, the information must be communicated
with empathy and transparently. Most importantly, all levels of management must also receive
salary reductions and this option is best employed for only a short period of time (Heathfield,
2020).
Additionally, Modrek and Cullen (2013) discuss the negative effects on employees after a
staffing reduction or restructuring occurs within a company. The author’s research highlights an
array of health consequences that affect surviving workers after layoffs. Modrek and Cullen
(2013) analyzed data that found the feelings associated with job insecurity, that present during an
economic recession, are exacerbated by layoffs even for those employees that survive (p. 1). In
addition, in the presence of downsizing the workload for surviving employees tends to increase
lOMoARcPSD|62286029
dramatically further pushing feelings of dissatisfaction and weakened company morale (Modrek
& Cullen, 2013, p. 1). This type of work environment has the unfortunate ability to increase
work stress and negative physical health.
lOMoARcPSD|62286029
References
Heathfield, S.M. (2020). Salary reduction reasons: Is a salary reduction even legal for an
employee? Retrieved from https://www.thebalancecareers.com/salary-reduction-1919072
Modrek, S., & Cullen, M.R. (2013). Job insecurity during recessions: Effects on survivors’ work
stress. BMC Public Health, 13(1), 929. Retrieved from https://web-a-
ebscohostcom.ezproxy.liberty.edu/ehost/pdfviewer/pdfviewer?vid=1&sid=91203176-
eb45-4f33-
8040-45c46dbe8dcc%40sessionmgr4008
lOMoARcPSD|62286029
Discussion Board Forum Four Response
Hello Tabitha,
Thank you so much for your discussion board response. Your post considers the
alternatives to company layoffs during a time of economic recession and appropriately considers
output demands from current customers. The decision to lay off employees who may not be as
productive was presented in the post. This result was supported by the firm’s ability to retain
employees with high productivity levels. However, researchers argue that there are negative
effects on the employees who survive a company restructuring that manifests as feelings of job
insecurity, work stress, and increased workload (Modrek & Cullen, 2013). I also, respectfully,
question the need to rehire employees who were laid off if they were truly less productive than
company benchmarks.
From personal experience, during the height of the pandemic my company opted for a
short-term wage reduction across all levels. While there were few who were happy about the
decision, there was an overwhelming feeling of gratitude knowing we were not being counted in
the swelling unemployment rate. In addition, knowing that upper management would be
experiencing salary reductions for eight months, as opposed to four months, communicated to
the employees that this issue was a group effort.
I acknowledge that when a decision about an individual’s livelihood there is never an
easy choice. As Christians in the boardroom, we must strive to meet the Golden Rule. Scripture
teaches “do unto others as you would have them do unto you” (Matthew 7:12, New International
Version). While a temporary wage cut may not stem off a company restructure forever, it can
communicate an organization’s efforts to put their employees first.
lOMoARcPSD|62286029
This week’s discussion board prompt requires the contemplation of alternative methods
of production cost-saving measures that are taken by an employer during an economic recession.
The prompt presents two options. The first option is to lay off some workers without changing
the wages for the employees who remain employed. In the second option, the employer would
keep the current employees on their payroll but would cut wages for all. If I were the employer
or was brought on to consult the organization, I would recommend the second option, as long as,
certain criteria were met.
The necessary criteria needed for the second option is the internal research of the
company’s structure that supports the finding the company cannot run efficiently or successfully
with anything less than its current employee headcount (Heathfield, 2020). Specifically,
downsizing and furloughs would affect the company’s ability to produce and sell to their
customers. Once this requirement has been satisfied, I would confidently recommend that the
wage cuts should take place across the pay structure of the firm. Acknowledging that a salary
reduction or wage cut will not make employees happy, the information must be communicated
with empathy and transparently. Most importantly, all levels of management must also receive
salary reductions and this option is best employed for only a short period of time (Heathfield,
2020).
Additionally, Modrek and Cullen (2013) discuss the negative effects on employees after a
staffing reduction or restructuring occurs within a company. The author’s research highlights an
array of health consequences that affect surviving workers after layoffs. Modrek and Cullen
(2013) analyzed data that found the feelings associated with job insecurity, that present during an
economic recession, are exacerbated by layoffs even for those employees that survive (p. 1). In
addition, in the presence of downsizing the workload for surviving employees tends to increase
lOMoARcPSD|62286029
dramatically further pushing feelings of dissatisfaction and weakened company morale (Modrek
& Cullen, 2013, p. 1). This type of work environment has the unfortunate ability to increase
work stress and negative physical health.
lOMoARcPSD|62286029
References
Heathfield, S.M. (2020). Salary reduction reasons: Is a salary reduction even legal for an
employee? Retrieved from https://www.thebalancecareers.com/salary-reduction-1919072
Modrek, S., & Cullen, M.R. (2013). Job insecurity during recessions: Effects on survivors’ work
stress. BMC Public Health, 13(1), 929. Retrieved from https://web-a-
ebscohostcom.ezproxy.liberty.edu/ehost/pdfviewer/pdfviewer?vid=1&sid=91203176-
eb45-4f33-
8040-45c46dbe8dcc%40sessionmgr4008
lOMoARcPSD|62286029
Discussion Board Forum Four Response
Hello Tabitha,
Thank you so much for your discussion board response. Your post considers the
alternatives to company layoffs during a time of economic recession and appropriately considers
output demands from current customers. The decision to lay off employees who may not be as
productive was presented in the post. This result was supported by the firm’s ability to retain
employees with high productivity levels. However, researchers argue that there are negative
effects on the employees who survive a company restructuring that manifests as feelings of job
insecurity, work stress, and increased workload (Modrek & Cullen, 2013). I also, respectfully,
question the need to rehire employees who were laid off if they were truly less productive than
company benchmarks.
From personal experience, during the height of the pandemic my company opted for a
short-term wage reduction across all levels. While there were few who were happy about the
decision, there was an overwhelming feeling of gratitude knowing we were not being counted in
the swelling unemployment rate. In addition, knowing that upper management would be
experiencing salary reductions for eight months, as opposed to four months, communicated to
the employees that this issue was a group effort.
I acknowledge that when a decision about an individual’s livelihood there is never an
easy choice. As Christians in the boardroom, we must strive to meet the Golden Rule. Scripture
teaches “do unto others as you would have them do unto you” (Matthew 7:12, New International
Version). While a temporary wage cut may not stem off a company restructure forever, it can
communicate an organization’s efforts to put their employees first.
lOMoARcPSD|62286029
This week’s discussion board prompt requires the contemplation of alternative methods
of production cost-saving measures that are taken by an employer during an economic recession.
The prompt presents two options. The first option is to lay off some workers without changing
the wages for the employees who remain employed. In the second option, the employer would
keep the current employees on their payroll but would cut wages for all. If I were the employer
or was brought on to consult the organization, I would recommend the second option, as long as,
certain criteria were met.
The necessary criteria needed for the second option is the internal research of the
company’s structure that supports the finding the company cannot run efficiently or successfully
with anything less than its current employee headcount (Heathfield, 2020). Specifically,
downsizing and furloughs would affect the company’s ability to produce and sell to their
customers. Once this requirement has been satisfied, I would confidently recommend that the
wage cuts should take place across the pay structure of the firm. Acknowledging that a salary
reduction or wage cut will not make employees happy, the information must be communicated
with empathy and transparently. Most importantly, all levels of management must also receive
salary reductions and this option is best employed for only a short period of time (Heathfield,
2020).
Additionally, Modrek and Cullen (2013) discuss the negative effects on employees after a
staffing reduction or restructuring occurs within a company. The author’s research highlights an
array of health consequences that affect surviving workers after layoffs. Modrek and Cullen
(2013) analyzed data that found the feelings associated with job insecurity, that present during an
economic recession, are exacerbated by layoffs even for those employees that survive (p. 1). In
addition, in the presence of downsizing the workload for surviving employees tends to increase
lOMoARcPSD|62286029
dramatically further pushing feelings of dissatisfaction and weakened company morale (Modrek
& Cullen, 2013, p. 1). This type of work environment has the unfortunate ability to increase
work stress and negative physical health.
lOMoARcPSD|62286029
References
Heathfield, S.M. (2020). Salary reduction reasons: Is a salary reduction even legal for an
employee? Retrieved from https://www.thebalancecareers.com/salary-reduction-1919072
Modrek, S., & Cullen, M.R. (2013). Job insecurity during recessions: Effects on survivors’ work
stress. BMC Public Health, 13(1), 929. Retrieved from https://web-a-
ebscohostcom.ezproxy.liberty.edu/ehost/pdfviewer/pdfviewer?vid=1&sid=91203176-
eb45-4f33-
8040-45c46dbe8dcc%40sessionmgr4008
lOMoARcPSD|62286029
Discussion Board Forum Four Response
Hello Tabitha,
Thank you so much for your discussion board response. Your post considers the
alternatives to company layoffs during a time of economic recession and appropriately considers
output demands from current customers. The decision to lay off employees who may not be as
productive was presented in the post. This result was supported by the firm’s ability to retain
employees with high productivity levels. However, researchers argue that there are negative
effects on the employees who survive a company restructuring that manifests as feelings of job
insecurity, work stress, and increased workload (Modrek & Cullen, 2013). I also, respectfully,
question the need to rehire employees who were laid off if they were truly less productive than
company benchmarks.
From personal experience, during the height of the pandemic my company opted for a
short-term wage reduction across all levels. While there were few who were happy about the
decision, there was an overwhelming feeling of gratitude knowing we were not being counted in
the swelling unemployment rate. In addition, knowing that upper management would be
experiencing salary reductions for eight months, as opposed to four months, communicated to
the employees that this issue was a group effort.
I acknowledge that when a decision about an individual’s livelihood there is never an
easy choice. As Christians in the boardroom, we must strive to meet the Golden Rule. Scripture
teaches “do unto others as you would have them do unto you” (Matthew 7:12, New International
Version). While a temporary wage cut may not stem off a company restructure forever, it can
communicate an organization’s efforts to put their employees first.
lOMoARcPSD|62286029
This week’s discussion board prompt requires the contemplation of alternative methods
of production cost-saving measures that are taken by an employer during an economic recession.
The prompt presents two options. The first option is to lay off some workers without changing
the wages for the employees who remain employed. In the second option, the employer would
keep the current employees on their payroll but would cut wages for all. If I were the employer
or was brought on to consult the organization, I would recommend the second option, as long as,
certain criteria were met.
The necessary criteria needed for the second option is the internal research of the
company’s structure that supports the finding the company cannot run efficiently or successfully
with anything less than its current employee headcount (Heathfield, 2020). Specifically,
downsizing and furloughs would affect the company’s ability to produce and sell to their
customers. Once this requirement has been satisfied, I would confidently recommend that the
wage cuts should take place across the pay structure of the firm. Acknowledging that a salary
reduction or wage cut will not make employees happy, the information must be communicated
with empathy and transparently. Most importantly, all levels of management must also receive
salary reductions and this option is best employed for only a short period of time (Heathfield,
2020).
Additionally, Modrek and Cullen (2013) discuss the negative effects on employees after a
staffing reduction or restructuring occurs within a company. The author’s research highlights an
array of health consequences that affect surviving workers after layoffs. Modrek and Cullen
(2013) analyzed data that found the feelings associated with job insecurity, that present during an
economic recession, are exacerbated by layoffs even for those employees that survive (p. 1). In
addition, in the presence of downsizing the workload for surviving employees tends to increase
lOMoARcPSD|62286029
dramatically further pushing feelings of dissatisfaction and weakened company morale (Modrek
& Cullen, 2013, p. 1). This type of work environment has the unfortunate ability to increase
work stress and negative physical health.
lOMoARcPSD|62286029
References
Heathfield, S.M. (2020). Salary reduction reasons: Is a salary reduction even legal for an
employee? Retrieved from https://www.thebalancecareers.com/salary-reduction-1919072
Modrek, S., & Cullen, M.R. (2013). Job insecurity during recessions: Effects on survivors’ work
stress. BMC Public Health, 13(1), 929. Retrieved from https://web-a-
ebscohostcom.ezproxy.liberty.edu/ehost/pdfviewer/pdfviewer?vid=1&sid=91203176-
eb45-4f33-
8040-45c46dbe8dcc%40sessionmgr4008
lOMoARcPSD|62286029
Discussion Board Forum Four Response
Hello Tabitha,
Thank you so much for your discussion board response. Your post considers the
alternatives to company layoffs during a time of economic recession and appropriately considers
output demands from current customers. The decision to lay off employees who may not be as
productive was presented in the post. This result was supported by the firm’s ability to retain
employees with high productivity levels. However, researchers argue that there are negative
effects on the employees who survive a company restructuring that manifests as feelings of job
insecurity, work stress, and increased workload (Modrek & Cullen, 2013). I also, respectfully,
question the need to rehire employees who were laid off if they were truly less productive than
company benchmarks.
From personal experience, during the height of the pandemic my company opted for a
short-term wage reduction across all levels. While there were few who were happy about the
decision, there was an overwhelming feeling of gratitude knowing we were not being counted in
the swelling unemployment rate. In addition, knowing that upper management would be
experiencing salary reductions for eight months, as opposed to four months, communicated to
the employees that this issue was a group effort.
I acknowledge that when a decision about an individual’s livelihood there is never an
easy choice. As Christians in the boardroom, we must strive to meet the Golden Rule. Scripture
teaches “do unto others as you would have them do unto you” (Matthew 7:12, New International
Version). While a temporary wage cut may not stem off a company restructure forever, it can
communicate an organization’s efforts to put their employees first.
lOMoARcPSD|62286029
This week’s discussion board prompt requires the contemplation of alternative methods
of production cost-saving measures that are taken by an employer during an economic recession.
The prompt presents two options. The first option is to lay off some workers without changing
the wages for the employees who remain employed. In the second option, the employer would
keep the current employees on their payroll but would cut wages for all. If I were the employer
or was brought on to consult the organization, I would recommend the second option, as long as,
certain criteria were met.
The necessary criteria needed for the second option is the internal research of the
company’s structure that supports the finding the company cannot run efficiently or successfully
with anything less than its current employee headcount (Heathfield, 2020). Specifically,
downsizing and furloughs would affect the company’s ability to produce and sell to their
customers. Once this requirement has been satisfied, I would confidently recommend that the
wage cuts should take place across the pay structure of the firm. Acknowledging that a salary
reduction or wage cut will not make employees happy, the information must be communicated
with empathy and transparently. Most importantly, all levels of management must also receive
salary reductions and this option is best employed for only a short period of time (Heathfield,
2020).
Additionally, Modrek and Cullen (2013) discuss the negative effects on employees after a
staffing reduction or restructuring occurs within a company. The author’s research highlights an
array of health consequences that affect surviving workers after layoffs. Modrek and Cullen
(2013) analyzed data that found the feelings associated with job insecurity, that present during an
economic recession, are exacerbated by layoffs even for those employees that survive (p. 1). In
addition, in the presence of downsizing the workload for surviving employees tends to increase
lOMoARcPSD|62286029
dramatically further pushing feelings of dissatisfaction and weakened company morale (Modrek
& Cullen, 2013, p. 1). This type of work environment has the unfortunate ability to increase
work stress and negative physical health.
lOMoARcPSD|62286029
References
Heathfield, S.M. (2020). Salary reduction reasons: Is a salary reduction even legal for an
employee? Retrieved from https://www.thebalancecareers.com/salary-reduction-1919072
Modrek, S., & Cullen, M.R. (2013). Job insecurity during recessions: Effects on survivors’ work
stress. BMC Public Health, 13(1), 929. Retrieved from https://web-a-
ebscohostcom.ezproxy.liberty.edu/ehost/pdfviewer/pdfviewer?vid=1&sid=91203176-
eb45-4f33-
8040-45c46dbe8dcc%40sessionmgr4008
lOMoARcPSD|62286029
Discussion Board Forum Four Response
Hello Tabitha,
Thank you so much for your discussion board response. Your post considers the
alternatives to company layoffs during a time of economic recession and appropriately considers
output demands from current customers. The decision to lay off employees who may not be as
productive was presented in the post. This result was supported by the firm’s ability to retain
employees with high productivity levels. However, researchers argue that there are negative
effects on the employees who survive a company restructuring that manifests as feelings of job
insecurity, work stress, and increased workload (Modrek & Cullen, 2013). I also, respectfully,
question the need to rehire employees who were laid off if they were truly less productive than
company benchmarks.
From personal experience, during the height of the pandemic my company opted for a
short-term wage reduction across all levels. While there were few who were happy about the
decision, there was an overwhelming feeling of gratitude knowing we were not being counted in
the swelling unemployment rate. In addition, knowing that upper management would be
experiencing salary reductions for eight months, as opposed to four months, communicated to
the employees that this issue was a group effort.
I acknowledge that when a decision about an individual’s livelihood there is never an
easy choice. As Christians in the boardroom, we must strive to meet the Golden Rule. Scripture
teaches “do unto others as you would have them do unto you” (Matthew 7:12, New International
Version). While a temporary wage cut may not stem off a company restructure forever, it can
communicate an organization’s efforts to put their employees first.
lOMoARcPSD|62286029
This week’s discussion board prompt requires the contemplation of alternative methods
of production cost-saving measures that are taken by an employer during an economic recession.
The prompt presents two options. The first option is to lay off some workers without changing
the wages for the employees who remain employed. In the second option, the employer would
keep the current employees on their payroll but would cut wages for all. If I were the employer
or was brought on to consult the organization, I would recommend the second option, as long as,
certain criteria were met.
The necessary criteria needed for the second option is the internal research of the
company’s structure that supports the finding the company cannot run efficiently or successfully
with anything less than its current employee headcount (Heathfield, 2020). Specifically,
downsizing and furloughs would affect the company’s ability to produce and sell to their
customers. Once this requirement has been satisfied, I would confidently recommend that the
wage cuts should take place across the pay structure of the firm. Acknowledging that a salary
reduction or wage cut will not make employees happy, the information must be communicated
with empathy and transparently. Most importantly, all levels of management must also receive
salary reductions and this option is best employed for only a short period of time (Heathfield,
2020).
Additionally, Modrek and Cullen (2013) discuss the negative effects on employees after a
staffing reduction or restructuring occurs within a company. The author’s research highlights an
array of health consequences that affect surviving workers after layoffs. Modrek and Cullen
(2013) analyzed data that found the feelings associated with job insecurity, that present during an
economic recession, are exacerbated by layoffs even for those employees that survive (p. 1). In
addition, in the presence of downsizing the workload for surviving employees tends to increase
lOMoARcPSD|62286029
dramatically further pushing feelings of dissatisfaction and weakened company morale (Modrek
& Cullen, 2013, p. 1). This type of work environment has the unfortunate ability to increase
work stress and negative physical health.
lOMoARcPSD|62286029
References
Heathfield, S.M. (2020). Salary reduction reasons: Is a salary reduction even legal for an
employee? Retrieved from https://www.thebalancecareers.com/salary-reduction-1919072
Modrek, S., & Cullen, M.R. (2013). Job insecurity during recessions: Effects on survivors’ work
stress. BMC Public Health, 13(1), 929. Retrieved from https://web-a-
ebscohostcom.ezproxy.liberty.edu/ehost/pdfviewer/pdfviewer?vid=1&sid=91203176-
eb45-4f33-
8040-45c46dbe8dcc%40sessionmgr4008
lOMoARcPSD|62286029
Discussion Board Forum Four Response
Hello Tabitha,
Thank you so much for your discussion board response. Your post considers the
alternatives to company layoffs during a time of economic recession and appropriately considers
output demands from current customers. The decision to lay off employees who may not be as
productive was presented in the post. This result was supported by the firm’s ability to retain
employees with high productivity levels. However, researchers argue that there are negative
effects on the employees who survive a company restructuring that manifests as feelings of job
insecurity, work stress, and increased workload (Modrek & Cullen, 2013). I also, respectfully,
question the need to rehire employees who were laid off if they were truly less productive than
company benchmarks.
From personal experience, during the height of the pandemic my company opted for a
short-term wage reduction across all levels. While there were few who were happy about the
decision, there was an overwhelming feeling of gratitude knowing we were not being counted in
the swelling unemployment rate. In addition, knowing that upper management would be
experiencing salary reductions for eight months, as opposed to four months, communicated to
the employees that this issue was a group effort.
I acknowledge that when a decision about an individual’s livelihood there is never an
easy choice. As Christians in the boardroom, we must strive to meet the Golden Rule. Scripture
teaches “do unto others as you would have them do unto you” (Matthew 7:12, New International
Version). While a temporary wage cut may not stem off a company restructure forever, it can
communicate an organization’s efforts to put their employees first.
lOMoARcPSD|62286029
This week’s discussion board prompt requires the contemplation of alternative methods
of production cost-saving measures that are taken by an employer during an economic recession.
The prompt presents two options. The first option is to lay off some workers without changing
the wages for the employees who remain employed. In the second option, the employer would
keep the current employees on their payroll but would cut wages for all. If I were the employer
or was brought on to consult the organization, I would recommend the second option, as long as,
certain criteria were met.
The necessary criteria needed for the second option is the internal research of the
company’s structure that supports the finding the company cannot run efficiently or successfully
with anything less than its current employee headcount (Heathfield, 2020). Specifically,
downsizing and furloughs would affect the company’s ability to produce and sell to their
customers. Once this requirement has been satisfied, I would confidently recommend that the
wage cuts should take place across the pay structure of the firm. Acknowledging that a salary
reduction or wage cut will not make employees happy, the information must be communicated
with empathy and transparently. Most importantly, all levels of management must also receive
salary reductions and this option is best employed for only a short period of time (Heathfield,
2020).
Additionally, Modrek and Cullen (2013) discuss the negative effects on employees after a
staffing reduction or restructuring occurs within a company. The author’s research highlights an
array of health consequences that affect surviving workers after layoffs. Modrek and Cullen
(2013) analyzed data that found the feelings associated with job insecurity, that present during an
economic recession, are exacerbated by layoffs even for those employees that survive (p. 1). In
addition, in the presence of downsizing the workload for surviving employees tends to increase
lOMoARcPSD|62286029
dramatically further pushing feelings of dissatisfaction and weakened company morale (Modrek
& Cullen, 2013, p. 1). This type of work environment has the unfortunate ability to increase
work stress and negative physical health.
lOMoARcPSD|62286029
References
Heathfield, S.M. (2020). Salary reduction reasons: Is a salary reduction even legal for an
employee? Retrieved from https://www.thebalancecareers.com/salary-reduction-1919072
Modrek, S., & Cullen, M.R. (2013). Job insecurity during recessions: Effects on survivors’ work
stress. BMC Public Health, 13(1), 929. Retrieved from https://web-a-
ebscohostcom.ezproxy.liberty.edu/ehost/pdfviewer/pdfviewer?vid=1&sid=91203176-
eb45-4f33-
8040-45c46dbe8dcc%40sessionmgr4008
lOMoARcPSD|62286029
Discussion Board Forum Four Response
Hello Tabitha,
Thank you so much for your discussion board response. Your post considers the
alternatives to company layoffs during a time of economic recession and appropriately considers
output demands from current customers. The decision to lay off employees who may not be as
productive was presented in the post. This result was supported by the firm’s ability to retain
employees with high productivity levels. However, researchers argue that there are negative
effects on the employees who survive a company restructuring that manifests as feelings of job
insecurity, work stress, and increased workload (Modrek & Cullen, 2013). I also, respectfully,
question the need to rehire employees who were laid off if they were truly less productive than
company benchmarks.
From personal experience, during the height of the pandemic my company opted for a
short-term wage reduction across all levels. While there were few who were happy about the
decision, there was an overwhelming feeling of gratitude knowing we were not being counted in
the swelling unemployment rate. In addition, knowing that upper management would be
experiencing salary reductions for eight months, as opposed to four months, communicated to
the employees that this issue was a group effort.
I acknowledge that when a decision about an individual’s livelihood there is never an
easy choice. As Christians in the boardroom, we must strive to meet the Golden Rule. Scripture
teaches “do unto others as you would have them do unto you” (Matthew 7:12, New International
Version). While a temporary wage cut may not stem off a company restructure forever, it can
communicate an organization’s efforts to put their employees first.
lOMoARcPSD|62286029
This week’s discussion board prompt requires the contemplation of alternative methods
of production cost-saving measures that are taken by an employer during an economic recession.
The prompt presents two options. The first option is to lay off some workers without changing
the wages for the employees who remain employed. In the second option, the employer would
keep the current employees on their payroll but would cut wages for all. If I were the employer
or was brought on to consult the organization, I would recommend the second option, as long as,
certain criteria were met.
The necessary criteria needed for the second option is the internal research of the
company’s structure that supports the finding the company cannot run efficiently or successfully
with anything less than its current employee headcount (Heathfield, 2020). Specifically,
downsizing and furloughs would affect the company’s ability to produce and sell to their
customers. Once this requirement has been satisfied, I would confidently recommend that the
wage cuts should take place across the pay structure of the firm. Acknowledging that a salary
reduction or wage cut will not make employees happy, the information must be communicated
with empathy and transparently. Most importantly, all levels of management must also receive
salary reductions and this option is best employed for only a short period of time (Heathfield,
2020).
Additionally, Modrek and Cullen (2013) discuss the negative effects on employees after a
staffing reduction or restructuring occurs within a company. The author’s research highlights an
array of health consequences that affect surviving workers after layoffs. Modrek and Cullen
(2013) analyzed data that found the feelings associated with job insecurity, that present during an
economic recession, are exacerbated by layoffs even for those employees that survive (p. 1). In
addition, in the presence of downsizing the workload for surviving employees tends to increase
lOMoARcPSD|62286029
dramatically further pushing feelings of dissatisfaction and weakened company morale (Modrek
& Cullen, 2013, p. 1). This type of work environment has the unfortunate ability to increase
work stress and negative physical health.
lOMoARcPSD|62286029
References
Heathfield, S.M. (2020). Salary reduction reasons: Is a salary reduction even legal for an
employee? Retrieved from https://www.thebalancecareers.com/salary-reduction-1919072
Modrek, S., & Cullen, M.R. (2013). Job insecurity during recessions: Effects on survivors’ work
stress. BMC Public Health, 13(1), 929. Retrieved from https://web-a-
ebscohostcom.ezproxy.liberty.edu/ehost/pdfviewer/pdfviewer?vid=1&sid=91203176-
eb45-4f33-
8040-45c46dbe8dcc%40sessionmgr4008
lOMoARcPSD|62286029
Discussion Board Forum Four Response
Hello Tabitha,
Thank you so much for your discussion board response. Your post considers the
alternatives to company layoffs during a time of economic recession and appropriately considers
output demands from current customers. The decision to lay off employees who may not be as
productive was presented in the post. This result was supported by the firm’s ability to retain
employees with high productivity levels. However, researchers argue that there are negative
effects on the employees who survive a company restructuring that manifests as feelings of job
insecurity, work stress, and increased workload (Modrek & Cullen, 2013). I also, respectfully,
question the need to rehire employees who were laid off if they were truly less productive than
company benchmarks.
From personal experience, during the height of the pandemic my company opted for a
short-term wage reduction across all levels. While there were few who were happy about the
decision, there was an overwhelming feeling of gratitude knowing we were not being counted in
the swelling unemployment rate. In addition, knowing that upper management would be
experiencing salary reductions for eight months, as opposed to four months, communicated to
the employees that this issue was a group effort.
I acknowledge that when a decision about an individual’s livelihood there is never an
easy choice. As Christians in the boardroom, we must strive to meet the Golden Rule. Scripture
teaches “do unto others as you would have them do unto you” (Matthew 7:12, New International
Version). While a temporary wage cut may not stem off a company restructure forever, it can
communicate an organization’s efforts to put their employees first.
lOMoARcPSD|62286029
References
Modrek, S., & Cullen, M.R. (2013). Job insecurity during recessions: Effects on survivors’ work
stress. BMC Public Health, 13(1), 929. Retrieved from https://web-a-
ebscohostcom.ezproxy.liberty.edu/ehost/pdfviewer/pdfviewer?vid=1&sid=91203176-
eb45-4f33-
8040-45c46dbe8dcc%40sessionmgr4008
