Employee Relations and Performance Management

Question 1 

The best mix of cost reduction strategies that I would recommend to Jenna. The strategies include redeployment and early retirement. The two cost reduction strategies favor both the employees and the organization. Basically, employees are critical to organizational success and organizations should treat them fairly. Even if organizations have to cut on costs, their interests should not cause misery to their employees. Redeployment has several benefits. When strategically implemented, redeployment is a highly effective way of retaining employees in an organization. Thus, it is an integral part of every organization human resource management strategy ( Datta & Basuil, 2015) . Essentially, good employees are among the most valuable resources an organization can have. As such, redeployment provides an effective way of getting the best workers ready for new positions in the business. Redeployment is very appropriate for organizations that go through frequent restructuring due to technological changes, industry changes, acquisitions, mergers, and economic changes. 

Question Two 

Employees’ layoff is another strategy for cutting costs. There are several criteria that can be used to orchestrate the move. The criteria include performance, time in job, skill set needed going forward, project position eliminated, salary, and temporary headcount. The various options have both benefits and risks. Layoffs based on performance may benefit the organization in the long run. Targeting less productive employee for layoff will enhance organizational success in the long run. However, employees may feel insecure in the workplace, leading to poor performance. Time in job can also be used to determine the employees eligible for layoff. Senior employees take home more salaries and enjoy huge benefits that drive costs high. Thus, targeting senior employees for layoff can effectively cut costs ( Datta & Basuil, 2015) . However, the approach may lead to loss of employees with significant organizational knowledge. Skill set needed going forward can also be used to identifying employees for layoff. Retaining only those employees with the needed skill sets can help the organization achieve its strategic goals. However, experienced employees can be lost in the process. 

Question Three 

The specific performance data that can be used to determine the employees for layoff include overtime, absenteeism rate, achievement of set objectives, level of creativity, and forced ranking. The number of overtime hours worked can be used to determined employees’ motivation and commitment. Essentially, employees who devote more time to work are motivated and should be retained ( Kesti & Syväjärvi, 2015) . 

Question 4 

Jenna should take relevant measures to minimize the risk of wrongful terminations. This is because costly litigations may impact the organizations revenue and image negatively. In order to reduce the risk of wrongful terminations, Jenna should always document the performance of all employees consistently across the organization ( Benassi & Dorigatti, 2015) . Additionally, she should ensure that supervisors engage in open and frank discussions with all their employees regarding their performance throughout the year. This will help her justify employee terminations based on performance. Jenna should have in place written guidelines that describe the process used to select employees for termination, particularly when positions are reduced due to downsizing ( Benassi & Dorigatti, 2015) . Additionally, she should ensure that all termination decisions are reviewed objectively. 

Question 5 

The two draft communications provided demonstrate that VTI values its employees. Organizations that involve employees in decision making are more likely to enlist the support of employees in achieving the set objectives ( McManus & Mosca, 2015) . The first letter gives employees the reason the organization is contemplating to implement a reduction in force plan. The letter also informs the employees that in case they are earmarked for layoff, they will continue receiving their pay while awaiting their fate. 

Question 6 

Jenna can address negative morale in the department by having an open and frank discussion with the employees on the reasons why the organization decided to reduce its staff. Given that the organization had no ill intentions, the remaining employees will be very much willing to support the organization to attain its strategic goals. She can increase employee motivation and engagement by clearly defining what is expected of them ( Hafeez & Akbar, 2015 ). 

Question 7 

Jenna can ensure high performance among the remaining team members by providing opportunities for lifelong learning ( Hafeez & Akbar, 2015 ). This ensures that employees get new skills and knowledge necessary for meeting new workplace needs. Jenna should also promote an engaged workplace culture that facilitates smooth flow of communication, both upward and downward. Jenna can mitigate performance issue by setting clear goals for employees, as well as helping them improve on their weaknesses. 

References 

Kesti, M., & Syväjärvi, A. (2015). Human capital production function in strategic management.  Technology and Investment ,  6 (01), 12.

Benassi, C., & Dorigatti, L. (2015). Straight to the Core—Explaining Union Responses to the Casualization of Work: The IG M etall Campaign for Agency Workers.  British Journal of Industrial Relations ,  53 (3), 533-555.

McManus, J., & Mosca, J. (2015). Strategies to build trust and improve employee engagement.  International Journal of Management & Information Systems (IJMIS) ,  19 (1), 37-42.

Datta, D. K., & Basuil, D. A. (2015). Does employee downsizing really work?. In  Human resource management practices  (pp. 197-221). Springer, Cham.

Hafeez, U., & Akbar, W. (2015). Impact of training on employees performance (evidence from pharmaceutical companies in Karachi, Pakistan).  Business Management and Strategy ,  6 (1), 49-64.