1.0 INTRODUCTION This report will focus on three areas out of the optional six activities‚ as follows: Workforce planning‚ succession planning and career development planning - the differences and how this can be applied to an organisation; Employee retention – How an organisation with retention issues could improve staff turnover; Dismissals‚ redundancies and retirement – The law and areas of good practice. 2.0 WORKFORCE PLANNING‚ SUCCESSION PLANNING & CAREER DEVELOPMENT PLANNING Successful
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downsize their operations in order to minimize their losses and save themselves from further losses in future. The top management of any company should consider the consequences of shutting down its several operations and lay off employees‚ on the employee morale and the motivation to work among employees. Companies not only downsize at the time of recession but they usually lay off employees for several other reasons as well. It is usually claimed that downsizing is done in order to quickly improve
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gaining another company‚ it can usually end its success or loose revenue. Sometimes the outcome of acquiring another company can be a mistake in which before the organization can mislead employees and have a downfall. This can lead into downsizing‚ layoffs‚ and lowering salaries. Customers also can change their loyalty and because of the previous loyalty of the other organization. The history of the acquired company can be negative in which customers can decide to not be associated with. There are
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Book Review < Industrial Sunset > The book ‘Industrial Sunset’ traces and compares the processes of industrial transformation in Canada and the United States. It explains the main issues in the history and the politics of plant closings during the period beginning and ending in the recession between 1969 and 1984 (High‚ 2003‚ p. 4). High (2003)‚ the author of the book‚ argues: … the Great Disruption was filtered through national contexts. In the United States‚ the fears and anxieties engendered by
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of employees’ confidence within the firm. Management has a duty to protect their employees‚ but that also completely disregards why businesses operate in the first place; to make a profit. Management exists to optimize operations. Along with the layoffs‚ doing it in a uniform matter proposes that all employees are treated equal. Management isn’t basing it off their individual performance or does not seem biased by any means of producing the apparel. To avoid employees’ morale or motivation from going
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person without a job will definitely reduce their spending almost immediately‚ and leading to the reduction in the overall tax revenue of the country. Also‚ the CEO didn’t mention in the article how they will compensate the workers they are going to layoff. In order to overcome the dividend payment issue‚ we suggest that FGV Company should make their dividend decision and establish a potential dividend for its shareholders as soon as possible. This may allow the shareholders to feel more secured and
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EMPLOYEE COUNSELING: AS A TOOL FOR PERFORMANCE MANAGEMENT (Ref No. F049) VINU KUMAR PGDM HR‚ ITM Businesss School‚ Navi Mumbai SNEHA AGARWAL PGDM HR‚ ITM Businesss School‚ Navi Mumbai Abstract The HR function of any organization has the most important challenging job of "making the most" of their Human Resource. An employee can give his best to the organization only if he is in a good "frame of mind". In today’s fast-paced corporate world‚ there is virtually no organization free of stress
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need to take before making any employee redundant. The starting point is to note that redundancy is often used euphemistically to cover any situation that is not gross misconduct. In fact‚ the statutory definition of redundancy is very precise and covers the following situations: • • where the employer needs fewer employees to do the same (or less) work; or where the business is closing down completely or moving to another location. Before deciding to make an employee redundant‚ you should consider
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Cited: AMA Survey: Corporate Job Creation‚ Job Elimination‚ and Downsizing. AMA:Library‚ 1998. Candell‚ and Matthew B. Krepps. Industrial Inefficiency and Downsizing: A Study of Layoff and Plant Closures. New York and London: Garland Publishing‚ Inc.‚ 1997. Geneen‚ and Brent Bowers. The Synergy Myth and Other Ailments of Business Today. New York: St. Martin ’s Press‚ 1997. Rudolph‚ Barbara. Disconnected. The Free Press‚ 1998.
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and Creative Exchange Doctoral Dissertations Graduate School 5-2010 Predicting Turnover Intent: Examining the Effects of Employee Engagement‚ Compensation Fairness‚ Job Satisfaction‚ and Age. Mary L. Berry University of Tennessee - Knoxville‚ mlberry2@aol.com Recommended Citation Berry‚ Mary L.‚ "Predicting Turnover Intent: Examining the Effects of Employee Engagement‚ Compensation Fairness‚ Job Satisfaction‚ and Age.. " PhD diss.‚ University of Tennessee‚ 2010. http://trace.tennessee
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