Publishing is a magazine publishing company. • Dan Cassidy is director of employee relations for Westwood Publishing. • Catherine Callahan is the vice president of human resources. • Catherine Callahan proposed that with the layoffs‚ offer a voluntary severance package or early retirement package. • Westwood Publishing had never laid off anyone in the 13 years of their existence. • Started in 1995 by Linda Bosworth with only $10‚000 borrowed from her father.
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Table of Content: Executive summary…………………………………………………………………………2 Report to the CEO Problem 1: downsizing the 65 employees into 55………………………………….4 Suggested options and recommendations for the downsizing issue………………..5 Problem 2: Shutting down the Kandy plant and moving the cadre to Colombo……7 Suggested options and recommendations for the issue…………………………..…9 Problem 3: Modernization of the operational process at Colombo…………………11 Suggested options and recommendations for the issues related to……………
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AbstractScott Paper Company provides an inside look at a major corporate downsizing program led by the controversial turnaround manager "Chainsaw" Al Dunlap. By the end of the restructuring in late 1995‚ when Kimberly-Clark acquired Scott‚ the market value of Scott’s common stock had increased by more than $3 billion. Dunlap’s personal wealth increased over this period by nearly $100 million‚ reflecting his compensation and appreciation in the value of his Scott stock holdings and executive stock
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HR Challenges in Managing Employee Separations‚ Downsizing and outplacement *** LAKSHMISHA.K‚ Vice Principal‚ S.V.E.I. First Grade College‚ Vijayanagar IV Stage‚ Mysore Abstract An organization’s effort is to hire the ‘best’ Human Resource (HR) talent available in the market. Sometime‚ due to sundry reasons‚ it becomes imperative for the organization to part with some of their employees. Employee separations‚ downsizing‚ and outplacement are some of the techniques adopted in
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Case Study: Employee Discipline Handling an Employee’s Termination 1. To confirm that the supervisor’s claims are true‚ who will you contact? What questions will you ask? What precautions should you take to assure that your investigation is confidential and legally defensible? To confirm that the supervisor’s claims are true‚ I would contact data processing to look at the sales data. I would want a record of Jeanette’s sales‚ and also the department sales for comparison. I would also request
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unionized‚ decisions of sacking can be founded on the performance of the employees. This permits the organization to maintain the top performers through getting rid of the weakest. Because of its lawful risks‚ organizations avoid using performance as a layoff basis. In the case of D-Bart‚ the performance appraisals are inaccurate hence not supposed to use the method as a reduction basis. Howell should in the future recommend performing quarterly performance appraisals to make sure that the managers from
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Organization: A Treatise. JAI Press‚ Greenwich‚ CT 8 9. Boroson Warren &Burgess (1992)‚ Linda. Across The Board. “Survivors’ Syndrome”‚ pp.41-47. 10. Brockner‚ J.‚ Grover‚ S.L. and Blonder‚ M.D. (1988)‚ “Predictors of survivors’ job involvement following layoffs: a field study”‚ Journal of Applied Psychology‚ Vol. 73 No. 3‚ pp. 436-42. 11. Buchholz‚ S (1993)‚ “Creating our future: leading change for competitive advantage”‚ Workshop for Canadian National Railway‚ pp. 2-5. 12 13. Cameron‚ KS.‚ Kim‚ M.U. and
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helping them to find alternative employment or training opportunities elsewhere (Leopold‚ 2009). In order to avoid redundancies and mintage the negative of redundancies‚ high commitment workplaces prefer to option less harsh methods such as voluntary layoff instead of compulsory redundancy (Iverson‚ 2005). Although most of the services companies tend to adopt a high commitment approach for maintaining the most valuable assets of companies‚ employees also become primary costs that employers need to
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Assignment 2 Nicole Lee 038236154 HRM822 Peter MacKellar May 11‚ 2015 1. In 1982 it seems the company will have to downsize. What are the factors that are forcing the company to make that decision? (10 marks) Downsizing is a strategy to improve an organization’s efficiency by reducing the workforce or changing and restructuring the systems of the organization (Belcourt & McBey‚ p. 260). There are multiple factors that are forcing Stonewall Industries to make the ultimate decision to downsize
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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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