HUMAN RESOURCES MANAGEMENT g). What problems can be associated with redeployment of staff instead of redundancy? Redundancy can occur for various reasons. It can be a structural decline of an industry, reduction of an organization’s economic activity and improvement of financial performance. Moreover, the new technology and work re-organization may also occur. However, when the employer withdraw the job position he must follow certain procedures. It should, for example, give an employee termination, in some cases severance and overdue vacation. It causes more required work for employees who remains in the company. This leads to stressed, disconcerting and less effective staff. To avoid the process of redundancy, the company may decide to reduce overtime, ‘natural wastage’ and send some employee to an early retirement or redeployment. Redeployment is a way of displaying employees form one area/post to another one. This mainly involves re-skilling and retraining staff whose jobs are redundant. This often enhances the company for extra costs for training, while actually improving their financial performance. Redeployment is possible, but it should fulfill three conditions i.e.: it is justify by the needs of employers, it should not reduce the employee’s salary, the new position requires additional qualifications of the employee. From the organization point of view it is sometimes easier to redundant staff instead of redeploy them because there are some problems for example: it is not easy to find a job qualifications corresponding to redundant employee so as to maximize the use of his education, qualifications and experience, as well as satisfy his aspirations. Moreover, the company has to train an employee t... ... middle of paper ... ...s the work is reflected in concrete actions of workers and has an impact on the final outcome of the company. The involvement of employees affects the company’s innovation, the ability to make changes and adapt to them, as well as greater ease of dealing with the crisis. Improperly functioning communication leads to misunderstanding, conflicts, lowers operational efficiency, prevent the achievement of the objectives. The advantage achieved by the best practice is usually a predominance of short-lived. First of all, the best practices are taken up by the others and secondly the best practices are adapted to the specific external and internal conditions, and they are constantly changing. Works Cited http://www.answers.com/topic/joint-regulation http://www.forbes.com/sites/susanadams/2013/04/09/are-women-catching-up-in-pay/
Other implications arise if employees refuse to travel to the new location. This results in insubordination, and can have a dramatic impact on the organization. Employees who fail to adhere to the direct orders from the administrators to travel to the new location can lower morale and force other employees to be directed to travel to the new location. Therefore, this change could lead to a hostile workplace and an unfair distribution of duties affecting other
This article offers the pros and cons about rehiring employees known as “boomerang” employees. According to Melhuish (2015), boomerang employees are becoming more accepted, and for good reason. In a tough talent market, they already possess the skills and experience you need.
Keeping a high turnover rate, companies will continue to lose money until they decide to deal with the issue. Through some adjustments and implementations of the programs to lower turnover rates, the company can see a significant change in their costs and what they might actually save.
When there’s a change in management, it can be costly to the business because they have to put out a vacancy ad, pay to train the new
1. This position paper will advocate for a revision of the United States Air Force (USAF) job assignment system to retain officers. It will discuss the current problem with retention, give some possible solutions to fix the problem, and will present the best solution, which is to modify the current job assignment system. 2. When an officer separates from the USAF, the organization loses the time and money it invested in training and preparing that individual for the mission.1 In an attempt to retain officers, the USAF collects and analyzes retention data such as separations, man-years and retention rates.2 A survey conducted in 2005 indicated that 47 percent of junior officers intended to separate from the USAF after their initial term.3 The USAF is aware that retention of officers is crucial.4
The main problem the company is facing nowadays is the high turnover ratio closed to an average of 30% on the past three years. The fact that the company is based in an area where many of its closest competitors have offices facilitates employee’s movements from one job to another. This high turnover is mainly affecting positions among the electrical engineers in the R&D department.
If there is no proper means of communication between the members the conflict arises among
Barrow, I have to apologize for laughing when reading your professionally worded introduction to “Change.” Your phrase, “The military expects a seamless flow of work when change occurs,” cannot be emphasized enough. The execution of a Relief in Place/Transition of Authority (RIP/TOA) of a unit, even if that is just a single individual, while the leaving unit is still in that position, is crucial and the planning and successful execution of that relief and transition is critical to continue operations. A current issue with the RIP/TOA is the both the planning done at higher levels and verification of tasks met to ensure continued operations at the same level prior to the RIP/TOA.
This is because, with this loss of communicating, many problems start to occur. Including stress, less effective teamwork, heavy workloads and much more. These problems will never get any better and the relationships built with coworkers and colleagues will be lost. The way communication resolves these problems in this specific situation is by talking to coworkers or just to let them know what type of
Relocation is one of the most stressful ordeals that a person has to undergo. Your home or office gets cluttered up and messy with numerous boxes and the many goods that need to be packed. Your routine life goes haywire. Not only is moving very stressful but it is also very hectic. If you are a working individual, then you are sure to find it very difficult to handle your job and execute a move successfully.
International mobility is a term that has been adopted by LVMH to regard moving their employees on international duty (Mamende, 2008). This is however based on the how the same cannot be impended by other factors. The impediments can either be personal or systematic. While the former involves issues like physical and psychological ability of the person who intends to be mobilized, the latter is in regards to issues like finances, political atmosphere, laws, amongst others. It has been credited for being a steering factor towards innovation and creativity.
Different cultures place varying values on loyalty to the employer. In some countries, most notably in Asia, there is a high degree of loyalty to one company. However, in most European countries and the United States, loyalty at ones employer is not highly values; instead it is considered more rational and reasonable for an employee to change jobs whenever it is warranted to achieve the optimal overall career. Both of these positions have advantages and disadvantages.
However, repatriation is one aspect of international assignments that has been somehow overlooked. Most literature on international human resource management (IHRM) for the most part focuses on expatriate settlement in the host country of assignment. Not as much of the required concentration has been focused on preparing expatriates for homecoming, notwithstanding the facts regarding the complexity of settling back at home and reports that nearly all expatriates are unhappy with the repatriation process. In view of the fact that the world is becoming more integrated leading to more global deployment of employees, the repatriation process calls for added attention (Furuya et al 2007).
Employee turnover in organization is one of the main issues that extensively affect the overall performance of a workplace (Tariq, Ramzan and Riaz, 2013). Various studies show that employee turnover negatively affect the overall efficiency at the organization (Tariq, Ramzan and Riaz, 2013). Xiancheng, (2013) mentioned the employee turnover is a method of personal issues who decided to stop associate with the company for better advantage. There are two types of turnover which are voluntary and involuntary turnover. Voluntary turnover can be defined as the termination of the official and the psychological contract between the employee and employer (Krausz, 2002; Macdonald, 1999; Mclean Parks et al, 1999; Rousseau, 1995) while involuntary turnover inescapably lead to direct negative results such as current job is insecurity, work difficulty, and status fluctuation (Gowan and Gatewood, 1997). However, other researchers such as Haven-Tang and Jones, (2012) concluded poor management, lack of salary, bad working environment and paucity of job opportunities could be the highest causes of turnover among organization. This statement was support by Kusluvan et al., (2010) where is they had stated that poor management, low payment of salary, work environment and lack of employees’ job opportunities on the organization will make employee want to quit from their job. Turnover intention situation will appear when labour had feeling that they want to quit from current job, so voluntary and involuntary turnover will become final stage for them as their decision (AlBattat and Mat Som, 2013) but it is different for researchers such as Mosadeghrad, Ferlie and Rosbenberg (2013) when they conclude that employee turno...
2) Disadvantages: It is difficult to join another operating group in his former company. Because there are no vacancies. So this solution is almost impossible.