TEXT 25

TERMINATION

For-cause terminations. Termination for cause occurs when an individual’s job behaviour is unacceptable. For example, an employee may be fired for poor performance or violations of the company’s rules and policies. This is a complex activity that is difficult for both the company and the individual.

Well-managed terminations for cause have three distinct stages. Often, particularly in unionized firms, these three stages are part of a formally stated policy. First, the manager notifies the employee, often during the performance appraisal, that his or her work behaviour is unacceptable. The manager should discuss specific aspects of performance and describe the deficiencies or problems in detail. The second stage begins with the development of a programme to improve the work performance. This may include additional training, regular monitoring of performance by the supervisor, and frequent feedback concerning the quality of work. If performance does not improve even after additional training and feedback, the third stage begins when the company decides that the individual is incapable of performing adequately on the job and that it is in the best interests of both the organization and the individual to terminate the relationship. The manager should record in writing all information from these stages, give a copy to the employee, and place additional copies in the employee’s file. This will provide necessary data concerning the poor performance as well as attempts to improve any deficiencies in case the termination is legally contested.

Lay-offs. The second type of termination is a reduction-in-force, or lay-off, which ends the employment of groups of individuals or, in extreme cases, closes a complete plant or part of the organization. Lay-offs are usually attributable to poor economic performance of the organization rather than the performance of the individuals involved. Many firms – IBM, General Dynamics, GM. Apple, Boeing, McDonnell Douglas, and Sears Roebuck – laid off tens of thousands of employees during the 1990s to reduce costs even though those individuals may have performed their jobs very well.

There are a number of specific actions a company can take to reduce its work force. Among them are:

1. Attrition - The organization stops recruiting and selecting new employees and allows retirements, voluntary resignations, and individual termination to reduce the number of employees. Usually, this option requires a long time to achieve a large reduction.

2. Early retirement programmes – The organization offers a variety of incentives for senior employees to retire, such as bonuses and nearly full retirement pay for otherwise unqualified employees.

3. Job sharing – Two employees each work part time at a job that would require only one employee on a full-time basis.

4. Group dismissal – A group of employees is terminated. This may be a complete office, department, or division. Terminated employees are often, but not necessarily, given dismissal pay and some assistance in searching for another position.

There are no definite guidelines as to when it is appropriate to use each of these options. To a large extent, the choice depends on the severity of the economic crisis, the expected duration of the crisis, the presence of employee unions, and the relationship between the organization and the employees. Most organizations attempt to use a variety of these options, but usually use group dismissal as a last resort.

2. Comprehension check.

Find a partner from the other group.

1) Which of the following questions refer to your part of the text?

a. What is meant by inappropriate job behaviour of an individual?

b. Under what circumstances are groups of individuals dismissed?

c. What was the purpose of mass dismissals in the last decade of the twentieth century?

d. What is the purpose of discontinuation of recruiting?

e. What must the manager begin with if the employee’s performance is inadequate?

f. What measures should a programme of improving the work performance include?

g. In what way can higher-ranking employees be motivated to retire?

h. Why is it necessary to note down all information relating to the inadequate performance and the efforts to perfect it?

2) Working in pairs, answer the questions about your type of termination.

2. Read the other extract quickly. Help each other with any new words.

3. Comprehension check.

Here are some answers about the types of termination. Write in the questions.

a. _____________________________________________________________?

When an individual’s job behaviour is unacceptable.

b. _____________________________________________________________?

During the performance appraisal.

c. _____________________________________________________________?

It begins with the development of a programme to improve the work performance.

d. _____________________________________________________________?

If performance does not improve even after additional training and feedback.

e. _____________________________________________________________?

That the individual is incapable of performing adequately on the job and that it is in the best interests of both the organization and the individual to terminate the relationship.

f. _____________________________________________________________?

It closes a complete plant or part of the organization.

g. _____________________________________________________________?

It can take a number of specific actions.

h. _____________________________________________________________?

It is the situation when two employees each work part time at a job that would require only one employee on a full-time basis.

i. ______________________________________________________________?

It depends on the severity of the economic crisis, the expected duration of the crisis, the presence of employee unions, and the relationship between the organization and the employees.

i. _____________________________________________________________?

Usually they use group dismissal.

Reading

Date: 2015-01-02; view: 812