Impact of Downsizing and Management Concerns and Human Resources

Impact of Downsizing and Management Concerns and Human Resources

Impact of Downsizing and Management Concerns and Human ResourcesYou are required to reply to 2 other classmates’ threads; each reply must be 250–300 words. Each reply must include at least 2 scholarly sources (published within the last 5 years) in addition to the course textbook and relevant biblical integration. All citations and references must be in current APA format Impact of Downsizing and Management Concerns and Human Resources Role Michael Cullars School of Business, Liberty University Author Note Michael CullarsI have no known conflict of interest to disclose. Correspondence concerning this article should be addressed to Michael Cullars Email: michaelcullars1@liberty.eduImpact of Downsizing and Management Concerns and Human Resources Role            One of my concerns as the manager of employees that survived an organization downsizing is their psychological on their morale.  They become unmotivated to carry out their daily tasks due to such concerns as their job security, financial stability, and the potential loss of health benefits.  Dlouhy and Casper (2020) pointed out that surviving employees mostly experience psychological changes once a downsizing has occurred in their organization.   Increased workload requirements and job loss fears serve as the basis for employees\’ psychological changes once an organization conducts a downsizing event (Dlouhy & Casper, 2020).          Managers should communicate, motivate, and address any concerns that those remaining employees may have concerning their coworkers\’ loss.  The depletion of coworkers may have negative implications for community cohesion, with remaining workers experiencing a lack of support and solidarity, which are tools that play a role in the workforce\’s organizational well-being (Harney et al., 2017).  Managers should reassure the surviving employees that their job remains safe, and they are essential in achieving the mission of their organization.  A business would not sustain itself long-term because of the lack of dedication and commitment from unmotivated employees.           Moving forward, the Human Resources department can incorporate layoff training for managers to better deal with delivering bad news to their employees, impacting their livelihood.  Richter et al. (2016) suggested that such training has lessened the layoff victim\’s perception of fairness and negative response to bad news concerning their organization\’s dismissal.  Human Resource Managers [HRM] should conduct team meetings and convey to team members the necessity of downsizing.          They should ensure the surviving employees that their job employment remains safe.  The HRM should also define remaining team members\’ career growth opportunities and a road map to promote senior positions.  These actions may help restore the confidence of the surviving employees\’ which instills in them motivation and commitment.  A motivated workforce can help an organization to achieve its mission and overall vision progressively.  Ephesians 2:10 states, \”For we are his workmanship, created in Christ Jesus for good works, which God prepared beforehand, that we should walk in them\’ (English Standard Version, 2016).  People are invaluable resources in an organization.  Those in charge of them should ensure that they get to know their employees, communicate to them their expectations, their organization\’s expectations, and keep them informed of any action that their organization may take to impact their employment.  Philippians 2:4 states, \”Let each of you look not only to his interests but also to the interests of others\” (English Standard Version, 2016).  An organization should plan their downsizing to ensure fairness, laws, and regulations, and have a rehabilitation plan for those remaining employees that became psychologically impacted by a downsizing event.  Also, organizations that released productive and efficient employees to save costs should help them obtain outside employment to better foster a positive relationship in the long term.  Proverbs 21:13 states, “Whoever closes his ear to the cry of the poor will himself call out and not be answered” (English Standard Version, 2016).  Companies can enhance their reputation in society by showing that they care for their employees and look for those that had to release for strategic purposes.ReferencesDlouhy, K., & Casper, A. (2020).  Downsizing and surviving employees’ engagement and strain: The role of job resources and job demands.  Human Resource Management.  https://doi.org/10.1002/hrm.22032English Standard Version (2016).  BibleGateway.com; Crossway Bibles.  www.biblegateway.com/versions/English-Standard-Version-ESV-Bible/#booklistHarney, B., Fu, N., & Freeney, Y. (2017).  Balancing tensions: Buffering the impact of organisational restructuring and downsizing on employee well-being.  Human Resource Management Journal, 28(2), 235–254.  https://doi.org/10.1111/1748-8583.12175Richter, M., König, C. J., Koppermann, C., & Schilling, M. (2016).  Displaying fairness while delivering bad news: Testing the effectiveness of organizational bad news training in the layoff context.  Journal of Applied Psychology, 101(6), 779–792.  https://doi.org/10.1037/apl0000087