Discussion 2
Shawn Winland
3/30/2017 10:47:42 AM

I work for a large organization of over nine hundred employees in my location. This causes a lot of work for the human resources department with standard issues and any employee grievance issues. One of the largest hang-ups that we have as a group would be the long process of terminating employees that are bad for culture and are low performers. These unfortunate employees cause the organization much stress as there have been lawsuits in the past and now the company is very cautious of any further infractions. These employees are responsible for numbers and goals for the organization. When these employees miss their goals by large margins they complain about leadership and claim hostile working environments. Human resources gets involved and launches an investigation of the issue and it causes major issues with termination and also forms their own opinions of different managers and causes a lack of trust in the leadership group. This process needs to be streamlined at a legal level from a liability standpoint. The organization cannot keep this staff on and stick to a shear performance agreement with the staff. Al-Emadi, A., Schwabenland, C., & Wei, Q. (2015) discusses the goals of human resources in maintaining employee retention and the importance of being able to properly equip each employee. I do understand this goal however when a poor investment keeps failing at what point do we end the relationship? Vanhala, M., & Ritala, P. (2016) dicusses how this group of employees are responsible for the intake of the employees and in changing times and longer termed employees have different rights. This makes it difficult given the state and federal laws grants to employees. Although we as managers need employees to be terminated it is not as easy as just cutting a cord. The regulations and temperament of employee issues has caused organizations to be more practical in their processes.

Al-Emadi, A., Schwabenland, C., & Wei, Q. (2015). The vital role of employee retention in human resource management: A literature review. IUP Journal of Organizational Behavior, 14(3), 7-32. Retrieved from https://search.proquest.com/docview/1703567195?accountid=32521
Vanhala, M., & Ritala, P. (2016). HRM practices, impersonal trust and organizational innovativeness. Journal of Managerial Psychology, 31(1), 95-109. Retrieved from https://search.