There have been major changes in my workplace after the company laid off two employees in 2010. Although the layoffs were carried out to increase the company’s profitability and productivity, it created a culture of mistrust and fear towards the company (Marks, 2003). Most employees were scared of losing their jobs as the two workers were top performers, but their positions were scrapped off during the restructuring and downsizing of middle-level management. I was pretty shaken since one of them was my immediate supervisor and I thought that I would suffer the same fate.
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However, the company immediately started the rebuilding process by holding weekly meetings between the survivors and the leaders. During these meetings, the employees were allowed to air their views about the layoffs and the leaders listened keenly without judging anyone. However, the leaders kept on emphasizing the necessity of layoffs and how this would help the company in achieving its future goals and objectives. The organization also brought in a motivational speaker every week and this inspired confidence in the workers. This helped in recreating the work environment as employees’ self-confidence was restored.
Marks, M. (2003). Resizing the organization: managing layoffs, divestitures, and closings: maximizing gain while minimizing pain. Hoboken, NJ: John Wiley & Sons.