Submitted by:

Justine M. Palaypay

Marjorie G. Tinao

Shiela Kay R. dela Cruz

Kristine Marie L. Basalo

Reyciel A. Ongoco

BSA I-A
Submitted to:

1
 Case No.VI: You’re Fired!

We are a middle-sized but growing insurance company. In our desire to build a

strong nucleus of talented, hardworking men, we’ve had to fire several of them.

As company president, the job of firing a man rests on my shoulders --- the part

of my job I hate most.

How do I fire an unsuitable employee without bruising his ego and without

getting involved in explanations which can start endless arguments?

2
 The manager’s responsibilities are to:

1. Peruse the case.

2. Define the problem or problems correctly.

3. Identify the cause/s of the problems.

4. Recommend and justify the action/s to be taken.

5. Specify how the problems could have been avoided.

6. Formulate a policy to be used as a guide in future situations.

3
 PROBLEMS

General Problem:

1. How should firing an unsuitable employee be done without bruising his

ego and getting involved in explanations which can start unnecessary arguments?

Subordinate Problems:

1. What principle of management can be applied to settle the problem

regarding the matter of firing an inefficient employee?

2. What are the essential factors that the manager should consider upon

solving his problem?

3. What are the details of the actions to be executed?

4. What factors could have caused the problems?

4
 Causes of the Problem:

1. Unsuitable and inefficient performance of the employee

2. Absence of right projection of appraisal or performance

3. Inaccurate conditions in the company’s strategies in management,

particularly in recruitment period, appraisal of performance, and human

resource development period.

Recommendations and Justifications

of the Actions to be Taken

a. Extensive delivery of the reason.

The company president should explain in full detail and clear elaboration or

clarification the terms of the firing matter which is a necessary or operational act to

be done in the business in order to reach or attain the managerial objectives to a

strong business.

5
 b. Transfer offers or job recommendations.

The president may offer recommended options of job opportunities and tell

him humbly of the other possible hiring which may be occupied only if a particular

employee will be fired from his current employment in the said business or

company.

c. Getting-out-of-job privileges and rights-of-the-employee grants

According to the by-laws, every employee has his own rights either in and out

of the job to claim or enjoy any privileges if and only if supported by an allowance

from the business entity. Hence, it is of good reasoning that the manager should

know these matters concerning his employees and may use these privileges to make

every employee to think that getting out of the job is not a total loss. Moreover, these

terms could be further applied to managerial strategies or systems in hiring and

firing process. The manager may allow implementation of particular terms and

conditions that would ease the hardship of firing an undesirable employee however

without too much loss in the entity’s side such as a calculated increase in money

receivables of the employee, or might at least be expressed even not in the form of

cash or check; beneficiary grants, and other employee-friendly offers.

6
 Specifications on How the Problem/s could have

been Avoided

a. Improving the standards of hiring qualifications or criteria

The best way to avoid the risk of acquiring inefficient and unsuitable employees

is to regulate and maintain a good, strict standard since the period of hiring. Without

the accommodation of not-so-good employees, the need to fire inefficient workers will

not be a good deal anymore! Getting the best employees will require effective criteria in

the admission of workers. The manager, in behalf of the higher chairs of the entity,

should construct and publish a strict tolerance in accepting a controlled quota of

workers. Through the development of the qualifications during the recruitment of

applicants, the company’s workers will be assured to be good, hardworking, progressive,

and efficient and so the business operations shall reflect them. Areas during the

recruitment period could be considered as preliminary screening of applicants and

identifying those considered best qualified for the position.

7
 b. Intact and good manager-employee relationship via special

programs

The closer and the tighter the mutual relationship between the manager

and the worker, the easier they could understand each other in any possible situation

within the business. Therefore, good relationship and bond is significant. This could be

achieved through special programs that are meant to fulfill the purpose of strengthening

the bond among staff workers and the managers, as well. Taking it from other

companies, examples of this are certain conduction of seminars, special gatherings,

informal meetings, inter-company activities, and other interactional conventions. If this

thing would be achieved, the manner of firing an employee will not be almost a problem

to a manager.

This target could be seen especially during the period of Human Resource

Development, that is, the fundamental pillars of good management. It refers to the

updating of the personnel’s knowledge and attitudes with the end in view of improving

their skills and performance to achieve organizational objectives.

When the development in the company’s human resource is maintained,

the individual status of the employees is also influenced greatly since it is equally

8
important to the individual worker from the point of view job satisfaction and earning

power.

Formulation of Policy as Guide in Future Situations

At this point, the manager should implement a policy that will be effective

for the sake of controlling the occurrence of this problem. The policy could be

that:

“Company X is of accepting ONLY employees/workers of efficient

performance, good conduct, discipline, and high professionalism; and

that Company X is of allowing minimal tolerance of ineptitude among

its employees/workers. If the proof of such case be noticed, Company X

is strictly inclined to and is permitting an inevitable firing of

employee/s or worker/s of the least effectual performance yet still

guaranteed with the best possible approach abiding.”

9
 ***

In support of the said policy, the following entries indicate details of the areas to

be improved are quoted:

Detailed Proofs

Recruitment of applicants for the job

“The manager [should] state the job content or description, educational

qualifications, and experience requirements of the position to be filled. The

personnel department confines its effort to the preliminary screening of applicants

and identifying those considered best qualified for the position.”

“Possible sources of personnel include applications on file, newspaper

advertisements, radio, and television announcements, employment agencies,

colleges, universities, and special schools.”

10
 Selection of the best qualified

“Several aids to improve the selection process . . . are the examination of

biographical data, observations of the candidate’s performance in actual tryouts,

psychological tests, interviews, and physical examination.”

Appraisal of performance

“If the subordinate fails to achieve his objectives, the manager tells him briefly

in very specific terms what he did wrong and how he honestly feels about it. The

manager should also remind the subordinate how he values him and that he thinks

well of him, but not his performance in this particular situation.”

“Regardless of. . .a reprimand for failing to do so, manager authorities suggest

that the manager end the meeting by shaking hands or touching the subordinate in

11
a way that makes it clear that he supports his success in the organization and that

he is honestly on his side.”

Human resource development

“A human resource development program should consider the following steps:

analyze the training needs, formulate the training objectives to give direction to

development and to facilitate the measurement of the effectiveness of training

efforts, plan training program o achieve objectives, implement the training

program, review and evaluate the results of the training programs and methods of

training, and modify the training program and the methods of training in the light

of the evaluation.”

12