Dismissal Meeting - Term Paper Example

Stewart & Brown (2008) outlines that the manager must keep himself prepared to deal with the expected negative emotional reactions. The supervisor or manager can award the employee with a generous compensation package (Kinicki & Williams 2009). The package could offer the employee economic benefits to reflect on the point that the management understands and is compassionate of the dismissal’s impact. Secondly, the company or manager should make an effort to find another job for the dismissed employee.

This could mean researching with colleagues, business partners or friend to check if there is any recruitment taking place or if there are any openings (Holihan, 2006). In addition to this effort, the manager or the company should cover the expenses for the employee’s career counseling and provide an on-site resume writing training to the employee. This can cause loyalty from the employee being laid off (Stewart & Brown 2008). Third, the employer should fund a psychological counseling to the employee (Kinicki & Williams 2009).

Many employment consultants outline that those who have lost their employment or jobs experience difficult stages of grieving. The psychologist Elisabeth Kubler-Ross stated that freshly laid off individuals experience a wave of emotions that run from anger to shock and denial, bargaining, stress, depression and finally acceptance (Holihan, 2006). Such stages need psychological counseling. The manager can offer, in agreement with the company, to fund such processes. According to Holihan (2006), prior to the meeting, the manager must provide the employee with a notification.

The employee must have prior information of that there is a meeting. However, the manager shouldn’t give information of the meeting before the actual meeting is held. Second, the manager should set up a meeting. A face to face meeting with the employee is often preferred (Stewart & Brown 2008). Dismissal should never be communicated over the phone, by email or