PL EN


Preferences help
enabled [disable] Abstract
Number of results
2017 | 65 | 1-19
Article title

The effects of the staff separation on employees, a case study of AMREF Kenya

Content
Title variants
Languages of publication
EN
Abstracts
EN
This paper assesses the effects of the staff separation process on the employees of AMREF Kenya. The Survey Research Design was used to carry out this study with the aim of accurately reflecting the real figure in the wider population of AMREF Kenya employees and to find out the effects of AMREF Kenya’s Separation Process towards the employees. The study population consisted of men and women who are employees of AMREF Kenya Country Office. The Systematic Random Sampling technique was used to obtain a sample size of 50 employees, 42 of whom participated in the study. Approval was sort by the Principal Investigator from the management of AMREF Kenya Country Office; a brief introduction and purpose of the study was given, and a written /oral consent to take part in the study was then obtained. This was followed by data collection using questionnaires that had both quantitative and qualitative properties. The questionnaires were collected after a month from all the 42 participants and were stored, then the data analyzed. Data entry was done during analysis where the questionnaires’ serial numbers were cross checked to confirm if all questionnaires were returned. Data entry was carried out using the Microsoft Excel package. The data was then edited to correct errors and verification was done to eliminate any discrepancies in the numbers entered. The data was summarized appropriately using means and proportions, and it was analyzed using the IBM SPSS version 20.0 where the findings were presented in tables and figures for easy interpretation. The findings show that majority of the separated staff were stressed as a result of their job loss; this was followed by financial difficulties, depression, poor health and family problems. The paper further shows that the employees of AMREF Kenya experienced high levels of uncertainty after layoffs; their trust towards management reduced; they were angered by layoffs and their loyalty towards the organization slightly reduced. Employee productivity and participation, and their confidence towards the management of AMREF Kenya worsened. It was concluded that the effects of the staff separation at AMREF Kenya negatively impacted on both the separated and retained staff. The findings show that separated employees face a plethora of challenges as a result of the layoff which affects their morale and way of life. The layoffs are also detrimental to the retained staff as they negatively affect their productivity, loyalty and confidence towards AMREF Kenya’s management thus causing them to seek for employment opportunities with job security in mind. The study recommended that AMREF’s management should carry out employee engagement surveys on a regular basis to find out the various implications that both the separated and retained staff experience as a result of the layoffs and ways to mitigate them.
Year
Volume
65
Pages
1-19
Physical description
Contributors
References
  • [1] AMREF. (2012, March, 17). AMREF Annual Report 2012. Retrieved March 17, 2014, from http://www.amref.org
  • [2] Boyle, M. (2001, March 19). Killing them softly: How to do layoffs. Fortune, 143, 39.
  • [3] British Columbia Human Resource Management Association, [BC HRMA]. (2012). The Impact of Forced Layoffs: How to avoid the negative consequences of laying-off staff. Retrieved from: http://www.bchrma.org/wp-content/uploads/2012/07/rb-forcedlayoffs.pdf
  • [4] Butcher, K. & Hallock, K. (2004). Job loss: Causes, consequences and policy responses. Chicago Fed Letter. Chicago, IL: The Federal Reserve Bank of Chicago.
  • [5] Cascio, W. F. (2009). Employment downsizing and its alternatives. Retrieved from: http://www.shrm.org/about/foundation/products/documents/downsizing%20epg-%20final.pdf
  • [6] Duenwald, M. (2002, October 29). Coping with the spiral of stress that layoffs cause. The New York Times. Retrieved from: www.nytimes.com.
  • [7] Feldman, D. C. (2003). The impact of layoffs on family, friendship, and community networks.
  • [8] Fogarty, K. (2000, June 12). Layoffs are shortsighted. Computerworld, 48.
  • [9] Gandolfi, F. (2008, April). Learning from the Past ‐‐ Downsizing Lessons for Managers. Journal of Management Research.
  • [10] Grunberg, L., Moore, S. & Greenberg, E. (2003). Managerial reactions to implementing layoffs: The effects of well-being and withdrawal behaviors. Boulder, CO: Institute of Behavioral Science, University of Colorado at Boulder.
  • [11] Heibutzki, R. (2014). The effects of being laid off. Retrieved from: http://work.chron.com/effects-being-laid-off-10078.html
  • [12] Integrated Regional Information Networks, IRIN. (2008). NGOs Pare Down in Face of Financial Crisis. Retrieved from: http://www.irinnews.org.
  • [13] Integrated Regional Information Networks, IRIN. (2009). GLOBAL: As NGOs cut jobs, “this is no time to loose talent”. Retrieved from: www.irinnews.org.
  • [14] Jennings, J. (2003). Five ugly truths about layoffs. Incentive, 177, 51.
  • [15] Johnson, D. W. (2014). The Emotional Impact of Lay-offs and Non-renewals. Retrievedfrom:http://www3.crk.umn.edu/humanresources/Documents/Emotional%20Impact%20of%20Layoffs.pdf
  • [16] Kapinga, T. (2011). Funding and sustainability challenges of Non-governmental Organizations in Tanzania. Retrieved from: www.tacosode.or.tz.
  • [17] Maertz, C. P; Wiley, J. W; LeRouge, C; Campion, M. A. (2010). Downsizing Effects on Survivors: Layoffs, Offshoring & Outsourcing. Retrieved from: http://www.umsl.edu/divisions/business/pdfs/MWLC_IRFinal.pdf
  • [18] MacDonald, L. (2014). The positive and negative effects of Downsizing on Departing Employees. Retrieved from: http://smallbusiness.chron.com/positive-negative-effects-downsizing-departing-employees-34813.html
  • [19] Management Study Guide, MSG. (2013). Employee Separation Process. Retrieved from:http://managementstudyguide.com/employee-seperation-process.htm
  • [20] Markiewicz, D. (2008). Procedure for Employee Separation. Carnegie Mellon.
  • [21] Matthews, C. (2002). The real cost of layoffs. Retrieved from: http://pf.inc.com/articles/2002/07/24434.html
  • [22] Mwega, M. F. (2009). Global Financial Crisis Discussion Series Paper 7: Kenya. School of Economics, University of Nairobi.
  • [23] Ogutu, C. & Mang’unyi, E. (2011). The Effect of Global Economic Crisis on Service Delivery in Selected Non-Governmental Organizations in Kenya. Journal of Management and Strategy. Vol. 2, No. 4
  • [24] Parker, T. (2000). Coping with layoffs. Fire Engineering, 153, 83-94.
  • [25] Reh, J. (2005). What you need to know about surviving layoffs. Retrieved from: http://management.about.com/cs/people/a/SurvivingLayoff.htm
  • [26] Silver, C. (2006). The organizational effects of layoffs on the Hamptons fire department. Available: http://www.usfa.fema.gov/pdf/efop/efo38634.pdf
  • [27] University of California San Francisco, [UCSF]. (2014). Separations. Retrieved from: http://ucsfhr.ucsf.edu/index.php/pubs/hrguidearticle/chapter-24-separations/
  • [28] Willets, P. (2002). What is a Non-Governmental Organization? Article 1.44.3.7 in UNESCO Encyclopedia of Life Support Systems. World Bank.
  • [29] Work Life and Organizational Development. (2009). Managing through change. Available:http://extensionhr.osu.edu/resources/change/changemanual.pdf
Document Type
article
Publication order reference
Identifiers
YADDA identifier
bwmeta1.element.psjd-7345e611-2ace-4fe1-b32c-97b19f9caeb7
JavaScript is turned off in your web browser. Turn it on to take full advantage of this site, then refresh the page.