The difference between termination and layoff

Teratanavat, Ratapol; Kleiner, Brian H.

doi:10.1108/01409170510785381

Cited by 4 publications

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“…Second, older employees report significantly less firing discrimination, relative to other types of discrimination. Older employers may have longer organizational tenure on average, which is generally at odds with factors that employers deem worthy of termination (see Teratanavat & Kleiner, 2005, for a full discussion of the different motivations for terminations and layoffs). Four control variables 15 are also significant in this model, but work sector is again the strongest predictor of discriminatory form.…”

Section: Firing Discrimination and The Private Sectormentioning

confidence: 99%

Discrimination, Complexity, and the Public/Private Sector Question

Byron

2010

Work and Occupations

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Does employment discrimination vary in degree or character across public and private labor market sectors? Prior research cannot fully address this question because it typically relies on one dimension of discriminationestimates of wage gaps. This study extends the literature by analyzing 11,528 legally verified cases of race and sex discrimination from the Ohio Civil Rights Commission (1986)(1987)(1988)(1989)(1990)(1991)(1992)(1993)(1994)(1995)(1996)(1997)(1998)(1999)(2000)(2001)(2002)(2003). Quantitative analyses demonstrate that aggregate rates of verified discrimination vary little by sector, yet there are elevated rates of public sector promotion discrimination and elevated rates of private sector firing discrimination. In-depth qualitative analyses show that specific sectoral processes contribute to these aggregate patterns. In the public sector, limited accountability for promotion decisions allows managers to devalue seniority, augment "soft skills," and sabotage multiple stages of formalized proceedings. Moreover, the very devices intended to curb discriminatory promotion may inadvertently multiply the stages for bias to enter decisions. In the private sector, managers exploit the latitude afforded by the employment-at-will doctrine to differentially terminate workers, sometimes justifying their actions as cost saving in a competitive market. The author argues that these processes are in line with statistical discrimination and social closure theories and concludes by discussing their implications for understandings of workplace inequality.

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Section: Firing Discrimination and The Private Sectormentioning

confidence: 99%

Discrimination, Complexity, and the Public/Private Sector Question

Byron

2010

Work and Occupations

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“…An important distinction should be made with regard to terminations and layoffs. A termination involves the dismissal of a person with cause as a result of certain serious violations (Teratanavat and Kleiner, 2005). Examples of serious violations may include a serious misconduct, negligence of duty, incompetence, and willful disobedience in some cases.…”

Section: Discussionmentioning

confidence: 99%

Ethical Leadership in Modern Employment Relationships: Lessons from St. Benedict

2010

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“…Strategic human resource practices to increase employees' productivity and corporate financial performance may also lead to layoff of nonperformers, thus strengthening the overall performing capacity of the employees (Huselid, 1995). Moreover, layoffs are often part of firms' downsizing, downscoping, or restructuring (Lee, 1997; Teratanavat and Kleiner, 2005), and firms have engaged in layoffs in both profitable and unprofitable times (McKinley et al , 1998). In an economic downturn, layoffs are often inevitable.…”

Section: Introductionmentioning

confidence: 99%

The role of agent conscientiousness and reciprocity norm in employee layoff decisions

Hung

Tangpong

2012

Management Research Review

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PurposeThe purpose of this paper is to better understand the main effects of agent conscientiousness and reciprocity norm and the interaction effect of these two factors on layoff decisions in firm‐employee relationships.Design/methodology/approachA scenario‐based experiment with 331 business professionals was conducted and three regression models were run to test three hypotheses proposed in the paper.FindingsThe norm of reciprocity reduces decision‐making agents' tendency to lay off employees in the face of an environmental change. In addition, the norm of reciprocity interacts with decision‐making agents' conscientiousness in influencing their layoff decision.Research limitations/implicationsThe limitations of this study are the use of single‐agent decision scenario and the specific focus on one aspect of agent personality – conscientiousness and its collective influence on layoff decisions. In a broader picture, the results of this study support the cross‐level analytical approach to investigating organizational phenomena, in which individual‐level and organizational‐level factors interact and determine organizational outcomes.Practical implicationsRecruiting and promoting managers who exhibit high levels of conscientiousness, coupled with proactively cultivating the norm of reciprocity with employees, are critical to a firm's thrust in attaining and sustaining stakeholder management practices with the emphasis on employees' well‐being.Originality/valueWhile the extant literature focuses largely on the effects of layoff and the individual perceptions of downsizing and layoff, this paper examines what actually influences decision‐making agents' layoff decisions. The paper expands the literature by investigating the impacts of agent conscientiousness and reciprocity norm on layoff decisions.

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The difference between termination and layoff

Abstract: In tro duc tionThe Dif fer ence Be tween Ter mi na tion and Lay off

Cited by 4 publications

References 0 publications

Discrimination, Complexity, and the Public/Private Sector Question

Discrimination, Complexity, and the Public/Private Sector Question

Ethical Leadership in Modern Employment Relationships: Lessons from St. Benedict

The role of agent conscientiousness and reciprocity norm in employee layoff decisions

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