The results of the assessment are reported in summarized form so that no particular appraiser is identified. This approach is reputedly far superior to the single-manager appraisal that is the basis for the usual performance review. Layoff and Firing Policy Layoffs are crises for those who lose their jobs and for those who survive. There should be time for the fired worker to say goodbye to co-workers, who may be able to reduce the negative effects. Treating laid-off and fired workers well is important not only for those workers, but for those who remain on the job who are less likely to be anxious about what might happen to them, and there will be less tension in the workplace.
Job loss brings emotional problems stemming from loss of support, self-esteem and identity.
Workers who are without membership in an organized religion, divorced or never married, live far from their families and have no close-knit group of friends, may be particularly vulnerable to persisting emotional and social distress. In the present economy, it may be difficult for the fired worker to find a new job. Research suggests that fired workers who do not find new jobs may not experience severe emotional problems until their job benefits expire-several months, perhaps a year or more, after a firing. If persons considered to be risks to themselves or others are laid off or fired, the employer might consider maintaining contact with them. Problems with follow-up contact include costs of the personnel who would be responsible, their training, and the management of the discomforts they might experience in carrying out their assignment.