Consider the following situation. You are human resource management associate at a manufacturing company with just under 800 employees. You report to the human resource manager who, in turn, reports to the vice-president of human resource management. Neither you nor the manager is part of the senior executive team. Your most recent project involves an assessment of whether your organization should incorporate a high-involvement workplace strategy A few days ago, the following memo appeared( by mistake) in your email inbox All members of the senior executive team: As you are aware, we are carefully considering the implementation of a high- involvement workplace system. The key to making this project succeed is to get employee buy-in. I have had chats with some other friends in our industry, and the gist of what they are saying is that if we sell this right, we can really save ourselves on labour costs. One company set up workplace teams and rewarded employees for coming up with labour-saving ideas-nine months later, the firm was able to cut almost 20 percent of the workforce. I figure we can follow a similar approach and will be able to get rid of between 125 and 150 jobs. Of course, we can't let the employees find out about this. Maggie Pool (Vice-President of Human Resources) You are unsure what you should do in this situation. On one hand, it is not illegal for a company to reduce the size of its workforce On the other hand, both you and the human resource manager believe that the organization is interested in considering a high- Involvement strategy as a way of increasing employer performance and employee satisfaction( not as a tool for reducing labour costs and cutting jobs) DISCUSSION QUESTION 1. Outline the key issues affecting your decision. What is your recommendation?