Expansion means career growth and other opportunities for the LPN’s If Happy Trails closes this facility, the organization will lose money and business opportunities. An alternative that Happy Trails can use is to explain to the LPNs that unions have made many American businesses less competitive so the employer has no option but to make budget cuts elsewhere. Those budget cuts could come from less recognition programs, pay raises less frequently and in an extreme circumstance the facility would be forced to close their doors. Many employees have come to the realization that unionization may in the long run put their jobs at risk by making their employers less competitive. The National Labor Relations Act forbids employers from interfering with, restraining, or
As managers we should put aside our arrogance in thinking that we knew what the correct course of action was without regard for how the staff would react to changes. Hiring eleven temporary employees would eliminate the need to change the work routine and would be cost effective. Another solution would be to divide all public areas among the entire staff. This course of action would have been the most palatable to the staff. Preparing the staff for the change well before the change took place would give staff the chance to understand why we were making the changes and allow staff to offer alternative solutions to the problem.
I (Pat) then called a meeting to announce that the plant you be moving to a 10 hour a day 4 day work week and that all overtime would now need to be preapproved by Paul. As a result the employees slow down work in order get opportunities for overtime. Paul, noticing this, stopped giving out overtime all together. This caused even more resentment toward management by employees. Paul then posted strict guidelines for what is expected from employees and what punishment they may receive for not adhering to his new rules.
Unquestionably, the decision to change the schedule of production staff was made by managers and directors with no direct knowledge of, and perhaps without consideration of, any employee’s religious affiliation or needs. Based on Walker Toy Company’s policies and procedures to comply with EEOC guidelines, a reasonable person may also agree that management felt this was not an important consideration, as they could have easily made accommodations in line with Title VII if Mrs. Miller had made her needs known. The reasonable person test is pervasive in case law as a factor in determining whether the employee’s resignation was reasonable. The case of Barrow v. New Orleans Steamship Ass’n (1994), established that certain factors are significant in determining constructive discharge: “(1) demotion; (2) reduction in salary; (3) reduction in job responsibilities; (4) reassignment to menial or degrading work; (5) reassignment to work under a younger supervisor; (6) badgering, harassment, or humiliation by the employer calculated to encourage the employee's resignation; or (7) offers of early retirement on terms that would make the employee worse off, whether accepted or not." This case supports my recommendation to litigate because Mrs. Miller was not subjected to any of these tactics, nor does she make any claims that any of these tactics were used toward her.
Current Ethical Issue in Business Learning Danielle Christine University of Phoenix Ethics in Management PHL 323 Laila Dabbagh Lambdin February 23, 2009 Current Ethical Issue in Business Learning Identify the ground rules manifested in the situation as well as which ethics theories apply. Circuit City is the nations 2nd largest retailer of consumer electronics, entertainment software and personal computers. On November 3, 2008, Circuit City announced that they would layoff and close 17% of it’s workforce by the end of the year. Due primarily to weakened economic environment and its potential impact on the timing of the overall sales of the companies inventory, cost and expenses. As a result of the companies deteriorating
In fear of losing her job, she does not report the mistake to her supervisor. How should the employee have handled this situation and what should the supervisor do when the situation is disclosed? How does the AICPA Code of Professional Conduct relate to ethics? Provide examples to support your response. The CFO for a corporation deliberately misstates expenses on the income statement purely out of a sense of loyalty to his CEO and the company.
Memorandum To: Mr. Thomas Gordon, CEO From: HR Manager Date: [ 4/4/2013 ] Re: Constructive Discharge Claim Mr. Gordon, I have researched the information regarding the constructive discharge claim by former employee Mr. Jones. Here are my findings. Mr. Jones has filed a lawsuit against our company under Title VII of the Civil Rights Act of 1964, constructive discharge. The lawsuit was filed after the plant employees schedule was changed to accommodate our company growth. According to http://en.wikipedia.org/wiki/Constructive_discharge, In employment law, constructive dismissal, also called constructive discharge, occurs when employees resign because their employer's behavior has become so intolerable or heinous or made life so difficult that the employee has no choice but to resign.
The labors demand to better salary, insurance, and good working environment. Otherwise, the most management people’s goal is making more revenue and reducing the cost of production. The workers of Washington worried that they may lose their job at the same time it will be risk losing their skilled worker for the Boeing. Finally, the labor and the management sat at the negotiation table and the NLRB announced that they dropped the litigation to the Boeing Company that they violate federal labor law by opening the new production plant in South Carolina (Greenhouse, 2011). According to Greenhouse, the Boeing workers in Washington changed their mind and urged the NLRB to withdraw the litigation, after striking a deal with Boeing to raise wages and expand jet production in Washington (2011).
The last disadvantage I think will be a problem to the Dodge Clinic is employees seeking employment elsewhere because they do not feel there job is secure. You may have employees quit and go work for the competition because they feel that they are not valued enough. That can cause a chain reaction and a lot of other employees will
A recent economic downturn has seriously affected the auto industry and your company, as well. Your company has merged with two other brake component companies in an effort to gain production efficiencies and lower unit costs. You are the lead HR person for the new entity. Based on your analysis of the three previous executive compensation approaches, you have decided with board approval to redesign the executive compensation for the new combined organization. Describe the components of an executive compensation plan.