The General Manager at the Anderson Cost Club store discharged the two employees because he needed to downsize his workforce. The issue we are dealing with is that the General Manager failed to explain the reason and provide documentation for discharging the two employees. The Anderson Cost Club can discharge an employee with or without cause unless under a contract. It is important to document every disciplinary action regarding the employees and communicate in a very clear and concise manner to avoid
(Constructive dismissal, n.d.). The employee can quit after one serious occurrence or after a pattern of incidents. In most cases, the employee must quit fairly quickly after the incident(s). In short, the employee must feel that the actions of the employer has made work conditions so intolerable that the employee has no other choice but to quit. At the beginning of the year, the company implemented a new schedule for the production department.
This employee feels the company is now discriminating against their religious freedom by forcing them to work on these common religious days and the employee left the company immediately following the policy change. The new work schedule would average having three holy days off and then subsequently two holy days working. Therefore, this would not allow the employees every holy day
Case 4F: Lack of Fairness (pillar #4) Volunteer boards must have the moral courage to stand on the core ethical values of justice and fairness. When justice and fairness are compromised, the organization loses its credibility, financial support declines, and board members resign. I experienced all of this during my final term on one volunteer board. The primary cause of the injustice was the concealment of a memo written by members of a regional consortium and addressed to our Executive Administrator with explicit instructions, “Please read to your board.” She did not. She didn’t want the board to see the resentment and disruption that the name change was causing with members of this regional consortium.
Introduction Human Resource Director, Ashley Wall, needs to resolve the issues escalating at the Treadway Tire Company by conducting an analysis of the line foremen’s job dissatisfaction and implement a plan to solve it using an action research to view the problem from various viewpoints and be ready to disrupt the “status quo”. In the video Ashley reflects on the statements in Jim Collins book entitled “Good to Great” where Collins (2001) states that, “For many companies, being good at what they do actually inhibits them from becoming great at what they do” (Collins, 2001, p.55).She is determined to uncover the underlying issues with the foreman position and help get things within the plant back in perspective. Ashley plans to do this by getting those most involved...i.e. the foreman in the effort and make their concerns known (Treadway Case, n.d.). Ashley will need to submit an effective plan to resolve the issues that are faced in the plant by focusing on: 1) Key issues and mistakes 2) Key data sources and collection, and 3) possible solutions to the problems.
I think that both CEO's should've let their employees know the status of what was going on, because it seemed that they had no idea of the things that were occurring. Also spending the company's money on a ridiculous renovation of the CEO's office is completely unethical. If it were me, I think the best thing to do to modify these decisions is to just focus on the responsibilities of both parties involved. The well being of both companies should have been considered above all by the companies
One day you notice that the wiring on a piece of machinery has become frayed. You don’t believe this poses a major safety risk yet, but over time the risk will become more severe as the cord keeps fraying. You want to raise this issue with your manager, but are afraid to, as this will mean shutting the machinery down and bringing production to a standstill for a day while the wiring is repaired. Your team is already under pressure for not meeting its production quota for this month. Would you report the wiring to your manager?
No help from the person that put it away they had left the company 3. No design drawing it was with the customer. 4. Own responsibilities to undertake as well. The impact on the business could cost loss of business job losses and tarnish to the name of the company I was getting a few choice words from the factory manager demanding that I find these leads rapid I was trying my best it was making me and my team look incompetent it made us all feel like we should just curl up into a ball and block out the world team members were trying to look around for these leads and to no avail Symptoms of stress Symptoms of stress often build up gradually before you start noticing them.
If Newcorp can produce the Corrective Action Plan, the company will have the supported evidence to terminate Ms. Grey base on unsatisfactory performance. In the employee manual signed by Ms. Grey at the start of employment, the company states “If the job performance of an employee is unsatisfactory, the employee will be notified of the deficiency and placed on a Corrective Action Plan (CAP). If the employee performance does not improve to a satisfactory level within the specified period of time, termination will follow.” Ms. Grey will not have a case. If Newcorp cannot produce the Corrective Action Plan, Ms. Grey will have a case. The court will most likely upheld the employee manual for terminating employees for unsatisfactory performance.
Corporate loyalty was once the prevailing attitude in GE, in fact, Welch considered the idea was obsolete. When Welch decided to precede chaotic changes in the workforce, as Business Week concluded, “the old social contract between employer and employees was nullified.” (Byrne) In order to increase the value of the corporation, Welch had ignored GE‘s social contract with the society by laying off employees. Furthermore, Jack Welch waged a fierce fight against the dredging during his tenure as CEO. At the center of the conflict was whether the GE could be forced to clean up the Hudson River, which had became the nation’s biggest toxic site on the Superfund list of the EPA.