Being Jennifer’s supervisor, I would consider speaking to her about policies and procedures for time off, reminding her that there are times during a year such as “tax season” which is extremely busy, requiring previous arrangements for taking days off. In the future she should consult with her manager regarding plans for taking a day off for religious observance ahead of time. I would give her a warning if this performance happens again as it might be a cause of termination of her employment. All of the verbal warnings would be documented and placed in her file. In addition, I would also provide her a copy of the employee handbook with all procedures for calling in or asking for time off as well as the employment-at will doctrine (Halbert & Ingulli, 2012).
Instead, Christine waited until one week before the project was due to try to figure out a solution. By waiting as long as she did, Christine became a social facilitator for Mikes social loafing. According to our textbook, a team leader can redefine roles for each team member so that social loafer are more visible and can be held accountable by each other. The primary problem that Christine faces is holding each member of her team accountable for his or her specific roles. Mike recognized that if he comes up with an excuse then Christine would just pickup the slack as evident in the case study when Mike called Christine saying he was going through a rough period due to a combination of school, work and problem with his girlfriend.
Case Study February 22, 2012 The Forgotten Team Member Case Study: How did the team get into this situation? The team got into this situation, first of all, by judging the other group members before getting to know them. Christine, the leader of the group, immediately classified each team member by her initial judgments of them. Janet was struggling with time management between her part time jobs and school and Christine didn’t respect this. Since Janet couldn’t make it to meetings they gave her what was “left over” and didn’t even keep her in mind.
When I report to work I expect to have to deal with typical work responsibilities but I never expect to have to play middle man to a coworker feud. Two of my closest coworkers do not get along. They cannot work together or share responsibilities. The situation is trying and every approach possible has been taken to encourage these two ladies to work it out. Recently, I was called down to the hotel’s Human Resources Department to be interviewed concerning how impossible the feud has become.
1. I would rate her effectiveness at about a six only because she could not control her snapping attitude at people which was very unprofessional as a supervisor. Jennifer aka Kelly’s effectiveness to the company started out rough, because she wasn’t properly trained to the job she only got what they call a crash course on how to run her area or department. Which is not good for the company because she only had minimum experience in actually supervising people. Being the help to others is nothing like doing the job yourself because at the end of the day everything that goes wrong or right falls on you and not your crew.
The advantage is that Sarah and Meghan are still making a work ongoing for company. The disadvantages are cooperation of Sarah and Meghan may not smooth as it should be and can make them lack of communication in each other or misunderstand in some point between both of them such as, Meghan talked to some of her former employees, they told her that they are felt Sarah was moving ahead with the planning without adequate input from their side of the business. That made Meghan felt resent at Sarah; she stopped responding to Sarah’s e-mail and calls. Recommendation: I would suggest both of them have to have a meeting sometime. They should have more communication in each other.
She cited Ford as authority to bring an action against her employer. The Court of Appeals rejected her claim, stating that there was no evidence that the employer was even aware of the co-worker’s misconduct until she quit. Furthermore, the conduct was described as an “unexpected injury-causing event” within the coverage of the workers’ compensation statute. This case suggests a possible trend toward erosion of the exclusivity ban of workers’ compensation when it comes to workplace violence. If an employer is presumably “on notice” that an employee displays episodes of violence and does nothing, or very little, for a protracted period of time and the employee ultimately engages in a violent act resulting in physical harm and emotional distress, can the injured worker bring a claim for intentional infliction of emotional distress against the employer?
How can you get to the bottom of an issue if employees are upset of being accused of doing their job wrong? Manzoni should have been the one to conduct this meeting to stress the importance of doing the input correctly she is the chief executive officer (CEO). Employees basically rejected everything they were told because of Singh’s approach to the training and the way she talked to them, it is evident since the data entry worsened. Training should lead to improvement not a decline in the services. These are all potential sources of the problem.
Employment-At-Will Doctrine Christy D. Harris LEG 500: Law and Ethics in the Business Environment April 18, 2012 Instructor: Dr. Shenia Kirkland The Employment At Will Doctrine states that an employer can terminate an employee for any cause or without cause at any given time unless there is a binding contract in which stipulations can hinder the at will termination process. In this paper you will find four scenarios in which the employment at will doctrine is considered in regards to termination of an employee, preventive measures, and legal implications. Scenario One: Jennifer, an employee that was hired out of college has been unable to learn the basic required skills to do her job. Realizing Jennifer’s incompetence and abilities to perform her job responsibilities as the employer I would began addressing the issues properly by using the following steps to be taken based upon skills, competence, and abilities. First step is to issue a verbal warning: If there are signs of cracks, bring them into your office as quietly as possible without embarrassing the employee, and just verbally discuss the issues at hand.
If Carl does nothing, he will lose the new trainees, and he could lose his job, this also will cost the company time and money. The current key problems are that Carl Robins had inadequate training as a recruitment manager. Therefore, he could not fulfill his duties adequately for the company. Another key problem is that there seems to be no human resources department to oversee the hiring process of the new employees. Because of the fact is that when Carl went and check on the status of the trainee’s paperwork, and mandatory drug screening; almost none of them had not been completed.