I Believe There Is Enough Documentation In Place.Based

The Aggrieved stated he received a Notice of Suspension for five work days for being Absence without Leave (AWOL) and failure to request leave with procedures by Area Manager Victor Cruz. The Aggrieved stated that his first line supervisor Margie Steward has been harassing, belittling and intimidating him since she became his supervisor. He said he took leave to care for a family member who became sick and he called in everyday he was absence. The Aggrieved said he reported the mistreatment by his supervisor to Mr. Cruz but he would ignore his repeated emails and phone calls. The Aggrieved stated he is the only African American in his work center and he is the only one who receives the unfair treatment by his supervisor Ms. Steward. The

Disciplinary action is also used to correct unethical behavior within the organization. “Discipline may take the form of oral warnings, written warnings, probation, suspension, demotion, discharge, removal or some other disciplinary action, in no particular order” (New Moms Employee Handbook p. 33, 2015). The disciplinary action depends on the offense, but not limited to some. If there is an employee or participant that has been sexually harassed, or if they feel that their sense of well-being is in danger (law-enforcement may be involved if necessary), termination is the end

1) There are several processes involved in a wrongful discharge. This is a fairly new and quickly expanding area that involves litigation, and this is an area that employers would rather avoid. About 65%-70% of worker’s are thought to be employees at will which means that an employer may fire an employee at any time for any reason, as long as the reason is lawful (Kavaler & Spiegel, 2003, p. 57). In order to avoid litigation employers push for arbitration to assist in settling cases. State laws determine if arbitration is allowed (Kavaler & Spiegel, 2003, p. 58). The risk management director will explore

You: Under this situation you need to show compassion with the employee and demonstrate to them you’re sincerely concerned.  You need to find a solution by working with them to help resolve this problem that would be

First: you are having a situation with another employee such as harassment or any problem where you and the employee are having some conflicts on the job, your next in command your supervisor should be notify of the issue immediately.

The stages are classification, symbolization, dehumanization, organization, polarization, preparation, extermination, and denial. (“Stanton”) These stages continue throughout the entire process.

First should be if whether or not you should terminate the employee by reviewing employee’s personnel files, look at any write-ups, warnings, etc. to establish if termination is warranted or supports the firing of the employee. If termination is imminent it should be in the business best interest but if decides not to terminate consider legal ramifications for not terminating the employee (poor work due to disability, sexual harassment, threatening or violent staff). All termination risks or legal issues should be reviewed as well as the reassigning of that employee’s job duties (Green, Ryan & Levy, n. d.). Lastly the supervisor should be ready to answer the employees questions concerning any severance pay, benefits and other company positions to name a

Disciplinary procedures are a set way for an employer to deal with disciplinary issues. They should include a disciplinary hearing where you’re given a chance to explain your side of the story.

The Human Resources Director should establish some guidelines or a set of policies to resolve the situation. The guidelines should include acknowledging the situation, communication from employee's, and a solution to the problem. In this case, the situation is about negligence and it is important for the director to understand the whole situation. Therefore, the staff needs to honest, so the director will know how to handle the situation. It is important for the director to be attentive to their staff during any situation or problem (Fallon & McConnell, n.d.). There should a good line communication about the situation between all employee's involved in the matter. While communicating with each individual, the director should gain a better understanding

The decision to terminate an employee should only be considered after taking

Employees found to demonstrate any inappropriate conduct or behavior against others may be subject to disciplinary action.

Traditionally, companies in the United States have possessed the right to terminate their employees at will for any reason, be it good or bad. The Employment-At-Will doctrine encompasses all employees who are not safeguarded by express employment contracts that state that they may be discharged only for good cause. "Good cause" constraints are typically a part of collective bargaining agreements negotiated by employee unions; nonunion workers rarely have this form of protection. The Employment-At-Will

successively called A.I. and the principal, leaving messages for each one in their absence. Next, she called the pupil services administrator, who arranged for immediate consultative support upon receiving N.W.'s concern about A.I.'s and the principal's lack of availability and responsiveness. On January 14, the principal issued a written reprimand to N.W. for "taking it upon yourself to go out of process." In response, N.W. sent the principal and his copied administrators a detailed rebuttal, but she received no reply. In early February, she received another written reprimand after telling the pupil services administrator, upon her visit and question, that the administrative situation had not improved. Later that month, N.W. received two additional disciplinary memoranda for separate performance problems that she contended were spurious.

Describe the progression of the program: how it begins, what stages it passes through, and how it concludes.