Jeanette Termination Case Study

Medical error is the third leading cause of death in the US, right behind heart disease and cancer. More than 200,000 people die annually as a result of diagnostic mistakes and negligence by healthcare professionals (Washingtonpost, 2016). In the healthcare industry, even the smallest mistakes and oversight could lead to severe consequences for both the patient and professionals. A healthcare professional would be held liable for any discrepancies that causes harm. The following case will analyze the ethical issue and negligence that lead to the death of an elderly woman.

To protect companies for wrongful discharge claims they must do so in a professional and respectful manner. Companies must be sure the employee understand they are being asked to resign and why. For instance, stating the detailed reasons about what the employee did wrong and how long the inappropriate behaviors happened. Insure that the reasons for termination were all in accordance with the supervisory manual made and provided by companies.

The company has the right to terminate an employee as long as the termination does not discriminate or

Apparently Jim and Steve agreed that the School Department hearing concerning the termination recommendation was essentially the determination. Jim asked for a steno and the District agreed to provide a steno, but when they arrived there was no steno there and so they decided to go forward with the hearing anyway over the Union’s objection. Jim appealed this decision to arbitration based on the contract language that authorizes the Union to pursue either arbitration or a RIDE hearing. However, there is now some suggestion that the District will be arguing that the Union failed to utilize the grievance procedure because it did not appeal the decision on the recommendation directly to the full Board, although it is difficult to reconcile that with the District’s handling of the termination “recommendation”

2. How to ensure that the dismissals are fair and the importance of this to both the employer and employee.

Message 4: It is not uncommon for an employee to be in disagreement with an employer’s decision to terminate employment. An alternative we may try is to set up a meeting of the workers peers and give them the facts of the situation and let them decide if the termination was wrongful. The group of peers would be persons from a location other than the employees own. These individuals would hear the facts of the case from both the businesses’ and the employees. In order to qualify the termination would need to meet certain criteria. It would be required to be an established company guideline or process for which the employee was terminated and store leadership must be able to present all documentation that lead to the termination. This would require leadership to have followed the processes leading to termination. For the employee it would let them have a voice in their termination and to hear whether their peers agree with the employer or the employee.

The mediator would carefully listen to each side, and suggest ways on how to handle this dispute. This dispute should be able to be solved through mediation. The fact that Will and Emma both wanted to hire her again to teach the class when she was able, is a good thing. They made a mistake by firing her, when they should have placed her on maternity leave or something of the sorts. If they explain this to Quinn during mediation and offer some type of compensation, Quinn may be more understanding and want to come to a resolution. Maintaining relationships is one of the major advantages to this method, as well as create creative solutions that are relative to their problem, together. A solution is not impossible, and is actually more likely than not having one at all in this situation.

Bernardin & Russell (2013) indicate that company policies should be reviewed prior to terminating an employee. Terminating Jeannette Lewis would not be advised to due the risk of litigation related to the violation of procedures outlined in the disciplinary policy (Pedersen, 2008). According to Pedersen (2008), “Handbooks often serve to shape employee expectations about disciplinary procedures and job security, and thus many courts have found them to be binding under an implied contract theory. As Paul Berks summarizes, ‘‘[u]nder the ‘handbook exception,’ an employer could unwittingly limit his ability to terminate an employee by disseminating a handbook that granted to employees the rights on the job beyond those traditionally recognized

They said it was due to compliance, but no evidence was provided to me that day for the nature of compliance I have not met. They said that I wasn’t meeting compliance and I was not adequate for their company. I believe my termination was something all my managers were looking forward to and they had to find by all means, a reason to support their decision. Anyway, the attitude of management toward me was unbearable and I feared my work environment. I noticed my direct supervisor Richard Fikani, was nicer and helpful toward me at first when I started working there, but for some reason his attitude changed toward me and he was not willing to help me anymore, and he had intentionally undone some of the work I have done properly. My peers have made more complicated compliance matters than I had done, but they were never sanctioned for it. After they stated the reason for my termination, they would not let me go to my desk to get my belongings, and they went to get my belonging for me and made me exit buy the back door. There are some of my peers that unperformed in comparison to me but they were never fired. I was the only one fired that

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

I believed that Rachel Jeantel mess up the case they couldn’t barely hear her, it seemed like she had an attitude and she didn’t want to be involved with the case. Once the lawyer had her to speak up and repeat herself she started to mess up on her words and what she said that happened. While doing a case you’re not supposed to have an attitude that’s what they want you to have so they can dismiss the case.

Firstly, Ms. Hu should perform a full and fair investigation when the employee is on FMLA leave. If Ms. Hu decides to fire Mr.Guinn she should have proof and well-documented evidence successfully showing that the termination decision was based on his own poor performance and that the process of termination had begun before the employee took FMLA leave. Having record of the employees poor performance can help if they decide to file a lawsuit. The employee can only be fired only if not taking in account of any FMLA use or invocation of FMLA rights.

f. Personnel handbook g. Personnel and departmental policies and procedures books. h. Oral testimony from fellow employees and supervisors. E. Termination 7.

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In the poem "A Conversation with Jeanne" the setting is Guadalupe which is a tropical place. The auther of "A Conversation with Jeanne" describes the setting with line such as "Skies of the tropics" and "Line of the surf" along with other lines to help desribe the tropical place. I feel that the setting in a poem is not a very important thing because for a poem its not really trying to get you to visualize something with in the poem it is more or less trying to just exspress the authers thoughts though the poem or explain something that might have happend in the authers life or happens to someone elses life that they want to share with others in a way that just isn't a