Questions for case study 1. Introduction, Reporting & Analysis 2. Was the suspension fair? 3. Did Sylvia act responsibly? 4. Should Joan be fired? 5. Should the babysitter be fired? 6. Was Sylvia fair in her actions? 7. Is there ever a solution for working mothers? 8. Should working fathers take turns staying home?
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- Alice, an employee of ABC Incorporation, was warned several times about her excessive absenteeism both verbally and in written as well. The last written warning included notice that further violations will result in serious disciplinary actions that includes suspension or discharge. A short time after the written warning was issued, Alice called work to say she was not going to be in because her babysitter is sick and she had to stay home and care for her young child. Alice's supervisor, Martin, told her that she had already exceeded the allowed number of absences and warned that if she did not report to work, she could be suspended. When Alice did not report for her shift, Martin suspended her for ten days. In a subsequent hearing, Alice argued that it was not her fault that the babysitter had cancelled and protested that she had no other choice but to stay home. Martin pointed out that Alice had not made a good effort to find an alternate babysitter nor had she tried to swap shifts…Michelle Go began employment with Luxor tours Company when shewas hired as probationary employee as tourist guide in 2005. Her applicationform showed that she was a BS Tourism graduate of the University of Singapore and had no previous experience in tour-guiding. Michelle’s performance as tourism guide was satisfactory, but she haddifficulty building positive relationships with supervisors, peers orsubordinates. “Michelle is weird” was a comment given by a peer whenasked if she was getting along well with her.On the fifth month of her probationary employment, a writtenperformance evaluation was done and the result was poor, “lack of focus,”“tactless remarks,” and “chronic tardiness” were comments that appeared inmany evaluation sheets. At the end of the fifth month of her employment,Michelle was given a “thank you letter” by the Luxor management,terminating her probationary employment.Three years later, Luxor Tours acquired a smaller tour agency. Luxor's HR Manager, Lynn Sotto, saw…Salary deductions: Follow proper procedure, HR minister tells employers" PUTRAJAYA, Feb 22 - Employers have been urged to follow proper procedure when deducting workers' salaries as stipulated under the Employment Act, said Human Resources Minister Steven Sim Chee Keong. Speaking to reporters after the ministry's Chinese New Year Kesuma Madani programme, he said disciplinary issues are not an excuse for employers to cut workers' salaries, adding that an internal inquiry process must take place before imposing disciplinary action. "l have emphasised that employers cannot arbitrarily deduct an employee's salary according to Section 24 of the Employment Act except for authorised deductions such as EPF (Employees Provident Fund), PERKESO (Social Security Organisation) and income tax. Sim said he took note of the social media post that recently went viral regarding a salary deduction claim, urging the relevant individuals to lodge an official report through various channels provided by…
- The HR department at Clearwater Electronics received notice that a grievance procedure was filed by an employee. A member of the HR department has met with the employee, a union representative, and the employee’s immediate supervisor to resolve the issue of concern. A resolution was reached, and the employee returned to work. Why is it important to have a grievance procedure? The grievance procedure provides a way for an employee who misinterprets an agreement to dispute what was previously agreed between the company and the union. The grievance procedure provides a method to handle employee complaints before they become serious issues. The grievance procedure notifies the company that litigation is forthcoming. The grievance procedure allows an employee to be protected from any retaliation from others who might not agree with their complaint.A conflict of responsibilities as director of hr tess danville was asked to negotiate a severanceInteractive Data Corp. hired Abdullah as an assistant product manager at a starting salary of $18,500. Over the next six years, Interactive steadily promoted Abdullah until he became Los Angeles branch manager at a salary of $56,116. Interactive’s officers repeatedly told Abdullah that he would have his job as long as his performance was adequate. In addition, Interactive distributed an employee handbook that specified “termination guidelines,” including a mandatory seven-step pre-termination procedure. Two years later, abdullah learned that his recently hired supervisor, Nargis, was under investigation by the FBI for embezzlement at his previous job. Abdullah reported this to Interactive officers. Shortly thereafter, Interactive fired Abdullah. He sued, claiming that Interactive could fire him only for good cause, after the seven-step procedure. Valid contract Criteria : ( Offer, Acceptance, Consideration, Legality, Capacity, Consent, Writing) A). What possible information and…
- Which employee right should be the highest priority for employers A) the right to appeal a disciplinary action B) create a safe environment C) create quality on the job opportunities D) provide overtime hours to all employeesMichelle’s work performance as an employee at Fort Camp Industries was suffering due to problems at home. When asked by her supervisor, Keith, she told him about her alcoholic husband. Keith listened to her problems, expressed concern, referred her to a trained counselor, and offered to talk to her husband about this. As Michelle’s supervisor, which of the following should Keith have refrained from doing? a. Listening to Michelle’s personal problems b. Expressing concern over Michelle’s problems c. Referring Michelle to a trained counselor d. Offering to talk to Michelle’s husbandyou had taken this disciplinary action against one of your employees. he goes to grievance panel an the panel order for reinstating the employee