Case-Study Colleen-Gallido AND ESSAYS PDF

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1.

Employee Success

Joanne was previously a food server at your restaurant, and as a result of her outstanding performance, she was promoted to the position of the host person. Since her promotion, she has repeatedly made mistakes in schedules and has had a series of problems exercising her power, resulting in an increase in employee grievances. In addition, customers have complained about her indifference. After six months of monitoring Joanne’s performance and multiple counseling sessions with her, you feel she clearly is not qualified for the position. The person responsible for this would be the Employee Relation/Training Supervisor department. Workplaces and superiors should discuss questions or concerns regarding workplace expectations, performance, or conduct. After that, call Joanne for a private talk to help her with her employee job profile and explain that she has to shift to a new position suited to her talents. Her promotion would be delayed until she has completed extra business training and seminars. To sustain strong working relationships between employees, supervisors, and departments, the organization should always give everyone a second opportunity.

2.

Maternity Benefit

Ms. Nancy Flores is a regular employee of FJ Hotel. She was on maternity leave for 2 months and did not receive her maternity benefit from Social Security System SSS. When Ms. Flores came back to work she complained at the HR for not receiving her maternity benefit. The Compensation/Benefits Supervisor will deal with this type of situation. They assist Ms. Nancy Flores by checking her application and documents submitted, and f there are no problems detected, they will proceed with a follow-up and investigation with Social Security System for the delayed benefit. However, suppose there is a missing requirement of a document that the employee did not submit. In that case, an agreement should be established between the employee and her company so that they can both benefit from the delayed benefit.

3.

Carelessness/Negligence

George is a new bus person in your restaurant. He completed your two-week Bus Training Program, and it’s his first right on the job. Contrary to established procedures, George pushes a fully loaded bus cart through the wrong door leading into the main kitchen. As a result, a food server coming through the door trips over the cart and knocks it over, drops her tray of orders, and falls, injuring her knee. The injury results in a workers’ compensation claim. When asked what happened, George says he forgot which door to use. Would George be subject to any corrective disciplinary action? The person in charge of this type of circumstance is the Safety Manager. Due to George’s recklessness, it aggregated to an accident. As a result, he is eligible for written disciplinary notice and the firm to voice its displeasure with any discretionary incentive arrangement, but he may be dismissed. It is possible that this will be viewed as unfair. Even if it is agreed that a major contributing fault exists, if an employee is fired unfairly, his salary may be reduced. It may be best to chalk this one up to experience and hope for a suitable degree later. The employee should try to make a new start in the best interests of all parties concerned....