Question 1: What should you do? You are the manager of telephone-based customer service center in Myrtle Beach, SC that runs a 24-7 operation with three 8-hour shifts. There are 120 employees and each shift has a supervisor that handles that the direct and day-to-day management of employees. Recently, you learned that several employees have punching each other's time cards to avoid be counted as late. The times vary but range from 10 minutes to 30 minutes in terms of "clock" time. Given the service-focused center, attendance and timeliness are essential to meet customer expectations. Many of the employees are aware of this practice and have considered it acceptable and you overhead employees asking each other to punch their time clock. In some instances, the employees leave early without clocking out and their associates sign them out at the end of the shift. Is this an acceptable business practice or is this behavior that needs to be addressed? Discuss in your response whether this warrants progressive discipline and what would your recommended course of action. Provide support for your answer. Question 2: Discipline Yes or No Mary is a real estate sales agent and works with a national agency to sell real estate in the Grand Strand region of SC. Mary's typical clientele are medical professionals relocating to the area and she has extensive relationships with all local hospitals to assist their staff with relocation. She has consistently been one of the highest producing sales agents for the firm for the past 5 years. The company is known for high quality marketing and providing specialized attention for the clients as they generally purchase homes in excess of $500,000. Recently the firm has decided to cut back on expenses and Mary can no longer provide the specialized attention to clients as the firm will not fund the expenses. For the past year, Mary has one of the lowest performing years in overall sales and she attributes it to the firm's cutting expenses to attract her typical clientele. In her frustration, Mary began voicing her concerns with her potential clients and sharing her displeasure some of the marketing decisions. John, Mary's supervisor, has learned of her complaints to potential clients and disciplines her by placing her on probation and suggesting termination if she continues to voice complaints to customers. Evaluate this situation in terms of employee rights vs. discipline. Does Mary have a right to voice her complaints and was it appropriate for John to apply discipline? Explain and provide a rationale for your responses.
Question 1: What should you do?
You are the manager of telephone-based customer service center in Myrtle Beach, SC that runs a 24-7 operation with three 8-hour shifts. There are 120 employees and each shift has a supervisor that handles that the direct and day-to-day management of employees. Recently, you learned that several employees have punching each other's time cards to avoid be counted as late. The times vary but range from 10 minutes to 30 minutes in terms of "clock" time. Given the service-focused center, attendance and timeliness are essential to meet customer expectations. Many of the employees are aware of this practice and have considered it acceptable and you overhead employees asking each other to punch their time clock. In some instances, the employees leave early without clocking out and their associates sign them out at the end of the shift. Is this an acceptable business practice or is this behavior that needs to be addressed? Discuss in your response whether this warrants progressive discipline and what would your recommended course of action. Provide support for your answer.
Question 2: Discipline Yes or No
Mary is a real estate sales agent and works with a national agency to sell real estate in the Grand Strand region of SC. Mary's typical clientele are medical professionals relocating to the area and she has extensive relationships with all local hospitals to assist their staff with relocation. She has consistently been one of the highest producing sales agents for the firm for the past 5 years. The company is known for high quality marketing and providing specialized attention for the clients as they generally purchase homes in excess of $500,000. Recently the firm has decided to cut back on expenses and Mary can no longer provide the specialized attention to clients as the firm will not fund the expenses.
For the past year, Mary has one of the lowest performing years in overall sales and she attributes it to the firm's cutting expenses to attract her typical clientele. In her frustration, Mary began voicing her concerns with her potential clients and sharing her displeasure some of the
Evaluate this situation in terms of employee rights vs. discipline. Does Mary have a right to voice her complaints and was it appropriate for John to apply discipline? Explain and provide a rationale for your responses.
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