Project Two

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Southern New Hampshire University *

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310

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Business

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Apr 3, 2024

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Jonna Walker HRM 310 Employee & Labor Relations Lorrie Coffey 5-1 Milestone One To: Director of Human Resources From: Jonna Walker, HR Analyst Subject: Employee/Labor Complaint Date: February 11, 2024 This memo serves as notification that our union representative has lodged a complaint with our Human Resources Department. An employee alleges that a member of the management team has violated a mutually agreed-upon disciplinary agreement. This transpired while addressing a recent incident that took place. The grievance received by our union provides a comprehensive account of the reasons behind the suspension without pay of this particular employee. The recent issue involved an employee who left work early without obtaining approval from the management team. Additionally, according to the union representative, the union employee was denied the chance to have a fellow employee accompany them during the discussion in the manager's office. Furthermore, the union employee alleges that the manager prohibited her from providing an explanation for leaving early. In response to the union employee's grievance, the company manager justified the suspension. The manager further stated that all non-union workers would also be suspended if they left work early without obtaining

permission. The manager emphasized that there is no favoritism in the workplace and that every employee is treated equally. On the other hand, the manager argues that the union employee was given the option to have representation but declined. It is worth noting that there were no other individuals present as witnesses in the manager's office. The manager's response to the employee's request to explain the reasons for leaving early was not entirely truthful. The manager strongly disagreed with the employee's statement. Furthermore, the manager claimed that he and the employee had a 30- minute conversation before the employee ended her shift. According to the manager, he listened to the employee's explanation during that conversation. The manager asserts that he does not provide any preferential treatment to employees, regardless of whether they are part of a union or not. Additionally, the manager emphasizes that when employee leaves work early before their shift ends, it can have repercussions on other employees. This is because the remaining employees would need to take on the workload of the absent employee in order to maintain productivity. However, both union employees and non- union workers are expected and required to adhere to the work policies set by the employer. The impact of this approach has been twofold: it has led to improvements in the working conditions for employees and has also contributed to enhancing management and production performance within the company or business. (Vilegoda, 2018) In my professional opinion, it is crucial for every company or business to prioritize the provision of a secure working environment for their employees. Additionally, it is equally important for employers to ensure that the workplace is free from any significant risks or hazards. (Fairfax, 2012) Having a mix of union and non-union employees can create complexities. It is crucial to follow the collective bargaining agreement when dealing with union

workers to maintain fairness and uniformity as outlined in the agreement. Conversely, non-union employees operate under different rules and may face distinct disciplinary actions and protocols. The way in which this complaint is addressed can greatly impact the self-esteem of the employee, particularly on union workers. If union employees perceive that the discipline process has not been implemented properly, it can result in a loss of confidence in the organization and its leaders. Additionally, nonunion employees may see how the company handles this matter, which can influence their self-esteem regarding the company's commitment to fair treatment. Mishandling the complaint could lead to several risks for the company. This includes a potential increase in union complaints and the possibility of facing legal consequences if the Collective Bargaining Agreement is violated. Additionally, negative employee morale may contribute to higher turnover rates and damage the company's reputation. Furthermore, failure to address this complaint in a timely manner could potentially harm the relationships among employees in the organization. Both union and non-union workers may question the fairness and consistency of disciplinary actions, resulting in lower morale and productivity levels. This memo is intended to provide guidance for both the employee and management regarding the on-going investigation of the grievance filed for this employee. We appreciate your cooperation and will ensure to keep you updated on any further developments. Best Regards Jonna Walker HR Analyst

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Investigation Process HR should start by pinpointing the underlying cause of the conflict when it arises. A comprehensive investigation is necessary to gain a full understanding of the situation, collect input from all parties, and examine applicable policies and protocols. After determining the root of the conflict, HR can create a strategic plan to address the problem. (Lytle, 2015) In order to show the employee that the matter is being handled diligently, HR also carries out a transparent inquiry into the facts of the grievance. Questions to ask during the investigation process: 1. Ask all parties involved what the conflict is that they are experiencing and what are the desired changes they would like to see. (Lytle, 2015) 2. Ask about when the issues began. 3. Ask what the other party has said. (Lytle, 2015) 4. Ask about possible solutions to see what agreement will work or not work with the parties involved. (Lytle, 2015) Asking these insightful questions during the interview will help HR gain a deeper understanding of the employee's challenges and determine the most effective solution for everyone involved. Different interview questions are tailored for supervisors, managers, and executives due to the varying levels of experience and expertise in handling workplace situations. While lower- level managers may be well-versed in their roles, upper-level managers and executives may possess a deeper understanding of tactful questioning techniques based on past experiences. Ideally, executives or HR representatives should be responsible for addressing grievances through thoughtful questioning. This approach helps alleviate any potential pressure an employee

may feel when questioned by their direct manager or supervisor. Human Resources plays a crucial role in initiating the necessary corrective actions to ensure prompt resolution of any unlawful acts or practices within the organization. These questions for interviews which differ are tailored for managers, supervisors, and other executive managers due to the varying levels of experience and expertise in handling workplace situations. While lower-level managers may be well-versed in their roles, upper-level managers and executives may possess a deeper understanding of tactful questioning techniques based on past experiences. Ideally, executives or HR representatives should be responsible for addressing grievances through thoughtful questioning. This approach helps alleviate any potential pressure an employee may feel when questioned by their direct manager or supervisor. Human Resources plays a crucial role in initiating the necessary corrective actions to ensure prompt resolution of any unlawful acts or practices within the organization. All employees, regardless of their union affiliation, must ensure effective communication with their superiors and managers. It is essential for any staff member who needs to leave work earlier than scheduled to inform their manager or supervisor in advance. In case of an emergency, workers should promptly notify supervision and leave work as quickly as possible. This approach promotes fairness among all employees, irrespective of their union status. Personally, I recommend communicating face-to-face as the most effective method to avoid misunderstandings. However, it is also advisable to have a phone available in each department to contact a manager or supervisor in case they are unavailable. 5.

References Fairfax, R. E. (2012, March 12). Employer Safety Incentive and Disincentive Policies and Practices. Retrieved from Standard Interpretations | OSHA - U.S. Department of Labor: https://www.osha.gov/laws-regs/standardinterpretations/2012-03-12-0 Lytle, T. (2015, July 13). How to Resolve Workplace Conflicts. Retrieved from SHRM | HR Magazine: https://www.shrm.org/topics-tools/news/hr-magazine/how-to-resolve- workplace-conflicts Vilegoda, M. (2018, June 21). IMPACT ON PEOPLE AND ORGANIZATION . Retrieved from Linkedin: https://www.linkedin.com/pulse/impact-people-organization-mahesh-vilegoda

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Project Two

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