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 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.
Question 3: Use/Misuse of company property
You are a Manager and you have just learned that one of your employees has been taking company property for their own personal use. In this case, it's the use of a company car for personal use and has even allowed his spouse to drive the car. This action is a clear violation of company policy, which requires all employees to report infractions to the Regional Manager. The employee committing the offense is a co-worker and a friend and you are conflicted about whether to report or take any action.
Does this behavior rise to the level of discipline? Explain to support your answer. Please state what would be the best course of discipline for the behavior.
Question 4: Dilemma at Mesa Electronics
Sandra Procter-Murphy was fired from her job as mechanical engineer at Mesa Electronics in upstate SC and her supervisor wrote on the discharge report, “Procter-Murphy is being terminated for poor work performance and excessive absenteeism.” Procter-Murphy believed, however, that she was discharged because of her repeated complaints of sexual harassment against Tom Margo, her department manager, and she sued the company, seeking reinstatement plus lost wages and benefits.
During preparation for trial, Mesa Electronics learned that, since her termination, Procter-Murphy had been using marijuana three or four times a month, information given to the company by several employees who knew Procter-Murphy on a personal basis. Mesa Electronics asked its attorney to introduce this new evidence as added support for the discharge, since Procter-Murphy’s use of marijuana would have violated the organization’s anti-drug policy had she still been employed.
In your evaluation of this scenario, answer the following questions:
- Summarize the implications of Sandra Proctor-Murphy concerning the reasons she was terminated. Specifically, identify the critical issue being raised in terms of fair and equal treatment and the company's actions.
- Should Mesa Electronics be allowed to introduce the evidence of marijuana use? Could Mesa rely on the reporting employees as witnesses? Explain fully to provide a rationale and support your responses.
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