Employee Retention Case

However, the ruling in this case and others like it prove that employers can, in fact, be bound by articles written in an employee handbook when disciplining or discharging an employee. An abysmally written handbook can greatly jeopardize an employer’s right to terminate at will. Trends show that courts are increasingly acknowledging enforceable promises in the past employment practices of firms, in employer handbooks and in oral commitments. In addition to including an at-will disclaimer in employee handbooks, employers should also require employees to sign an acknowledgment confirming that they understand and agree to employment-at-will and that at-will employment can at any time be modified by a written agreement. Personnel manuals should explicitly state that the employer reserves the right to terminate employment at will. All written policies should also be free of any language that could be considered as a guarantee of job security. To be sure that these common pitfalls are avoided employers must retain the service of a labor attorney to draft and air-tight employee manual and acknowledgment

Stephen can start by acknowledging that an error was made in terminating Belinda’s position, and should contact the human resources office immediately to rectify the situation. The rationale that justifies this answer is the state and federal laws regarding the employment, termination, and sick leave. The Family and Medical Leave Act (FMLA) that was established in 1993 protect employees from wrongful termination; it establishes the right of employees to strike a balance between their work life and their personal life. The FMLA allows employees to get unpaid time off from work to take care of their sick family members, and take a leave of absence in the event of a serious medical condition. Additionally, according to the FMLA, employers are required to reinstate the employee to his or her original position or equivalent upon the completion of the leave of absence (US Department of Labor, n.d).

The company in which employee A works for is considered a covered employer because the company employs more than fifty employees for which is assumed for more than twenty weeks each year. Employee A has worked for the covered employer for two years, which makes him a covered employee based on the given information. Employee A was not required to give advanced notice due to the unforeseen circumstances of the premature birth. Upon employee A’s return, he was given his original job back along with the same rate of pay. Since employee A took leave under the FMLA, his leave is considered unpaid and the eleven weeks of pay are not required to be given to the employee. In the case of employee A, no violation has been committed.

Employees with legitimate reasons have the right to take leave without any restraint from his or her employer. This means that an employer cannot interfere or deny an employee of family and medical leave if that person meets the criteria. The act grants people several rights. Upon return, these workers should have either the same job position or one that is equivalent to their previous job. The job security aspect of this act is a huge benefit. Workers returning from leave do not have to worry about being replaced or fired for taking the necessary leave. Family and medical leave can be used once each year if necessary. Group health benefits are protected and maintained while on leave as well. If a person has a complaint or wants to file a private lawsuit under the act, he or she can take it up with the local Wage and Hour Division office and does not have to worry about being fired. These matters are handled privately and the Wage and Hour Division Office will work on getting the issue resolved or correcting the violation and mending the damage (Solis).

At this point, Employee B has 180 days to file a claim with the Equal Employment Opportunity Commission (EEOC). The EEOC may ask Employee B to settle through mediation and in the event that mediation cannot settle the claim, it is then the responsibility of the EEOC to investigate any claims made by employees, report findings and settle any charges. In some cases, the EEOC will file lawsuits to protect individual rights.

There are many employment laws out there but ill discuss about three of them and what are the consequences if the company did not comply. The employment laws I will discuss are the Title VII of the Civil Rights Act 1964, Americans with Disabilities Act 1990, and the Uniformed Services Employment and Reemployment Rights Act. My next topic would be how an organization might structure their policies, practices and culture to ensure compliance.

Based off of the information provided, Company X is in clear violation of the ADEA. Employee B is over 40 and therefore in a protected job class. Unless they have reason to justify their decision, employee B

The company is covered under the Family Medical Leave Act of 1993. The employee was eligible for unpaid leave, gave notice, and was granted unpaid time off. The employee was reinstated to the same position upon return to work with the same salary.THE COMPANY DID NOT VIOLATE THE FAMILY MEDICAL LEAVE ACT OF 1993.

An employee took time off due to his wife giving birth prematurely. His requested time off was approved by his original manager as the employee qualified for FMLA since he has been with the company for two years and was for the care of his spouse. Under (1)”FMLA rules certain employees can be provided up to 12 weeks unpaid, job-protected leave per year. The employee must work for the company at least 12 months, have at least 1250 hours during the 12 months and the where the employee work, the company must employ at least 50 employees within 75 miles”.

The Family Medical Leave Act (FMLA) was passed with the idea of creating job protected leave when necessary, while also providing employees with the opportunity to balance work, health, and family responsibilities. FMLA is designed to avoid job loss when employees request additional time off in order to treat a critical medical condition or deal with serious family or personal matters. Due to the establishment of FMLA, workers can now maintain employment as they treat qualifying medical conditions, care for a close relative, bond with newborn, etc. In other words, the concept of FMLA was for employers to legally support their workers during life’s challenging circumstances. Although many positive outcomes are a result of this law, administering FMLA has turned into a challenging and complex task for employers. Passing this law triggered many unintended consequences that have tremendously affected the way organizations manage their leave of absence policies. Employee abuse of this privilege is a major issue employers are being faced with. The impact FMLA leave has on the entire company, including quality, performance, and productivity can be dramatic. These unplanned concerns that now exist due to FMLA provide tremendous amounts of stress for the employers to properly manage the law; FMLA has turned into a problem employers are defenseless against.

Employees are expected to return to work immediately upon release by a health care provider or at the expiration of the approved leave of absence. At the end of the leave, the employee will be reinstated to the same or an equivalent position. If the employee does not return to work upon release by a health care provider or at the expiration of the approved leave of absence, the employee will be considered to be absent without authorized leave and subject to disciplinary action, up to and including termination. An employee who has been released by a health care provider to return to work and fails to return to his/her employment may be held responsible for costs incurred by the County

Chern’s talent philosophy involves the retention and development of their employees. In a recent analysis of the turnover data, the executives learned that a disproportionate number of good sales associates had left the organization. These sales associates could have been potentially strong candidates for the department manager and assistant department manager positions. Chern’s uses supervisor recommendations and structured interviews to promote about 75 percent of their sales associates to department managers and assistant department managers. In the exit interviews the sales associates indicated that they were leaving because they didn’t feel there was the potential of reaching the managerial positions they wanted. This indicates that Chern’s efforts to communicate promotional opportunities and succession planning intentions to high-potential sales associates is not sufficient. Chern’s needs to improve their internal promotion practices to ensure high-potential sales associates are developed and retained or the managerial positions.

The second practice I have taken away is the Family Medical Leave Act. I chose the Family Medical Leave Act because It is important to consider your employee’s health and consider that your employees have family. This practice can be taught by showing management how to let someone have this leave and show them in the benefits packet. You can also have the law posted in the Human resources department. This practice can be used for employees who are sick or for the employees that have family that are sick or if you have an employee who just adopted or had a baby.

2. The second reason for high rates of hospitality staff turnover include deficiency of plentiful doles such as company provided health insurance, retirement benefits, vacation pay, sick leave, additional schooling or exercise programs and other peripheral benefits which are so often perks of other industries. Since the labor pool for a large portion of hospitality jobs is so poor and turnover is so high, a majority of hospitality companies are unwilling to capitalize in programs which would

Research indicates that employers can increase employee retention, increase employee productivity, and reduce employee healthcare costs by implementing a workplace wellness program.