Running Head: EMPLOYMENT-AT-WILL DOCTRINE 2
Jennifer is a recent graduate and has been hired by my accounting firm out of college. Upon being hired Jennifer has engaged in a number of different behaviors that need the accounting manager’s attention. The first situation is that Jennifer seems unable to have learned or know the basic computer applications that are basic to her job. Even after a few months of training and support she unable to use the computer tools to be productive an efficient in completing the required tasks. As the manager of an accounting department I would take the following steps in addressing the scenario involving skills, competence and abilities. Internally I would contact the Human Resource (HR) Generalist assigned to my department. Prior to do this I have already invested several months of training and support and Jennifer is unable to use the computer tools to be an efficient and productive member of my team. Being that Jennifer was hired right out of college she was either recruited at a university event that my company was present for or she either had an inside connection that helped her get her foot in the door. No matter what way she got in I have to make the assumption that my company did not properly vet the skills, competencies and abilities Jennifer possesses. I would also have to make the assumption that the job description that Jennifer was hires under thoroughly explained the basic skills competencies and abilities to do the job at hand. I would contact the HR Generalist to try to get a better understanding of how Jennifer became employed, validate that she did in fact have the basic qualifications for the job, and document the problems that I am currently experiencing. I would also request assistance/involvement from our Human Resources department. If it is learned there was a blatant attempt by Jennifer to deceive the Running Head: EMPLOYMENT-AT-WILL DOCTRINE 3
hiring manager by falsifying her resume I would terminate her employment. The employment-at-will doctrine gives the employer broad discretion to fire employees “for a good reason, a bad reason, or no reason at all” (Halbert & Ingulli, 2012). My company could fire her Jennifer without trying to remedy the situation but I believe that is the easy way out and does not do well for enhancing a company’s reputation. However, for this case, I am going to assume that Jennifer did meet the basic qualifications and before my company can terminate her I believe we have a legal and moral responsibility to put together a documented training program that can be measured as to Jennifer’s progression in an effort to have her as a contributing member of the team. It is very important that this plan be thoroughly documented and that Jennifer plays a big part in her own development. The plan would take place during a specific time frame with well defined goals, and a defined mentor whose role is to help Jennifer through this process. There would be weekly learning goals established and evaluation of the goals at the end of the week. This program would go no longer than 90 days and would be similar to a probationary period. At the end of the 90 days we would re-evaluate Jennifer’s progress with input from the accounting supervisor, HR and most importantly Jennifer’s mentor and Jennifer herself. If there is little to no improvement Jennifer would either need to be terminated or her skill set re-evaluated and placed in an environment where her skill set could be better used. The second situation is that Jennifer tends to burst into a rage when criticized and is frequently late to work as noticed by her boss and other staff members. When Jennifer’s boss Running Head:...