Running head: EMPLOYMENT CONFLICT MANAGEMENT
Employment Conflict Management
Conflict Management (MMPBL/540)
Professor Louis Aliberti
June 16, 2008
Employment Conflict Management
As many companies within the United States are facing declines in sales due to companies not yielding a large return and the need for advanced technology to support customer demands. Major financial losses are crippling corporations and resulting in restructuring and obtaining advanced technology to replace roles administered by employees to yield higher productivity. Fast Serve has not been immune to the crisis facing corporations in America. In order for Fast Serve to reposition the organization as an industry leader careful planning, organization and communication along with the elimination of specific job titles and roles will have to take place and presented to the organizations leaders. As with any organization faced with elimination of jobs conflicts and risk will be presented. This report will present the importance of eliminating jobs and roles which are no longer necessary due to automation of processes and procedures or an employee who will be placed on a three months probation period as productivity is being monitored for improvement. The task in the elimination of roles and positions within a company is not taken lightly, although difficult a direction the organization must confront and administer; while reviewing other non critical positions within the organization for future employee terminations. Potential Conflict Identifications
Fast Serve will have to make several well thought out immediate changes in order to ensure the company stays viable. Fast Serve is facing several issues which can currently affect profitability and future risk which could lead to conflict with current employees and possible legal disputes. Part of the change will be elimination positions within the organization as Fast Serve moves out of online distribution; reviewing work attributes, productivity, significant contributions, absences, college education, years of experience and ultimately necessity of the roles. Two employees role will have to be eliminated, one is the role of Sarah Boyd who has over 15 years experience with the organization, Sarah is the only non contract employee and has served in an administration capacity, and with dispatch being automated the need for Sarah Boyd position is no longer needed. Although Sarah has been a critical component in organization her role within the organization is obsolete. Sarah is over 50 years old, and although a very loyal employee to the organization and understanding the role no longer is viable within the organization could open up the potential for Sarah to present an age discrimination case. Brian Carter is another employee who currently role as online programmer is no longer viable as Fast Serve has moved out of the online distribution business. Although Brian Carter has had average performance record and average productivity, he has been viewed by his colleagues for the creation of many online programs as critical player. With the average performance and productivity rating, the removal of Fast Serve online distribution processes and lack of college education Brian’s role is no longer viable in the organization. Potential conflict which could arise is Brian recently complained of pain in his wrist and was diagnosed with carpal tunnel syndrome which has resulted in Brian missing a significant amount of work. Brian could obtain legal advice citing the termination of employment is due to injury versus elimination of role within the organization and average work performance and productivity, based on being the sole creator of Fast Serve online programming where many colleagues have admired him for his online contributions. Another approach has been taken as a possible future elimination of a role for Nora Manson. Nora has had above average performance and was noted for...
References: Allen, J., Jimmieson, N., Bordia, P., & Irmer, B. (2007, June). Uncertainty during
Organizational Change: Managing Perceptions through Communication. Journal
of Change Management, 7(2), 187-210. Retrieved December 3, 2007, from
Business Source Complete database.
Alternative Dispute Resolution Resource Guide. Retrieved June 16, 2008, from US office of
personal management Web site: www.opm.gov/er/adrguide/Section1-a.asp.
Pangarkar, N. (2006, December). Timing, Trust and Transparency:: Wage
Restructuring at Glaxosmithkline. Asian Case Research Journal, 10(2), 249-259.
Retrieved March 2, 2008, from Business Source Complete database
Please join StudyMode to read the full document