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aRunning head: Employment Conflict Management Techniques

Employment Conflict Management Techniques
Roxanne Martz
University of Phoenix
Instructor Kenneth Hadzinski

November 1, 2010
Employment Conflict Management FastServe Inc, a 25 million dollar company of branded sports apparel, recently opened two online marketing venues geared toward sports enthusiastic youth. With 350 employees, FastServe directed 10% of its workforce to the online distribution project. Using today’s technology, three D ‘Drape-n-see’ mannequins, attracted the attention of the intended audience, but the graphics were difficult to download and sales made didn’t cover the operating expenses of the new project. Management weighed all options and without an increase in revenue, decided to pull the plug on the project. In doing so, a reduction in the workforce was imminent. This would mean layoffs for three out of five employees. Of the five, two will be absorbed into the company. The metrics for the layoffs are based on new job definitions, skill sets, accountability, past performance, and productivity.
Potential Conflict Identifications As a senior manager in human resources (HR) reporting to the vice president of HR, and given one-week to decide which employees to let go. For the company’s protection, a meeting with legal counsel before any employment discharge decisions can be made is a policy of FastServe Inc. Out of this meeting, three employees, Sarah Boyd, Jenny Mills and Brian Carter were given notice. A chart listing the possible legal concerns based on the firing of these employees is available. One employee under contract, Brian Carter with an average performance track record, and who developed the ‘3D mannequins’ was one of the first to be let go. His colleagues and supervisor described Brian’s skills in writing codes as slow. His attitude toward his coworkers

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