...Conflict Management FastServe Inc is a 25 million dollar business of well-known sports attire just opened two online advertising sites which mainly focus on kids that love sports. It has 350 workers; FastServe operated 10% of its personnel to the online allocation development. There were certain mannequins that were used which involved the consideration of the proposed viewers but there was one issue with the graphics. It was too hard to get and the prices didn’t cover the functioning expenses of the new process. The upper level supervisors implemented all concepts and without a raise in income they determined to not use this plan. So then they decided on lowering the labor force. This would entail conducting layoffs for three out of five workers. Of the five, two will be kept in the business. This business has to implement the Alternative Dispute Resolution (ADR) technique to determine conflicts, establish a well developed organized layoff process and moderate the risks to lower the likelihood of any issues that may bring about an employment lawsuit. The metrics for the layoffs include new job descriptions, abilities, responsibility, skills, and efficiency. Potential Conflict Identifications FastServe is a sport attire company and the main client base is the young generation. To raise income they used 3-D drape-n-see mannequin on the internet were established. There was an issue with the websites resources because it did not appeal enough clients. FastServe also determined...
Words: 2490 - Pages: 10
...Running head: LEGAL ISSUES IN REDUCTIONS OF WORKFORCE: FASTSERVE INC. Legal Issues in Reductions of Workforce: FastServe Inc. FastServe Inc. is a $25 million dollar company that markets sports apparel. Recently FastServe has ventured into marketing their sports apparel online which had a negative effect and the company must now layoff employees. Employees were notified that there would be a restructure of jobs and specific areas were restructured to provide the best outcome for the company. All employees employee’s evaluations for the last two years would be looked at to make a decision on which employees would be terminated and which employees would have their jobs restructured. The sections of the evaluations that were looked at were: job performance, productivity, skills valuable to the company, academic training, and absenteeism. This paper will identify the five candidates selected by the simulation and the choices made by terminating three of the five. These three terminations will align with the interests of the organization and the legal risks of terminating these individuals. Issue and Opportunity Identification FastServe’s five candidates for dismissal are: Carl Haimes, Brian Carter, Sarah Boyd, Nora Manson, and Jenny Mills. The concepts that would affect the decision to terminate these FastServe employees would be discrimination. Each of the five employees has been discriminated against in different ways. |Candidates for dismissal. ...
Words: 1661 - Pages: 7
...Running head: LEGAL ISSUES IN REDUCTION OF WORKFORCE Legal Issues in Reduction of Workforce Clotee Lewis University of Phoenix August 25, 2008 Legal Issues in the Reduction of Workforce FastServe Inc. is a $25 million dollar company with a workforce of 350 employees involved in the direct marketing of branded sports apparel. The company has decided to move out of online distribution because the transactions no longer justify the online division. A few employees will be retained based on past performance and skill level, while others must be released. Cutting costs is the primary reason for FastServe's recent reduction of workforce decisions, and legal issues have come into play. Increased competition and rapidly developing technologies are leading companies to make innovations in how they operate, organize work, and manage people. As employers increasingly take advantage of new technology they are finding the need to restructure staff. These changes present legal challenges and risks for human resources; however, with proper planning the potential for incurring charges of discrimination or other employment law issues can be anticipated and avoided. This paper identifies the key concepts of employment law that would affect the five employees; the extenuating regulatory circumstances; the agency principle as it relates to self-interest and the interests of the organization; and balance of legal risk of terminated employees. Table of Employment Law Key Concepts ...
Words: 1728 - Pages: 7
...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...
Words: 3212 - Pages: 13
...The Three Encounters 1 The Three Encounters of NewCorp Pamela A. McCullough University of Phoenix The Three Encounters 2 The Three Encounters of NewCorp FastServe Inc. is a 25 million dollar branded sports Apparel Company with an employee roster of 350 people working in the company in direct marketing. The company has two online marketing and distribution channels which they opened up for boys and girls. They now moved 10 percent of the workforce to manage the online distribution. In the simulation it states that technology began to pose problems for FastServe Inc. soon after the website went live. FasteServe inc. wanted their target audience to be Generation Y and although the 3-D ‘drape-n- see” mannequins on the site attracted that market it was hard for them to download from the site causing people not to buy any items from the site. This then became a problem which made it hard for technological investors to be feasible. Since this form of selling the merchandise was not working FastServe Inc. decided to move out of online distribution. The fallout of this decision was expected and the online division had to be downsized. Now the only thing to do is to keep employees based on their job performance and skill levels and give them a new job definition. All other employees will have to be released. The senior Management in the Human Resources department has to consider the legal implications of the decisions of the company....
Words: 1505 - Pages: 7
...Aspectos Legales en la Reducción de la Fuerza Laboral El presente escrito refleja las complejidades en relación a los despidos y los posibles riesgos de demandas por discriminación en contra de una organización; si ésta cometiera cualquier indiscreción en ese sentido. El escenario que se describirá más adelante muestra cómo las decisiones impactan las vidas de los empleados, la organización y los conceptos legales que aplicarían de demostrarse una acción discriminatoria. FastServe, Inc., empresa dedicada a la venta de ropa deportiva, extendió su mercado a la distribución en línea trasladando a un grupo de empleados a esta nueva división. Lamentablemente no tuvo el éxito que se esperaba, de manera que fue inevitable eliminar dicha división. Esto trajo como consecuencia realizar una nueva restructuración para poder conservar algunos de los empleados, estableciendo como criterio el nivel de habilidad y resultados anteriores. Sin embargo, cinco de estos empleados no cumplen con todos los requisitos, por lo que sus perfiles serán evaluados para determinar la terminación de empleo de dos de ellos. Situaciones como estas pueden provocar una crisis interna, por lo que las decisiones a tomar deben considerar medidas razonables, ya que pueden traer implicaciones legales. A continuación se han identificado los dos empleados a ser despedidos. Sarah Boyd Perfil. Empleada a tiempo completo en el área de despacho. De 53 años. No posee grado académico universitario. Ha servido...
Words: 896 - Pages: 4
...Employee Conflict Management Reductions in force are not a pleasant situation for the employees of a company. I discovered through this simulation that reductions in force are not pleasant for the employer either. Being told a certain number of people have to be laid off presents a problem. People who have good productivity, attendance, and “wow” factors are those that a company wants to keep. However, the company has to consider discrimination when conducting layoffs. What may seem like a good reason for laying someone off may be a reason for an employee to file a lawsuit against the company. During my initial view of the candidates selected for potential layoff, I looked at the skill sets. Although my father works with computers specializing in Linux, networking, and Oracle, I have no knowledge in it myself. I felt like laying-off Carl Haimes or Brian Carter would be a mistake because I do not have skills that can match their skills. Sarah Boyd, Nora Manson, and Jenny Mills each have jobs that I could perform. Even though I may not excel in each job as I would prefer, I felt like it would be easier to cover those positions within the company than those of Carl and Brian. I also considered absenteeism and special achievements as well as overall productivity. Before I made my final selection, however, I considered discrimination. If I were to layoff Sarah, Nora, and Jenny at the same time, I could have a potential lawsuit regarding gender discrimination to consider. I decided...
Words: 1401 - Pages: 6
