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
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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
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Running head: LEGAL ENCOUNTERS WEEK FOUR Legal Encounters Week Four Henry L. Franklin, Jr. University Of Phoenix Business Law 531 Dr. Gross January 13, 2009 Legal Encounter 1, in the case of Pat Grey. Pat Grey is a manager of real property for Newcorp in Vermont. Pat is responsible focus is leasing commercial properties; he also managed 51 employees and addition to lower level supervisors. When he accepted the position he relocated his family to Vermont during this transitional
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catering to both boys and girls. They transferred about ten percent of their workforce to the online division in order to insure success. Soon after the websites launched, Fast Serve had several problems and decided that it was best to close the online division and let go of some employees. It is the responsibility of the Human Resource manager to terminate at least 3 employees all while keeping in consideration any and all legal implications due to these terminations. Each employee has circumstances
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Goals Formulating the necessary steps to meet needs Evaluation(Judgement) of the planning process The HR Planner should: 1st Analyzing Environmental Factors and Organization Direction=>Forecasting Demand Analyzing Internal & External Workforce=>Forecasting Supply 2nd Planning in HR,Employee Development,Finance &Budget and Logistical(Back of the Field) 3rd Implementing(Action!) Strategy,Process,Operational Changes and Evaluation&Feedback Notice*** Stages of HRP: Stage
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moved to other mission critical positions in the organization or terminated (University of Phoenix, 2010). In the Legal Issues in the Reduction of Workforce Simulation (2010), the human resource manager is required to assess the performance and skill levels for each of the five individuals presently working in the online department and layoff three of the five employees in a reduction in force (RIF). Karen Schanfield (2008) wrote that a company needs to develop a plan before proceeding with a RIF
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improve customer service.” Therefore, as companies proceed into the 21st century and modify their approach to training on a global scale, technology provides additional options for meeting the training needs of the organization when adhering to legal training obligations to increase employee accountability, and driving success of the business with efficiencies that technology offers the training arena. Policies and Law Noe (2010) states that, “Behavior-based programs focus on changing the organizational
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partnership in order to meet the needs of their customers. They also have to consider in their decision the issues with their current staff lacking some of the skill needed to produce this new product. Describe the Situation Issue and Opportunity Identification TeraTech is faced with the dilemma of which direction the company should move forward. With customer satisfaction becoming an issue and increased competition TT needs to move fast on deciding to launch a new product created in-house or
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simulation Study Pilkington Library Main Issuing Desk Abstract: This paper investigates the activity of the main issuing desk at the 3rd floor of Pilkington Library during weekdays between 5 and 6pm. The aim is to find ways of minimizing queuing times and respond to flexibility in demand. Two sets of data have been analysed and transposed into a simulation study using the Simul8 software package. The results of the simulation are presented in support of our optimization proposals. Introduction With
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the car manufacturing process was automated. b. the auto unions would trade job training for laid-off workers for reductions in the pension plans for retired auto workers thus reducing the labor cost burden per car. c. the Job Bank would be a temporary benefit to employees who took voluntary severance packages that would be phased out as the manufacturers achieved the optimal workforce size. d. demand for American-made cars would increase and the excess workers could return to their factory jobs.
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