UnitVIIIArticleCritique

MHR6401

UnitVIIIArticleCritique ColumbiaSouthernUniversity MHR6401,EmploymentLaw UnitVIIIArticleCritique Inthisarticlecritique,Iwilldiscusstheauthor’smainpointonhowterminatingthe employer-employeerelationshipcanbeoneoftheriskiesttasksforemployers.Iwilldiscussthe possibleimpactsoftheterminationaswellasnumerouspotentiallegalissues.Iwillthenclose with MainPointsinTerminatinganEmployee AccordingtoMr.Spiegelman(2014),whenyourguttellsyouapersonisnot meanttobepartofthecompany,actimmediately.Noteveryemployeewehireisateamplayer andhasthecompany’sbestinterestinmind.“Betteremployeescreeningduringthehiring processandearlydetectionarekey(Spiegelman,2014).Anemployermustbeawareofthe potentialemployees’rightsundertheEqualEmploymentOpportunityCommission.Asking morein-depthquestionsduringtheinterviewmayexposeflawsorraiseconcernsforemployers.Oneofthehardestconversationsanemployerandemployeecanhaveisemployee termination.Amanagerorsupervisormaycomeupwithmanyexcusestoavoidsuch confrontation.Inavoidingthesehardconversations,youcanbesettingtheconditionsformore problemsorevenlegaltroublesinthecompany.“Ifyoukeepbadpeople,goodpeoplewill leave,andreplacingthemcancostupto200percentoftheirsalary(Spiegelman,2014).One employeecancauseabadclimateorculturewithinthecompany.

RiskandLegalIssues Awrongfulterminationofanemployeecouldleadtoacivillawsuit.“Intheeventa caseescalatestothetrialstage,theemployermustbepreparedtoprovethattherewascauseto terminate(Falcone,2016).Anemployerriskssuchlawsuitsiftheydonottakecertain precautionstoprotectthemselves.Anemployercangiveemployeesmonthlycounselingto documenttheirperformance;bothgoodandbad.Whenhavingthesecounselingsessions,abest approachisfortheemployee’sdirectmanagerandawitness(Walsh,2019).Thiswillensurethat theterminatedemployeecannotmakefalseaccusations.Belowareafewwaysabademployee

canruinyourorganizationfromtheinsideout(Spiegelman,2014):

1.Heorshecanthreatenthemoraleofyourotheremployees.

2.Bademployeesdosecond-rateworkandbringothersdownwiththem,reducing overallproductivity.

3.Peoplewhoaren’tengageddon’tprovidethebestservice,andyourcustomerswill takenotice.

4.Ifyouaren’twillingtomakethetoughdecisions,yourgoodemployeeswilllosetrust andrespectforyou.ExceptionstotheEmploymentat-will Anexceptiontotheemploymentatwillruleistheexpressorimpliedcontract(Walsh, 2019).Thiscanbeverbalorwritten.Anemployerwhotellsanemployerthattheremustbe documentedcounselingbeforebeingfiredthenfiresthatemployeeimmediatelyforstealingwill havejustificationtosueforwrongfultermination.Anotherexceptiontotheemploymentatwill ruleandtheonerecognizedinthefeweststatesisthecovenantofgoodfaithandfairdealing (Walsh,2019).Amanagercannotfireanemployeebecausetheydonotlikethewaytheydress orthecartheydrive.Thisisunjustandpersonalandgivestheterminatedemployeegroundsto suebasedoffgoodfaithandfairdealings.

References Falcone,P.(2016,September26).Employment-at-willvs.thedischarge-for-just-cause-only

standard:Acriticalemploymentlawdistinction.Retrievedfrom

https://www.shrm.org/resourcesandtools/legal-and-compliance/employment-

law/pages/employment-at-will.aspx Spiegelman,P.(2014,December11).IfYouDon'tFireBadEmployees,You'rePuttingYour

EntireCompanyatRisk.Inc.com.https://www.inc.com/paul-spiegelman/employers-dont-

have-the-courage-to-fire-bad-employees.html Walsh,D.J.(2019).Employmentlawforhumanresourcepractice(6thed.).CengageLearning.

https://online.vitalsource.com/#/books/9781337670685