Paper Example on Reforming Complaints Processes: Involving HR for Positive Outcomes

Part One

The best course of action would be involving the Human Resource (HR) department. I believe that in this instance, staff members need training on how to raise grievances and complaints in a positive way. They also need to understand the importance of raising and solving issues that can be addressed collectively in a group setting. I would also team up with HR to review the complaints processes since the state of affairs indicates a severe problem with the procedures.

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There is a need to raise quality standards within the department and encourage teamwork and team-building exercises. I would look at complaints that cut across the group that involves quality, and that can be quickly addressed and address them.

During a management meeting, I would discourage administrators from encouraging the trend. Employees should be encouraged to follow specific channels that are confidential and involve HR. A review of the complaints processes is also needed.

Part Two: Identifying for Layoff

I would support Arthur Brook's position. Layoffs are stressful for all employees (those leaving and those that are staying), and it is important to follow established metrics that employees know about. Otherwise remaining employees may be demoralized and feel that decisions are targeted and arbitrary.

I would consider if Dan Carey has sole discretion and authority on the matter. If he does, I will proceed as instructed after requesting that he makes the new criteria formal. Otherwise, I would consider raising the issues with other administrators and request a collective decision on whether to adopt the new rules or retain the old ones.

Part Three: The Crunch

I would politely but firmly request to make a clarification and indicate that it is important I make the clarification immediately rather than later. After clarifying, I may ask for permission to access the relevant material from my office, depending on the response I get. I feel it would be wrong to let the boss build the whole presentation on an erroneous assumption.

In this instance, it is better to be forceful and save to avoid the need for time-consuming and embarrassing clarifications later. If the error were small and only affected a small aspect of the meeting, I would let the boss complete his presentation before intervening.

Part Four: The Organizer

I would intervene and request that the probable union organizer step back and stop intimidating the nurse. I would make it clear that while I do not oppose unionization, I would not stand for bullying and intimidation of employees. I would also ask the nurse whether she was okay. The next course of action would depend on whether the probable organizer is an employee.

If the probable organizer is an employee, I would reprimand him and encourage the nurse to file an official complaint with HR over the incident. I would also offer to give a statement to HR in support of her complaint if she decided to proceed with a complaint.

If the probable organizer is not a staff member, I will request that they leave the premises immediately. I would let him know that his conduct was the sole reason for his ejection from the premises and not the fact that he was encouraging unionization. If he refuses to leave, I would call security and request they escort him out of the premises.