Case Study Analysis: Ms. Shey's Labour Relations and Discipline

This case study examines the performance and disciplinary issues of Ms. Shey, a supervisor in an assisted living facility. The analysis begins with a formal letter of discipline outlining Ms. Shey's failures in labour relations, including poor communication, conflict resolution, and interpersonal skills. The document then includes an email discussing Ms. Shey's performance, highlighting her mistreatment of coworkers and poor problem-solving abilities. The case study explores strategies to address these issues, such as training and attitude surveys, and outlines the disciplinary process. The assignment provides a detailed examination of the events, including the perspective of the management, the employee, and the steps taken to address the problems, culminating in a discussion of potential disciplinary actions and recommendations for improvement. The references include sources on labour economics and relations, further supporting the analysis.

LABOUR RELATIONS 1
Labour Relations
Student’s Name
Institution Affiliate
Date

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Labour Relations
Letter of Discipline
To: Ms.Shey
From: McCunnin
Date: October 30th, 2018
Re: Letter of Discipline
The following is a formal letter of discipline to inform you that the level of performance
as the supervisor of the casual workers is unable to meet up to the expected standards. As a
supervisor, it is clear that an individual should be able to relate well with the other co-workers
(Thompson, Arum, Edelman, Morrill & Tyson, 2015). As a supervisor, one must treat each and
every particular worker with the respect they deserve.
The organization has also adopted a progressive discipline policy whose aim is to
acknowledge and hence be in a position to address some of the problems related to employment
and employees. The above policy considers all the conducts of the workers and hence in
addressing issues related to discipline, it will take into account all the factors prior to decision
making (Zachry & Thralls, 2017).
Therefore the following are some of the key areas which Ms.Shey has failed as a
supervisor.
 The relationship between the supervisor who is Ms.Shey with the other employees is very
poor and this is in regards to the event which happened lately where Ms. Stone was not
given an opportunity to complete her duties.

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 Ms.Shey also shows certain negative behavior in which she fails to communicate the
decisions she has made. She also has a problem in relation to the handling of the change
in plans and routines.
 She is considered to be argumentative and this was displayed when she even tried to raise
her hands to Ms. Stone when she insisted on the work being accomplished later after the
particular break.
 Ms.Shey has also failed in matters concerning problem solving such that she is not in a
position to identify the time when problems should be passed over to the management of
the organization. Further, she has failed in issues relating to problem solving and this is
because she typically tends to ignore certain operational problems considered to be
simple. She struggles to explain critical points to the co-workers while proving a
particular point.
 Ms.Shey has also failed in communication and this is because she has poor
communication skills thus making it difficult to communicate during the operational
discussions.
According to the above mentioned failures, it can be concluded that Ms.Shey is
underperforming and this is going to impact adversely the workload of the other employees in
the organization. She, however, held a discussion with the manager and she could not even
explain what transpired. The key strategies which will be used to help her make an improvement
to the performance of her particular duties would entail proper training on labour relations to
enhance her relationship with the co-workers (Smith, Barbu, Campling, Harrison & Richardson,
2018). After the training shall have been completed, it will be prudent to see that there is an
improvement made by Ms.Shey in all the key areas which she had failed to do well. The failure

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to make an improvement will definitely call for a disciplinary action resulting in the termination
of her employment contract. The organization generally has high faith in Ms.Shey in her quest to
make a variety of improvements in different aspects of her work within the organization. There is
a need for an immediate improvement being done by Ms.Shey.
McMunn, Overall Manager
James Patrick, Human Resource Manager
Email to the Human Resource Officer
From:[e-mail]
To:[e-mail]
Subject: Ms.Shey Performance in the Organization
Based on the case study, Ms.Shey was an employee a Diatec's center where she
performed supervisory duties. She was in charge of all the casual supervisory tasks. However,
she had expected to get a promotion based on her five year experience within the company. It is
evident from the case study that Ms.Shey was not a good employee since she mistreated her co-
workers (Chaykowski, 2015). A key example is seen when she told Pam Stone to leave her
duties and do other more particular duties which were cleaning the dishes. It is typical that
Ms.Shey has failed completely in her duties. Some of the failures entail, poor working relations
with her colleagues, poor problem solving skills, poor communication skills, negative attitude
and poor means of arguing with the co-workers (Mayer, 2018).

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The main issue which the employer was confronted within the case study relates to labour
relations among the employees. It was about how some of the workers were relating with their
co-workers in the working environment and this is especially the supervisor who has been in
charge of the supervisory section of the organization. There are certain strategies which could be
used to help resolve the issue at hand. One of the vital strategies would entail training of all the
employees including those who may seem to be relationship oriented (Card & Krueger, 2017).
The training will typically focus on ways to improve personal skills especially the soft skills of
each of the workers. The other agenda of the training would be to impact the relationship status
of the employees with the aim of enabling them to co-exist peacefully while working in the
organization.
Another strategy which will be used would entail the provision of every particular
employee of the organization with an attitude survey. Such a survey will typically help in getting
information, ideas, and thoughts on the workers' feelings and attitudes. The feelings and attitudes
will then be evaluated to identify key problematic areas (Rainey, 2015). Lastly, a fundamental
strategy which can also be used to resolve the issue of labour relations within the organization
could be setting up an atmosphere for either coaching or counselling whose aim is to promote a
positive face to face engagement with the employees. It is during such times that the workers
could be willing to say their concerns to the management so that an appropriate action could be
taken. The management can also such a time frame to communicate to the employees on various
career mapping strategies and other policies of the particular organization.
There is also the key process of determining the level of discipline which has to be
followed in case of discipline-related issues. The first process entails the investigative phase,
where facts and evidence are obtained to comprehend what really had transpired. Some of the

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vital evidence could include, interview of the particular employee, documentary evidence and
also a report obtained from a private investigator (Ehrenberg & Smith, 2016). Employees found
to have discipline issues should be provided with the time to explain what happened just like in
the case study. The last stage is the discipline stage, where the evidence offered undergoes a
verification process so that a disciplinary decision can be made by the management.

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References
Card, D., & Krueger, A. B. (2017). Book Review: Myth and Measurement and the Theory and
Practice of Labor Economics. ILR Review, 70(3), 826-831.
Chaykowski, R. P. (2015). Labour Relations Policy and Practice, and Regulation of the Right to
Strike in the Broader Public Sector: The Implications of Saskatchewan Federation of
Labor. Canadian Lab. & Emp. LJ, 19, 483.
Ehrenberg, R. G., & Smith, R. S. (2016). Modern labor economics: Theory and public policy.
Routledge.
Mayer, J. F. (2018). Labor Relations in Mexico (1988‐2012): Explaining Continuity across
Regime Types and Economic Models. The Latin Americanist.
Rainey, P. L. (2015). The National Labor Relations Act: Structuration and the Interaction of
Policy and the Hermeneutics of Case Law.
Smith, A., Barbu, M., Campling, L., Harrison, J., & Richardson, B. (2018). Labor Regimes,
Global Production Networks, and European Union Trade Policy: Labor Standards and
Export Production in the Moldovan Clothing Industry. Economic Geography, 1-25.
Thompson, J., Arum, R., Edelman, L. B., Morrill, C., & Tyson, K. (2015). In-services and empty
threats: The roles of organizational practices and workplace experiences in shaping US
educators’ understandings of students’ rights. Social science research, 53, 391-402.
Zachry, M., & Thralls, C. (2017). Communicative practices in workplaces and the professions:
Cultural perspectives on the regulation of discourse and organizations. Routledge.