Organization (Hypothetical) Has a Large Term Paper

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To ensure that all employees have some experience dealing with common types of customer calls and complaints, a simulation session of these calls might be included along with the formal, instructional procedures of how calls should be handled, followed with information about employee benefits. This would prepare employees for dealing with some of the stressful scenarios at the call center and also allow for some 'quality assurance.' The company could feel more confident that a new, confused employee had a kind of emotional fall-back script to rely upon when a customer grows difficult, and had some experience dealing with common types of calls and complaints. Finally, an 'action oriented' training simulation scenario of calls would make the informational sessions more engaging, and increase employee attention and information retention.

Question

Jerome was fired recently. His boss told him his work wasn't "up to par," so he was being let go. Jerome was really surprised because no one had ever told him his work wasn't good before. What should his boss have done or said to Jerome prior to his being let go? What are Jerome's options at this point? What should or could Jerome do at this point? Explain your answer.

Prior to Jerome's release, his boss should have reviewed Jerome's previous performance reviews. The boss should have found specific examples of how Jerome's performance had been lacking, and demonstrate how, even after repeated warnings, Jerome had made no effort to rectify these mistakes. The boss might point out that even if Jerome was not told verbally that he needed to improve his performance in specific areas, there was a written record as to how his performance had been lacking.

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This would ensure that Jerome did not leave the organization feeling as if he had been released for personal reasons.

Jerome might have the option to find out why his performance was considered not up to company standards. If he looks over his previous performance reviews, and finds, for example, that they were excellent, he has a strong case to contest his firing. It may be that Jerome only recently had problems at work, because of a conflict with a colleague or personal problems, and he could argue that one blemish on his record should not erase his previous service to the company.

Also, Jerome might speak to another person who has supervised his work, either someone directly above him, or someone directly above his boss in the organizational hierarchy, and ask that individual for support so he can keep his job. If Jerome has evidence that he has performed an excellent job in specific tasks, and can find people to support him in making his case, he might appeal the decision, or at least find another occupation within the organization. Finally, if there is evidence that Jerome has been unfairly discriminated against because of his race, religion, or other protected 'group' status, he could take legal….....

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