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Employment Conflict Management

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Employment Conflict Management
Fast Serve Incorporated is a successful $25 million dollar company that sells brand sports apparel. The company employs 350 workers and sells merchandise online and through retail stores. Presently the online sales are not meeting the originally projected sales goals or even covering the cost of the overhead to keep the website operational. Fast Serve’s management has decided to abandon the online sales venture to cut their losses and concentrate on building the retail sales. The personnel presently responsible for the online products merchandising will be 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 by identifying the task or goal that needs to be accomplished, choose the jobs that are not mission critical that can be eliminated, and deciding what structure is needed to reach the organizations goals. Fast Serve needs to proceed carefully to avoid incurring employee retaliation lawsuits, legal defense costs, conflicts and other liabilities by inadvertently implying a form of discrimination in the employee terminations. The company’s management must carefully consider any possible impact of conflict upon the organization; develop appropriate alternative dispute resolutions (ADR) process to use, initiate a strategic plan that has metrics to measure the effectiveness of the organizations ADR and make sure the company has the correct tools available at their disposal to survive the RIF.…...

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