Reference no: EM133693863

For this case study, we are required to analyze the various aspects of human resources management, including performance appraisals, wrongful and constructive dismissal, discrimination, employee training and coaching, and the complications of using incompetence as a basis for termination.

Case study -

Introduction: FastBurger, a popular fast-food chain, is known for its rapid expansion and exceptional customer service. However, a recent incident brought its human resources practices into question. Maria Thompson, a 53-year-old woman with 25 years of experience at the company, was fired and later sued FastBurger for constructive dismissal. The court ruled in her favor, and she was awarded a $100,000 CAD settlement. This case study will examine various aspects of human resources management, including performance appraisals, wrongful and constructive dismissal, age discrimination, employee training and coaching, and the challenges of using incompetence as a basis for termination.

About the Company: FastBurger is an organization that emphasizes growth and adaptability, with over 2,000 stores across North America. The company prioritizes efficient service, maintaining a reputation for serving customers in record time without compromising on food quality. To ensure a high standard of service and smooth store operations, FastBurger invests heavily in employee training and development.

Background: Maria Thompson was a dedicated and hardworking employee who had steadily risen through the ranks at FastBurger. She began her career as a crew member at the age of 29 and, through hard work and determination, she became a store manager in just ten years. Throughout her career, Maria was consistently praised by her superiors and peers for her excellent work ethic, strong leadership skills, and commitment to customer satisfaction.

Maria's journey with FastBurger began in a small town in Ontario, where she worked as a part-time crew member while attending college. After completing her studies, Maria decided to pursue a full-time career with the company. She quickly earned a reputation for her exceptional customer service skills and ability to keep her team motivated during peak hours. As a result, Maria was promoted to a supervisory position within two years.

In her new role, Maria excelled at managing her team and maintaining a positive work environment. She was responsible for staff scheduling, inventory management, and ensuring that customer service standards were met. Maria's efforts led to a significant increase in customer satisfaction scores, and her store became one of the top-performing locations in the region.

After a few years as a supervisor, Maria was promoted to an assistant manager position at a larger store in a nearby city. In this role, Maria gained experience in managing a more diverse workforce and dealing with the challenges of operating in a highly competitive market. Despite these challenges, Maria's store continued to exceed performance expectations, and she was eventually promoted to store manager.

Maria's performance began to decline after a new district manager, Steve Johnson, was appointed. Steve, a 35-year-old ambitious manager with experience in the fast-food industry, was hired to oversee the operations of several stores in the region, including Maria's. As part of his mandate, Steve instituted a performance management system that set aggressive targets for Maria's store. These targets included increased sales, improved customer satisfaction scores, and reduced staff turnover rates.

Situation: Despite her best efforts, Maria struggled to meet the new performance targets set by Steve. The pressure to achieve these goals led to a decline in her work-life balance and increased stress levels. Maria's store started experiencing higher staff turnover rates, and customer satisfaction scores dipped slightly below the expected benchmark.

During this period, Maria had several meetings with Steve to discuss her store's performance. In one meeting, Steve openly criticized Maria's inability to adapt to the new performance expectations, commenting that her age might be a factor. In another instance, during a store visit, Steve made a remark about how "the younger managers seem to be doing better," in front of Maria's subordinates.

Maria was hurt by these comments but tried to maintain a professional demeanor and focus on improving her store's performance. She approached Steve with a proposal to implement new strategies and technologies to streamline operations and enhance customer service. Maria also requested additional training and coaching to improve her skills, believing that these resources could help her store meet the ambitious targets set by Steve.

However, Steve dismissed her requests, stating that she should have learned those skills in her years of experience. He also reiterated that her age might be a barrier to adapting to new strategies and technology, further demoralizing Maria. Steve continued to pressure Maria to improve her store's performance, giving her increasingly unrealistic deadlines to meet the targets.

One day, during a store inspection, Steve noticed that the food preparation area was not as clean as it should have been. He berated Maria in front of her staff, claiming that her incompetence was affecting the entire store's operations. Maria felt humiliated and disheartened, as she had always prioritized cleanliness and adhered to FastBurger's hygiene standards.

After months of struggling to meet the performance expectations and enduring Steve's constant criticisms, Maria's employment was terminated by FastBurger on the grounds of incompetence, citing her inability to meet performance targets.

Feeling that she had been set up to fail and was a victim of age discrimination, Maria decided to sue FastBurger for wrongful dismissal and constructive dismissal. She believed that the company had not provided her with adequate support and resources to succeed and that her termination was unjust.

Questions:

We need to I dentify the key problems and challenges faced by Maria Thompson and FastBurger.
Conduct research on relevant concepts, theories, and best practices in human resources management that apply to the case (the problems and challenges you identify):
Issues for Analysis (Please use these as guiding questions. They should not be answered directly in question answer format in the report but can be used as questions to guide our analysis):

Performance Appraisal and Management:

Was the performance management system implemented by Steve fair and reasonable?
Did the performance targets set by Steve align with FastBurger's overall organizational goals and values?
How could FastBurger have better assessed Maria's performance and provided her with the support needed to succeed?
Wrongful Dismissal and Constructive Dismissal:

Was Maria's termination a case of wrongful dismissal?
Did Maria have sufficient grounds to claim constructive dismissal?
How could FastBurger have better handled the situation to avoid legal action?
Age Discrimination:

Did FastBurger discriminate against Maria based on her age?
What evidence supports the claim of age discrimination in this case?
How could FastBurger have avoided age-related biases in their performance management process?
Training and Coaching Employees:

Was FastBurger responsible for providing Maria with additional training and coaching?
How could they have better supported her professional development?
What are the benefits of investing in employee training and development for both the organization and the employees?
Complications in Using Incompetence as a Basis for Firing:

Did FastBurger have a valid reason to terminate Maria's employment based on incompetence?
What are the potential risks and complications of using incompetence as grounds for termination?