this case study is from human resources management course

answer the two questions at the end as soon as possible.

CASE STUDY Doany. City of New Halldart Carl Doan Background Carl Doan is a 37-year old employee of the City of New Halidart. He began working for the city as a dispatcher 16 years ago, after completing a community college diploma in business studies. Nine years ago, Doan was promoted to dispatcher-scheduler specialist. The main components of his job involve scheduling transit buses and dispatching buses and access a-bus vehicles. Note that Doan and the other dispatcher-schedulers are not members of a trade union. Doan, who currently carns $45,900 a year, is a single father with two children: 14-year-old Horace; and 12-year-old Boris, who is autistic and requires considerable child-care assistance. Over the past five years, the city has moved to a more automated system of transit dispatching and scheduling. While Doan frequently works on his own, it is important that he communicate with other dispatcher schedulers concerning transit services. Doan and the other dispatcher schedulers report to Brian Campbell, who is the supervisor of Transit Services. The city is highly committed to providing quality public services and has invested heavily in both employee training and automating its operations. It has a good public image, and its slogan-Quality Service Delivery By Quality People-is heavily plomoted in the New Halidart area. As part of an information sharing program, Campbell meets with groups of employees on a regular basis. For example, every Tuesday morning is the meeting with the dispatcherscheduler group. The meetings are fairly informal : Campbell will share relevant business information with employees and address any questions or concerns that employees may have. Typical meetings last about 10 to 15 minutes. Emplowe Handbook Provisions Under Section 11.2 of the City of New Halidart Employee Handbook, the city retains all rights with regard to the maintenance of discipline at the workplace, including the right to demote or discharge for just cause." All employees receive a copy of the handbook when they commence employment at the City of New Holidart, every two years, cach employee receives an updated version of the handbook Carl Doan acknowledged receiving the most recent copy last January employee receives an updated version of the handbook. Carl Doan acknowledged receiving the most recent copy last January Doan's Previous Record Page 359 A review of Doan's file indicates that he has received two citations within the past five years. The disciplinary actions are as follows: 28 months ago: Doan received a written warning for being late for work. He had slept in and was 25 minutes late for his scheduled shift. . 16 months ago: Doan was given a five-day suspension (without pay) for inappropriate behaviour at work. He was one of five employees who had made Brian Campbell a special chocolate brownic dessert to celebrate Campbell's birthday. However, as a joke, the group decided to put a laxative in the brownie Campbell ate the brownie, became ill, and had to miss the following workday. While the employees argued that they were just playing a practical joke, the company viewed the matter as very serious. After reviewing all of the evidence, the employer suspended cach of the five employees for five days. In the incident letter placed in each employee's file related to this suspension, the city indicated that the behaviour was clearly unacceptable and that any repeat infractions could result in discharge Doan's co-workers generally agree that Doan is a very pleasant guy with a sense of humour. As his close friend Pat Carson said, "Carl is a good person to work with. He does his job well and is very dependable but doesn't take things too seriously At the city, the performance appraisal form for the dispatcher schedulers is very basic. It is determined by averaging the scores of four items (job knowledge, ability to work with others, dependability/accuracy, and handling unexpected vehicle maintenance and operator absences). The appraisal form allows the assessor to give a score anywhere between 1 and 5 (with 1 indicating unsatisfactory performance and 5 indicating outstanding performance) for each of the four items. Each employee has a personal performance appraisal interview with his or her supervisor and signs a form acknowledging that the interview took place (but not that the employee necessarily agrees with the assessment). On his last evaluation, Doan received the following scores Job knowledge: 4.1 Ability to work with others: 4.2 Dependability/accuracy: 3.9 Handling unexpected vehicle maintenance and operator absences: 4.2 In the three years prior, Doan's average performance appraisal scores had ranged from 4.1 to 4.4. The average for Doan's workgroup . . In the three years prior, Doan's average performance appraisal scores had ranged from 4.1 to 44. The average for Doan's workgroup is around 3.9. As Campbell observes. All of the dispatcher schedulers are very good employees. However, that is not surprising-their job is important and we could not tolerate poor performers." Brian Campbell Background Brian Campbell is considered by most employees to be a good supervisor. Employees stated that hic is fair, conducts performance evaluations in an impartial and timely manner, and gives feedback to employees on a regular basis. However, Campbell has a bad temper and on rare occasions he has "lost it" and been verbally abusive to employees. While these outbursts tend to be quite rare (occurring maybe two or three times a year), employees fear that they will be Campbell's next victim. As one employee stated anonymously. "Brian is a very good supervisor most of the time. However, he takes on a different personality when he is angry, and I just hope that I will not be the one that he verbally attacks. Once you've witnessed one of these outbursts, you can never totally relax around him. This inconsistent behaviour really frightens me." The Incident The Friday before last, Carl Donn went to the break room for his afternoon coffee break. During the day shift, employees are entitled to a 15 minute break at 10:30 am and 3:00 p.m. There were about 25 cmployees in the break room, and Doan went to his usual table. Five other colleagues were also sitting at Doan's table (each table accommodates six people) Don placed his sandwich and water bottle at his spot at the table and then noticed that he had a small cut on his arm. He took a quick sip of his water and then left the break room for about five minutes to wash his arm and put a small bandage on the cut. Brian Campbell frequently skipped the afternoon break if he had a backlog of work, but when he did take a break, he usually sat at the same table as Carl. Their table was positioned so that Carl and Brian typically took the two seats at the back of the room so that they could sit with their backs to the wall and observe what was going on in the room. Campbell preferred to sit there so that he could sce what was happening among the other employees. When Doan returned from the washroom, he observed that Campbell was sitting at his place as one of the other employees was sitting in the spot Campbell usually occupied. Doan also noticed that his sandwich and water had been pushed to one side. Doan stated, "Excuse me, Brian, but you are in my spot." Campbell turned to Doan, gave him a slight smile and replied. "I don't see your name anywhere on the table. Find a spot somewhere Campbell turned to Doan, gave him a slight smile and replied, "I don't see your name anywhere on the table. Find a spot somewhere else. And that is an order from your supervisor." Doan refused to back down. "My drink and sandwich are right in front of you," he declared. "I'm not kidding. Brian. Get out of my spot. Brian became angry, smashed his fist on Doan's sandwich, and dropped his pen into Doan's water bottle. "Take your sandwich and drink and go somewhere else," he ordered. "T'm not letting you run the garage." At this point, Doan moved behind Campbell, grabbed the chair Campbell was sitting on, and jerked it backward. Campbell Puge 360 fell on the floor. The water he had in his hand also fell down, and some of it splashed on his body and face. While some of the other employees witnessing the incident laughed, a hush fell over the room when it became evident that Campbell was hurt. He went to the emergency room at the local hospital and was diagnosed with a bruised tailbone. While not serious, the injury required Campbell to miss eight days of work. Doan was sent home and told not to report for work the next day. On the Monday following the incident, the Human Resources manager, Alex Morrisette, met with a number of the employees (including Pat Carson) who had been present at the table. After reviewing all of the evidence and meeting with Campbell and Doan. the City of New Holidart decided to terminate Doan, who was notified of the termination on Thursday (three days after the investigation), Eight days after the incident, Cari Doan wrote a formal letter apologizing for his conduct. In the letter, Doan stated that I didn': mean to hurt Brian, and I am sorry for my actions." DISCUSSION QUESTIONS 1. Make arguments for both the employer and employee. Does the employer (City of New Halidart) have just cause to terminate Carl Doan? 2. How would you recommend communicating information about the termination with the employees who had observed this incident, and about respectful work practices expected in the future