WeaveTech Complaint Management System
At WeaveTech, we promote open and honest communication. Conflict is natural and exists in every organization to some extent. However, we have a legal and moral obligation to ensure employees have methods for conflict resolution. The objective of our complaint management system is intended to bring human rights issues to the attention of management and be dealt with appropriately. We will maintain and build relationships through providing a fair procedure which we will use as an opportunity to prevent and resolve issues about work standards and performance. Retaliation of any kind against anyone using the procedure if strictly prohibited. Any questions regarding this procedure should be addressed
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If an employee is not able to work with their immediate supervisor, they can contact another department administrator or the Human resource Department for assistance with the complaint.
Informal Complaint May be Appropriate When:
Allegations are less serious
The employees have a working relationship
There is a chance of quick resolution
Employee prefers it to be handle informally (as long as informally is appropriate)
Formal Complaint
The confidential written formal complaint process is to be used for issues that relate to an employee's relationships or working condition if the resolution of an issue cannot be resolved through an informal complaint. While the process is confidential, the person identified as the causing a specific issue or as the source of the problem, will be notified of the complainant's identify.
Formal Complaint May Be Appropriate When:
The complainant requests the complaint be formal
Serious allegations of misconduct are present
Informal attempts to resolve the issue have failed
The person filing the complaint has been victimized
An informal resolution might compromise the rights of one of the involved
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Once the formal complaint is initiated, the supervisor must meet with the complainant within ten (10 days to discuss the details of the complaint.
The supervisor has ten (10) days to investigate the situation and provide a written response to the complainant.
The complainant then has ten (10) days to determine if the response from the supervisor is satisfactory. The employee shall provide a written response on whether they feel the situation is resolved or not. if it is resolved, no further action is required of either party.
If the employee feels the situation is not resolved, they have ten (10) days to notify their immediate supervisor of the decision and submit their complaint to the next level of supervision along with actions taken to date.
The next level supervisor with have ten (10) days to meet with the employee to investigate and provide a response in writing to employee and the immediate supervisor.
The steps 3-6 can be repeated, as necessary, up the chain of command.
Once a resolution is accepted by the employee, the written decision and written acceptance will be documented in the employee’s personnel
The City of Houston then filed a timely appeal stating that they did not receive timely notice of the alleged violation and that the liability of Bozeman should rest with Bozeman and not be imputed to the City as having been notified of the complaint allegations. 5. Main issue: Does notifying an immediate supervisor who is not considered “upper management” satisfy the requirement of notification to the agency that in turn creates a situation of vicarious liability to the agency if they do not act on the alleged complaint? 6. Court Deciding:
Williamson lodged a formal internal complaint with the Internal Affairs Division which resulted in
attend after the training after the fact of them trying not to show any signs of retaliation for the fact of ongoing protected EEO activity. g. Supervisor refused to allow/approved or certify my overtime, of respond to my request to be assigned to a different supervisor. From April 2014 to October 2014, my supervisor refused to allow/approved my overtime. I arrived at work only to find that my timesheet had not been certified and I was told that the Deputy Director was my supervisor Tracy Keenan and Mr. Van Dongen stated that she would not have to sign it since I am no longer under the Quality team. I brought it to the Quality Manager attention (whom I am assigned according to my PD as Quality Management Analyst) attempting to make him aware that my workload was back up with my other duties and I had been working for the Commander
DIR was prepared. Third complaint report (DOI 8/6/2014 at Schenectady Avenue and Lincoln Place)
Hap went to the City to use a dozer to doze off the pile the contractor left on the airport, the City Administrator told him they do not loan equipment, they could enter into an agreement but that would need council approval. Hap got upset, went into the Library and had a conversation with the Mayor ( not sure how heated as another department employee went outside as he was embarrassed with how Hap was acting),the Mayor came outside from that conversation and told our employee she felt threatened by what happened in the library. Hap went to the office and told the employees “ if they assisted the City in any way they would be sent home for the day or terminated. ( got an answer that said sent home, the other said terminated, I believe the terminated). When did this happen?
When I asked Robert Hoffman to start at 5:00 a.m. to avoid the harassment fromMichael Niehenke and Donna Myers requested denied. C. When Harry Feals and I work together we have Julie Godzik, Robert Godzik, Brain Weaver and Michael Niehenke . These employees have stared at us until Mr. Franicola come after they called him Other employees are aloud to work together 8. Of the Persons in the same, or similar situation as you who was treated worse than you? Harry Feals Maintenance # 1 Harry Feals Maintenance #1 Mr. Feals received 11 weeks of Work for false allegation filed on pitt alert line, now he is seeking professional health with counseling to help cope with working at Pitt at Greensburg. .
What seems to be the main source of conflict between supervisors, employees, and the HR department? The main source of conflict between supervisors’ employees, and the Human Resource (HR) department is the employee is subordinate to the supervisor, and a division of power between the HR department and supervisors. Fisher (2013), believes all of these spheres are accountable to one another and must not transgress the other domains of authority. We are admonished to obey them that have rule over us, and submit yourselves (Hebrews 13:17; KJV).
Respond to complaint by Listening to the complaint Keeping record of complaint Respect and keep confidentiality Refer to company complaint policy When a complaint is made, it should be taken seriously and the correct organisational procedure should be followed by referring to employee handbook which state that all complaint by a service user be reported to the care coordinator immediately. It is advised to suggest to the service users to put their complaint in writing or use the complaint forms which they can find in their care plan folder. 3.2 Explain the main points of agreed procedures for handling complaints. The main points of agreed procedures for handling complaints
The supervisor also claimed to feel threatened by him which may have been because of his attitude but also could have been that she associated him being black with violence which happens often in our
The recruiting chief told him that it was a mistake and would settle, and accept the offer now. When the increase was not given, Schoenberger resigned and filed a claim to recover damages for the contract The court of first instance ruled in favor of CTA and Schoenberger appealed. Issue The problem is that a new employee was offered a raise a promised time but the person who offered it was only a manager an employee of CTA, which, he did not have the authority or the power to do so.
1.1 Identify the regulatory requirements, codes of practice and relevant guidance for managing concerns and complaints in own area of work. The Local Complaint Stage (1) Immediately after hearing of a complaint, contact the complainant to determine where their issues lie and what they would like to see as a result of the investigation. It is important that the local manager • Demonstrates a caring attitude and shows that there is a genuine attempt to understand the problem. • Ensures the complainant is aware of the complaint process and timelines • Provides the complainant with their contact name and telephone number • Obtains all complaint details at this point of contact to avoid the customer having to repeat themselves
1. What problems did you encounter when handling the complaint? Whenever I received complaints, the problem is that the subordinates usually deny or come up with some explanations making it difficult to discuss it in a genuine manner. Sometimes even if we reprimand them for their mistakes it creates a very tense environment in the hospital and it also affects the quality of work.
Moral Dilemma HOSPITAL: You started your first job at a large hospital. You are assigned a patient to treat who no one wants to work with because the patient always says “NO”. The Occupational Therapy team leader tells you that you need to treat the patient because the doctor is angry that the patient has not been receiving therapy. You are told that the patient’s nurse has called to complain to the therapy department about the fact that the patient has not been receiving therapy
In this milestone we will be looking at a few key items of employee and labor relations. Some items that this paper will cover are things such as employee discipline, performance management and employee and labor relations. First, we will start by looking at employee discipline. Employee Discipline: Analyze punitive and nonpunitive disciplinary approaches, and explain their impacts on employee relations. When talking about employee discipline there are two schools of thought.
It is also the job of any members within the board or a committee to take action and investigate when sexual harassment