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	<title>Comments on: 6 big reasons employees sue</title>
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	<link>http://www.hrmorning.com/6-big-reasons-employees-sue/</link>
	<description>Your daily dose of HR</description>
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		<title>By: PA Stokke</title>
		<link>http://www.hrmorning.com/6-big-reasons-employees-sue/comment-page-1/#comment-780</link>
		<dc:creator>PA Stokke</dc:creator>
		<pubDate>Mon, 14 Jul 2008 17:03:27 +0000</pubDate>
		<guid isPermaLink="false">http://www.hrmorning.com/?p=253#comment-780</guid>
		<description>The idea that supervising is a popularity contest is difficult to swallow knowing there are always employees that will think their supervisors are unfair and &quot;harassing&quot; them when the supervisor is just expecting the employees to do their jobs.

I make every effort to be fair and considerate to those employees who report to me and still I find a few who think I am making their lives difficult. What actually seems to be the case is the unrealisitic expectations of what it means to work, some examples: a non-exempt employee comes and goes as she pleases without requesting time off in advance; the same employee fails to call the supervisor to say she will be an hour late; and someone who lacks the follow through on items left in his/her inbox because &quot;he/she didn&#039;t put them there, someone else must have.&quot; These are unacceptable behaviors and attitudes that must be dealt with, however when the attempt is made to do so in a fair manner the manager is portrayed as &quot;expecting too much&quot; from the employee.  Then what is a supervisor supposed to do? Turn the other cheek despite employees not following the basic rules of work in order to win a popularity contest?

So what is the balance between appropriate warnings and discipline vs. being too policy driven?</description>
		<content:encoded><![CDATA[<p>The idea that supervising is a popularity contest is difficult to swallow knowing there are always employees that will think their supervisors are unfair and &#8220;harassing&#8221; them when the supervisor is just expecting the employees to do their jobs.</p>
<p>I make every effort to be fair and considerate to those employees who report to me and still I find a few who think I am making their lives difficult. What actually seems to be the case is the unrealisitic expectations of what it means to work, some examples: a non-exempt employee comes and goes as she pleases without requesting time off in advance; the same employee fails to call the supervisor to say she will be an hour late; and someone who lacks the follow through on items left in his/her inbox because &#8220;he/she didn&#8217;t put them there, someone else must have.&#8221; These are unacceptable behaviors and attitudes that must be dealt with, however when the attempt is made to do so in a fair manner the manager is portrayed as &#8220;expecting too much&#8221; from the employee.  Then what is a supervisor supposed to do? Turn the other cheek despite employees not following the basic rules of work in order to win a popularity contest?</p>
<p>So what is the balance between appropriate warnings and discipline vs. being too policy driven?</p>
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		<title>By: Adrianne J. Bere</title>
		<link>http://www.hrmorning.com/6-big-reasons-employees-sue/comment-page-1/#comment-779</link>
		<dc:creator>Adrianne J. Bere</dc:creator>
		<pubDate>Mon, 14 Jul 2008 16:50:02 +0000</pubDate>
		<guid isPermaLink="false">http://www.hrmorning.com/?p=253#comment-779</guid>
		<description>What if the (self-proclaimed) &quot;manager&quot; constantly professes to be &#039;policy driven&#039; - but even more frequently holds herself to a different standard- i.e.;  The personnel manual allows every employee 3 sick days per year.  She routinely takes 3 weeks during any given year (1 week at a time for when she feels that she can get away with claiming to have pneumonia).  Also, she suffers from very obvious migraine days (that &quot;pattern&quot; is most often around her vacation time - of which she has 3 weeks allotted to her per year.  In a large company, this type of extremely privileged behavior can be absorbed.  In a small office- it does not bode well with co-workers.

I know, every office has the chronic &quot;migraine sufferer&quot;.  I have worked with people who legitimately have serious headaches - as well as the frauds who use it as a convenient way to leave work early or not show up at all.  This particular individual should be confronted with her &quot;illness claims&quot;.  Does anyone out there have any ideas for how to cope with a self-serving control freak who should be held accountable for her lack of consideration for the extra work she causes for co-workers?</description>
		<content:encoded><![CDATA[<p>What if the (self-proclaimed) &#8220;manager&#8221; constantly professes to be &#8216;policy driven&#8217; &#8211; but even more frequently holds herself to a different standard- i.e.;  The personnel manual allows every employee 3 sick days per year.  She routinely takes 3 weeks during any given year (1 week at a time for when she feels that she can get away with claiming to have pneumonia).  Also, she suffers from very obvious migraine days (that &#8220;pattern&#8221; is most often around her vacation time &#8211; of which she has 3 weeks allotted to her per year.  In a large company, this type of extremely privileged behavior can be absorbed.  In a small office- it does not bode well with co-workers.</p>
<p>I know, every office has the chronic &#8220;migraine sufferer&#8221;.  I have worked with people who legitimately have serious headaches &#8211; as well as the frauds who use it as a convenient way to leave work early or not show up at all.  This particular individual should be confronted with her &#8220;illness claims&#8221;.  Does anyone out there have any ideas for how to cope with a self-serving control freak who should be held accountable for her lack of consideration for the extra work she causes for co-workers?</p>
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		<title>By: Michael L. Gooch, SPHR</title>
		<link>http://www.hrmorning.com/6-big-reasons-employees-sue/comment-page-1/#comment-738</link>
		<dc:creator>Michael L. Gooch, SPHR</dc:creator>
		<pubDate>Tue, 08 Jul 2008 05:20:09 +0000</pubDate>
		<guid isPermaLink="false">http://www.hrmorning.com/?p=253#comment-738</guid>
		<description>Another important trigger for lawsuits is the manager that is too ‘policy driven.’ Of course, managers will often spout that if they allow someone to go outside the policy they will lose control. Here is a helpful hint. Someone who says that has already lost control. This also reminds me of an old cowboy saying: “A hound dog will always return to a warm home.” That pretty much sums it up. 
Many times in the past, I’ve heard managers proclaim, “This is not a popularity contest.” Well, I hate to disappoint them, but it really is. The employee who just called in sick voted you Least Popular. Like it or not, these are contests you need to win, place, or show.  A patient never sues a doctor they like and they never sue a supervisor that showed them kindness.  Michael L. Gooch, SPHR www.michaellgooch.com</description>
		<content:encoded><![CDATA[<p>Another important trigger for lawsuits is the manager that is too ‘policy driven.’ Of course, managers will often spout that if they allow someone to go outside the policy they will lose control. Here is a helpful hint. Someone who says that has already lost control. This also reminds me of an old cowboy saying: “A hound dog will always return to a warm home.” That pretty much sums it up.<br />
Many times in the past, I’ve heard managers proclaim, “This is not a popularity contest.” Well, I hate to disappoint them, but it really is. The employee who just called in sick voted you Least Popular. Like it or not, these are contests you need to win, place, or show.  A patient never sues a doctor they like and they never sue a supervisor that showed them kindness.  Michael L. Gooch, SPHR <a href="http://www.michaellgooch.com" rel="nofollow">http://www.michaellgooch.com</a></p>
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