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<blockquote data-quote="30RedWonka" data-source="post: 1144573" data-attributes="member: 47859"><p>beentheredonethat,</p><p></p><p>Thank you for responding. Understand I'm not trying to justify the case to nor gain favor with this audience. I seek sincere advice so I'm trying to be as general and objective as possible. This thread was posted to learn from others who may have contacted HR for a similar situation. Is it always a no win for the employee? Will HR address the case from an objective perspective?</p><p></p><p>My previous response was an attempt to provide examples of this manager's behavior. Additional details cannot be provided without revealing identity. This post doesn't describe the event that could fit the definition of a threat or intimidation.</p><p></p><p>I would like to clarify my point about the task assignment situation. Some background is warranted to provide the context for my comments. The manager in question knows very little (and cares even less) about the operation for which s/he is responsible. Retirement is the primary objective. This person doesn't keep up with the projects and tasks handled by the team. The team is filled with professionals that successfully operate the unit and deliver above expectations.</p><p></p><p>Frequently, this manager receives requests from internal customers for services (can't say what type), and requests from higher level managers in the food chain. These requests are usually due upon receipt because this manager let something slip by or isn't capable of producing the material due to a lack of skills. The manager gets emotional and panics whenever requests like this occur. This is when the immediate demand or task assignment occurs to an unsuspecting team member. The person of least favor receives the call of duty. The employee is expected to drop everything and immediately deliver according to manager's request. No consideration is given to the employee's workload nor to the priorities therein. The team is sick of bailing out the manager and enduring the emotionally charged tirades associated with each request. I hope this explanation clarifies the point.</p><p></p><p>In my opinion, a manager should never threaten to fire, demote or discipline an employee. Communication of this nature must only occur once the decision has been made by higher level management working in concert with HR. There are fully documented procedures for this situation. Using these tactics without being serious are likely to be in conflict with company policy, and may be illegal in some states. At the very very least, it indicates a lack of management education, judgement and self discipline. Qualified managers aren't usually in a situation where they have to issue threats just to get his/her way. We are talking about the lowest rung of the management ladder in this situation and the union steward route isn't an option in this case.</p></blockquote><p></p>
[QUOTE="30RedWonka, post: 1144573, member: 47859"] beentheredonethat, Thank you for responding. Understand I'm not trying to justify the case to nor gain favor with this audience. I seek sincere advice so I'm trying to be as general and objective as possible. This thread was posted to learn from others who may have contacted HR for a similar situation. Is it always a no win for the employee? Will HR address the case from an objective perspective? My previous response was an attempt to provide examples of this manager's behavior. Additional details cannot be provided without revealing identity. This post doesn't describe the event that could fit the definition of a threat or intimidation. I would like to clarify my point about the task assignment situation. Some background is warranted to provide the context for my comments. The manager in question knows very little (and cares even less) about the operation for which s/he is responsible. Retirement is the primary objective. This person doesn't keep up with the projects and tasks handled by the team. The team is filled with professionals that successfully operate the unit and deliver above expectations. Frequently, this manager receives requests from internal customers for services (can't say what type), and requests from higher level managers in the food chain. These requests are usually due upon receipt because this manager let something slip by or isn't capable of producing the material due to a lack of skills. The manager gets emotional and panics whenever requests like this occur. This is when the immediate demand or task assignment occurs to an unsuspecting team member. The person of least favor receives the call of duty. The employee is expected to drop everything and immediately deliver according to manager's request. No consideration is given to the employee's workload nor to the priorities therein. The team is sick of bailing out the manager and enduring the emotionally charged tirades associated with each request. I hope this explanation clarifies the point. In my opinion, a manager should never threaten to fire, demote or discipline an employee. Communication of this nature must only occur once the decision has been made by higher level management working in concert with HR. There are fully documented procedures for this situation. Using these tactics without being serious are likely to be in conflict with company policy, and may be illegal in some states. At the very very least, it indicates a lack of management education, judgement and self discipline. Qualified managers aren't usually in a situation where they have to issue threats just to get his/her way. We are talking about the lowest rung of the management ladder in this situation and the union steward route isn't an option in this case. [/QUOTE]
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