Job Stress Case

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Register to read the introduction… . Case study # 6 JOB STRESS

Job fatigue and stress are significant problems faced by employees and their managers. Unfortunately, when a case of depression arises as a result, trying to resolve the problem may be difficult sometimes leading to conflict as this case illustrates.

Donald Knolls was an air traffic control super-visor for International Gateway Airport (IGA), an airport serving a major metropolitan area. In 2011, Donald began to experience depression-related problems due largely to severe stress and fatigue on the job. A few months later, he requested and was granted a disability leave for treatment of his illness. After eight months, his personal physician, an expert in depression treatment and a licensed consulting psychologist, agreed that he was suffi-ciently improved to return to his former position.IGA then sent Donald to the physician it had used when Donald first requested his disability leave. After an extensive evaluation, the doctor concluded that although Donald had made con- siderable strides in overcoming his depression, he should not be immediately returned to his former supervisory position because the conditions
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Is the charge of discrimination presented by Donald’s lawyer relevant to this case? Explain your answer.

3. If you were presented with this case, what decision would you reach? Explain.

Case study # 7 "Improving Performance Through a Progressive Discipline Policy

Simon Ouellet, former president of the Human Resources Professionals Association of Ontario, was recruited by Fantom Technologies to be vice president of HR. Fantom is a manufacturer of state-of-the-art floor care products based in southern Ontario.

One of the first issues he faced in his new job was an unacceptable absenteeism rate. There were about 250 employees on the 3 assembly lines, operating 2 shifts a day. The average employee was absent 13 or 14 days a year. The benchmark for other manufacturing sites was 8 or 9 days. Simon calculated that Fantom was employing between 30 and 35 extra people to cover absences. This hurt the bottom line.
A related problem was punctuality. Employees were habitually 5 or 10 minutes late on their shifts. In a white-collar environment with flextime, this would not have been as critical. But tardiness in this situation meant that the assembly line could not operate and that the other employees on the three lines were forced to remain

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