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Unit VII Case Study Sleeping on the Job

A workplace ethics case study exploring employee misconduct, managerial responses, and disciplinary action following an incident of sleeping on the job, based on a scenario from Unit VII.

Daniel Miller
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1UnitVIICaseStudy:SleepingontheJobCarissaPerlongoColumbiaSouthernUniversityHRM4304:CollectiveBargainingProfessor:SheilaBaldwin-BostonApril08,2025

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2UnitVIICaseStudy:SleepingontheJobIntroductionIncasestudy11-2ofourtextbook,weareaskedtoexaminethedismissalofauniontruckdriverwhowasobservedonmultipleoccasionsasleeporappearingtobeasleepinthecabofhistruckwhileonduty.Thecompanycitessafetyconcernsandprovidesdocumentedhistoryofsimilarincidentsasjustificationforhistermination.Theunionchallengesthisdecisionbasedonthecredibilityofthecompany'sevidenceandarguesagainsttheinconsistencyintheirdisciplinaryactionsandtheprobabilityofwhatactuallyoccurredwithawitnessfromanotherunionrepresentativewhoendedupnevergivingtestimony(Carrell&Heavrin,2013).UponreadingthecaseIwillbreakdownthefollowingquestionsonwhatIhavelearnedthusfar.ShouldtheFirstTwoInfractionsInfluencetheOutcomeoftheCase?Thewayinwhichacompanyhandlesincidentsonthejobsetsthetonetohowtheywillbemanagedinfutureoccurrencessoitisimportantforacompanytofollowconsistentguidelinesineachsituation.Atthetimeofthefirstincidentinthesummerof2008,thesupervisorfailedtoprovidesufficientdocumentationorevidenceofanincident.Thesupervisorinsteadtookaninformalapproachtothetruckdriverbeingasleeponthejob,whichsuggeststhatthecompanymaynothavevieweditasacriticalincidentatthetime(Carrell&Heavrin,2013).Beingthiswasthefirstincident,itisapossibilitythesupervisorwasissuinganinformal‘warning;however,itshouldstillbedocumentedaswithoutdocumentationitdoesnotfactorintothedecision-makingprocess.Inthesecondincident,thesupervisorissuedasafetyobservationcardandhadacounselingsessionwiththetruckdriverandhisunionsteward(Carrell&Heavrin,2013).Thisoutlinedaclearexpectationmovingforwardandwarnedtheemployeeofthefuture

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3consequencesifanotherincidentwastooccur,toincludebeingdischarged.Again,thisincidentwasmerelyasafetyobservationandnotaformalactionofdisciplinewhichinotherwordscouldbeseenasthecompanynotdeemingsleepingonthejobasanimmediateterminableoffense.Itdidhoweverlayaclearoutlinetotheemployeethatiftheywerewitnessedagainappearingtobeasleep,theywouldbedischargedfromtheirposition,withoutquestion.Thisincidentalonecouldplayinthecompany'sfavortotheirjustificationforterminationespeciallyonhowtheyviewthesafetyproceduresandregulationoftheirhandbook.Inthethirdincident,thetruckdriverwasobservedbythesupervisorandthebackhoedriverasleepforseveralminutesinarunningtruck.Oncethesupervisorreportedtothismanagement,itbecameaformalincidentandtheemployeewasdischargedasperhispreviouswarnings.Thecompanyoutlinesthattheemployeeviolatedaclearlycommunicatedpolicyandyetcontinuedtoriskthesafetyofthosearoundhimbynotbeingobservantatalltimeswhilehistruckwasbeingloaded(Carrell&Heavrin,2013).Whilethecompanydisplayedinconsistentenforcementofdisciplinaryactionsforsimilarincidents,Idofeelthatthefirsttwoincidentsshouldinfluencetheoutcomeofthecase.Inthespanoflessthanayear,thisemployeehasbeenwitnessedonthreeoccasionsviolatingsafetyregulationsandinthesecondincident,wasinformedoftheseriousnessinwhichhisactionsheld.Onthethirdaccount,ithasbecomeatrendandwhiletheunioncouldargueaboutinconsistentenforcementorevidencefortermination,theirmainwitnesstothethirdincidentdidnotshowuptotestifyatthehearing,whichcanbeseenashisagreementthattheemployeewasasleep.Overall,theenforcementofthesafetyandregulationsafterseveralincidentsmayplayahighercardespeciallywhensomeoneisshowingarecognizabletrendintheworkforce.
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Human Resource Management

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