EOC Week 1: Old Timer Makes Waves

Sally is a long-term employee of a company that seems to be inclining on the business curve. However, to consider a company successful, it must be adapting to the changes in its environment to continue making profit. It's obvious that Sally shows some type of dedication-- to an extent, that is. Sally seems to feel that the company owes her something in return for her years of hard work input. I do believe that great employees shall be rewarded or recognized for standing out. On the other hand, she doesn't seem to want to grow WITH the company. It may be that she is a little burnt out, or possibly doesn't feel that the company's changes are going to benefit the company. Either way, whether Sally showed commitment in the previous years at work, her consistency is slowly but surely lagging. It seems like Sally's traditional way of work is making her part ways with the company, abstractly, and I feel like if Sally doesn't want to acknowledge the change in environment, then her time is probably up, physically, with this company. Management should definitely take into consideration Sally's feelings toward the situation, after all, she does deserve to be heard. From there, the company can provide Sally with information about the only possibilities to make her happy and what they expect in return, and if Sally cannot relate then Sally shall understand that this company was at one time where she belonged and will probably fit in better somewhere else, somewhere more traditional.

"According to the ruling by the Supreme Court, it is discriminatory to lay off employees with seniority simply 

to protect the jobs of recent hires who belong to protected groups." (Managing Hospitality Resources, pg. 31)

"Hospitality will face an additional need: increased reliance on aging baby boomers to fill part-time positions." (Managing Hospitality Resources, pg. 35)

"...the best way to avoid potential lawsuits is simply to listen to employees, find out what they want, need, expect and would like." (Managing Hospitality Resources, pg. 36)

"Do not promise more than you are willing to deliver. Some courts have even viewed lengthy duration of employment as an "implied contract" of permanent employment." (Managing Hospitality Resources, pg. 32)