Tim Hortons Case Study (Case Study Sample)

Tim Hortons
Name
Institution
Course
Date
Evaluation of Tim Hortons approaches to handling the situation
The ministry of labor ordered Tim Hortons to pay $12,500 and compensation for their previous employee, Noor Al Sada. Noor was the restaurant, Coffee chain, designer fired because she suffered medical issues, which led her to miss work at times. Jassim Al Kuwari, a member of the Ministry of Labour, stated that Tim Hortons made the termination decision on discrimination basis. He said that the applicant needed monetary compensation for damages on dignity, self-respect and feelings. Noor's lawyer had emailed Doha news. He informed them that Noor deserved more compensation that what the court had asked for, as Tim Horton's conduct was disgraceful.
The lawyer was pleased with the positive response from the Ministry of Labour because they considered the matter. The coffee shop had violated Qatar Labour code when they terminated Noor's ten years of loyal service because she had a disability. Noor worked at Al Meera Corp. with the responsibility of specialized projects. She had duties such retrofitting new stores into pre-existing buildings. The workload was a lot of work long hours however Noor was okay with the situation. She loved her job. At first, Noor's bosses praised her passion and commitment in some performance reviews.
In 2010, Noor took her first medical leave. By then, the leaders praise had declined as they claimed her quality and competence was not good. They said Noor made petty mistakes and errors that cost the company time and money in the donut sector. During her leave, Noor underwent a surgery for a cancerous condition. When she was back for work, one of the leaders wrote her a warning outlining problems with seven of her files that cost the company $ 3000 in repairs. The warning stated that she would lose her job if she did not rectify her previous mistakes.
A senior employee said that he was frustrated over the delay in one of Noor's project, and he had given up on it. Few months later, more issues about Noor's work arose. The members of the company claimed that she had been in the company for eleven years hence did not expect Noor to make such mistakes. The seniors told her that they would continue monitoring her work and review her performance after two months. The review never occurred. At the same time, she suffered a ruptured appendix developing an infection and went back to work in May. In August, she missed other four weeks due to more complications from her appendix.
In October, the human resource officer handed her a termination letter. She wrote to the ministry that her condition and age had a big impact on her termination as the company thought that it would be a continuous condition. Tim Hortons, when asked, responded that it was her work history, which caused the termination and not her medical condition. The company said it had warned Noor to be more attentive to her duties and major on quality over quantity. In 2003, a leader in the company said she had achieved only marginal expectations. They told her that her work was taking directions from others and creating extra work for herself in the following year.
During 2009, the seniors urged Noor to be attentive and think thing through and review work for perfection. Noor defended her case saying her issues were unavoidable. She was not in the office for some time and the errors that occurred in that duration of time would not be there if she were around. The problem that Tim Horton's office had been that no one remembered when the decision was made and still there were no filed documents of the proceedings of the termination. The Ministry of Labour said it was a mistake for the company to say they had the right to detach her from work yet no documents proved their justification.
What Tim Hortons did correctly
Noor's right to fair treatment without discrimination based on disability was infringed. The ministry despite supporting her case, it did not go to the extent of assisting Noor get her job back. The ministry saw it wise to assist Noor to acquire a three-month salary compensation. Tim Hortons had only thirty days to compensate her. Tim Horton has good leaders who follow up on an employee's performance. They take the initiative to look at Noor's performance over the years. It is essential, as an employee will greatly improve on areas they get reluctant on and eventually their performance is reflected from the success of the company.
Tim Hortons takes a keen interest in the issues of employee input in their company. They inform Noor when she declines her performance from previous events. The seniors persist that she takes her work seriously, as they are incurring costs from maintenance, which would be avoided if she were keener on her job. They also told her that she needed to commit to her duties. One of the seniors explained that Noor took time seeking direction from other people rather than concentrating on her field of specialization. It was good to inform her overall performance leads to the success of the company as a whole. Correcting her would, therefore, enable her concentrate more on her work and performing more.
The seniors of the company appreciated workers performance. It is seen where they praise Noor's passion and commitment to her job. Good leaders need to motivate workers. When a worker realizes that the seniors recognize their efforts, they commit more on their work and independently raise their performance. The company offered to leave to its employees whenever it was urgent. Employees did not end up feeling restricted in case they needed to attend to an issue. Noor had medical leaves when she got health complications.
Issues Tim Hortons needed to improve on
Tim Hortons despite doing the things above right, they made mistakes in their duties. Therefore, the employees and seniors needed to improve on some issues. They considered Noor's mistakes easy and repetitive. They needed to take the initiative to correct her in the right way and avoid assuming that the mistakes she did were intentional and unavoidable. The leaders majorly scrutinized employees' performances. It would be better if the seniors joined the employees in their work to have the first-hand experience of the challenges each employee faced in the responsibilities.
Tim Hortons was strict on their employees. They felt that Noor had many leaves consecutively which led to her poor performance in work. One of the seniors had even issued her with a written warning after her first leave. He claimed they had used quite an amount of money in repairs for mistakes in Noor's files. They threatened her with losing her job if she never showed improvement. The seniors should be more considerate on Noor's case. She had been out of work due to some health issues. Therefore, she could not perform her duties normally. This issue led to the blunders in her files. The warning letter was not right because she was absent work when the blunders occurred.
The seniors took advantage of Noor's eleven years of experience in the company to blame her for any mistakes she made during work. They felt she had known so much about the company hence did not deserve to make any mistakes. It was wrong for the seniors to expect her to be a perfectionist. Every human being makes errors. They also never went for the cause of her mistakes. It is advisable for any senior first to look into the main cause of a recurring problem rather than making assumptions that the employee is just negligent and has enough knowledge to solve the issue at hand.
Tim Hortons failed by summoning Noor to a meeting with the human resources officer and handing her a termination letter. Noor had no choice in her performance at work as she was experiencing health difficulties. The seniors, however, took it that she was not working to her level best hence the poor results. All along, they knew the problems Noor was facing. It was better if they reduced her duties and assigned them to another person to reduce her massive workload and delays. It would relieve Noor to heal better and reduce pressure from her duties as an interior designer.
The other error Tim Horton made was, not filing any document showing the proceedings of Noor's termination. No one in the headquarters could attest to the time the termination decision was made. It left the ministry of labor wondering whether the termination decision was genuine or not. The company should have kept any documents regarding their former and current employees. The documents are essential in referencing any issue that arises regarding an employee.
Disability management program
To prevent the compensation issue arising, Tim Hortons needed to have a disability policy. An effective disability management program helps to reduce absenteeism, assist workers stay healthy in the workplace and reduce the duration of a disability claim. The program influences the employees and the organization wholly. It is a good way to show employees that you care about their health and encourage them through their duties. It contributes to employee engagement and high productivity levels enabling employees with health conditions to remain in the workplace. The policy assists an employee to adapt fast to the workplace after the absence.
Elements of a good disability management plan include awareness, health promotion, disability prevention and effective return to work strategy. Tim Hortons should have a disability management program with legislative requirements are written in the legislation and provides basis for the policy. Policy requirements will be the disability services and the people who took part in consultations in developing the policy to support the legislation. Practice requirements guide people with a disability and disability service providers when applying this policy.
The policy should have the mean...