Healthcare and Medicine Reference
3. Laura held group meetings where there was a good deal of complain-
ing initially. Don't you think complaining often leads to conflict and
divisiveness as members of the unit pair off with one another and
form camps that lead to more divisiveness and conflict?
4. Laura hired a mentor to help her with her management and to keep
her from, one assumes, burning out or becoming overly angry.
Do you think this is a wise practice and, if so, who should pay for the
service—Laura, or the agency?
5. Firing the bad actors in her unit created a good deal of anxiety among
workers. Do you think Laura should have met with the unit after she
fired the workers and explained her reasons, assuring them it would
not happen again without extreme provocation, or do you think this
might have created a confidentiality problem that could lead to legal
action by the fired workers against Laura and the agency?
This chapter on hiring, in-service training, and termination presents practi-
cal information on the importance of correct ways of hiring and terminat-
ing workers for cause. Because of the bad economy where employers have
used lack of money in an organization to terminate workers, it's wise to
remember that workers have rights and that, even if money isn't as avail-
able as it has been in the past, termination must be done in a way that can
be justified if a worker files a grievance or law suit. Up to 200,000 workers
each year are terminated and have had their legal rights violated. Similarly,
hiring can be an arduous process if it is done badly; practical information
from the literature is provided to make hiring as scientific and accurate as it
can ever be, realizing that there are limits even in the best hiring process.
An example of a termination meeting with a worker is provided along
with a case study of a badly functioning work unit with examples of how
the manager is able to deal with the many problems in her unit. Material
is also presented on the importance of in-service training. Chapter 10
shows how behavioral worker evaluations are done and how they afford
organizations more protection from law suits and grievances if workers
don't meet standards and are terminated for cause.
Buhler, P. M. (2005). Interviewing basics: A critical competency for all managers.
Supervision , 66 (3), 20 22.
Cherne, F. (1999). Hiring so you won't be firing. Supervision , 60 ( 7 ), 9 11.
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