Wrongful Discharge, Staff Reduction And Employment Practices Manual

Wrongful Discharge, Staff Reduction And Employment Practices Manual

Print $149.00
Electronic $199.00
Both $249.00

Author: Richard J. Simmons
Publisher: Castle Publications
Edition: Fifth
ISBN: 9781940747262
Pages: Over 750

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Description

The Wrongful Discharge, Staff Reduction And Employment Practices Manual by Attorney Richard J. Simmons of Sheppard, Mullin, Richter & Hampton LLP is an essential manual for every employer in the nation. Finally — a publication that advises employers how to avoid lawsuits and increase the likelihood of prevailing when suits are filed. It is a desk reference that guides employers through discipline, documentation, and termination practices. A resource that every person involved in hiring, evaluating, staff reductions or disciplining should have.

This is the first publication that addresses the full range of employer responsibilities when evaluating and administering key personnel actions. It is a non-technical desk reference that reviews the law of wrongful discharge and related claims. It includes a step-by-step guide to assist employers to create and administer an effective performance evaluation system and contains helpful policies and forms. It is considered an outstanding practical and legal guide for every HR representative, manager, employment attorney and HR consultant.

Among the numerous topics addressed are the following:

  • Keys To Documentation
  • Post Termination Practices
  • At-Will Policy Issues
  • History Of Wrongful Discharge Law
  • Plant Closing And WARN Rules
  • Personnel File Issues
  • Theories Used Against Employers
  • Employee And Employer Duties
  • Negligent Performance Evaluations
  • Sample Forms
  • Exit Interview Forms
  • Job Applications Based On ADA Rules
  • Creating And Administrating Effective Performance Evaluation Systems
  • Defensive Practices
  • Layoff And Staff Reduction Issues
  • Emotional Distress Claims
  • Progressive Discipline
  • Avoiding Discharge Liability
  • Job Reference Issues
  • Grounds For Dismissals
  • Unemployment Insurance Responses
  • Arbitration And Mediation
  • Public Policy Considerations
  • The Evolution Of The Law Regarding Discipline And Terminations
  • A Good Discharge Does Not Come As A Surprise
  • Discrimination And Retaliation Standards
  • Express And Implied Contracts
  • At-Will vs. Good Cause Standards

Additional information

Format

Both, Electronic, Print

Table Of Contents

PREFACE

CHAPTER 1          INTRODUCTION

1.1                GENERAL SCOPE

1.2                THE NATURE AND ORIGIN OF THE EMPLOYMENT-AT-WILL RULE

1.3                EXCEPTIONS TO THE ABSOLUTE RIGHT TO TERMINATE AT WILL

1.4                PROTECTIONS AFFORDED UNION EMPLOYEES

1.5                SOURCES OF OBLIGATIONS

1.6                PREEMPTION AND THE INTERRELATIONSHIP OF STATE AND FEDERAL LAWS

1.7                GOVERNMENT EMPLOYEES

1.8                ROLE OF LEGAL COUNSEL

1.9                ABBREVIATIONS AND LEGAL CITATIONS

CHAPTER 2          STATE AND FEDERAL LAWS REGULATING DISCIPLINARY ACTION

2.1                OVERVIEW

2.2                STATUTORY RULES GOVERNING DISCIPLINARY ACTIONS

2.3                CONTRACTUAL LIMITATIONS ON DISCIPLINARY ACTIONS

2.4                JUDICIALLY-RECOGNIZED LIMITATIONS ON DISCIPLINARY ACTION

CHAPTER 3          THE THREE BRANCHES OF THE WRONGFUL DISCHARGE DOCTRINE

3.1                INTRODUCTION

3.2                PUBLIC POLICY EXCEPTION

3.3                EXPRESS AND IMPLIED AGREEMENTS TO TERMINATE ONLY FOR CAUSE

3.4                IMPLIED-IN-LAW COVENANT OF GOOD FAITH AND FAIR DEALING

CHAPTER 4           COMPANION CAUSES OF ACTION IN EMPLOYMENT LITIGATION

4.1                OVERVIEW OF CHAPTER

4.2                WRONGFUL DISCHARGE THEORIES

4.3                INFLICTION OF EMOTIONAL DISTRESS

4.4                DEFAMATION CLAIMS

4.5                WRONGFUL INTERFERENCE WITH CONTRACTUAL RELATIONS

4.6                CONSPIRACY CLAIMS

4.7                INVASION OF PRIVACY CLAIMS

4.8                MISREPRESENTATION AND FRAUD CLAIMS

4.9                FALSE IMPRISONMENT CLAIMS

4.10               LOSS OF CONSORTIUM

4.11               PROMISSORY ESTOPPEL

4.12               NEGLIGENT EVALUATION AND TERMINATION

4.13               NEGLIGENT HIRING, RETENTION, AND SUPERVISION

4.14               RETALIATION

4.15               DOCTRINE OF RESPONDEAT SUPERIOR

4.16               CONSTRUCTIVE DISCHARGE

CHAPTER 5          DUTIES OWED BY EMPLOYEES AND EMPLOYERS

5.1                DUTIES THAT ARISE FROM THE EMPLOYMENT RELATIONSHIP

5.2                EMPLOYEE DUTIES AND RESPONSIBILITIES

5.3                EMPLOYER DUTIES AND RESPONSIBILITIES/p>

CHAPTER 6          EVALUATING AND ADMINISTERING DISCIPLINARY ACTION

6.1                GENERALLY

6.2                PERFORMANCE PROBLEMS v. MISCONDUCT

6.3                FORMALIZATION OF DISCIPLINARY POLICIES

6.4                GENERAL GUIDELINES FOR FAIR DISCIPLINARY A

6.5                PROGRESSIVE DISCIPLINE AND WARNINGS

CHAPTER 7          PRACTICAL GUIDELINES FOR AVOIDING UNFAIR DISMISSAL CLAIMS

7.1                THE IMPORTANCE OF SOUND PERSONNEL PRACTICES

7.2                CAREFUL, FAIR, AND THOROUGH INVESTIGATIONS

7.3                TWO-ON-ONE RULE

7.4                PERSONNEL MANUAL PROVISIONS

7.5                GOOD DOCUMENTATION PRACTICES

7.6                INHERITING THE PROBLEM OF A WEAK SUPERVISOR

7.7                LONG-TERM EMPLOYEES WITH DISTORTED PERSONNEL RECORDS

7.8                SUPERVISOR TRAINING

7.9                EVALUATING THE PERFORMANCE OF THE PERFORMANCE EVALUATION SYSTEM

7.10               COORDINATION OF REFERENCE CHECKS

7.11               TERMINATION LETTERS

7.12               GLOWING RECOMMENDATIONS

7.13               GRIEVANCE AND OTHER DISPUTE RESOLUTION PROCEDURES

7.14               MANNER OF ADMINISTERING DISCHARGE DECISIONS

7.15               ALLOWING EMPLOYEES TO RESIGN

7.16               LOAN VERIFICATION STATEMENTS

7.17               DIARIES, LOGS, AND CALENDARS

7.18               INVESTIGATIVE MEMORANDA

7.19               RETENTION OF IMPORTANT RECORDS

7.20               POST-TERMINATION SAFEGUARDS

7.21               APPLICATION FORMS

7.22               ROLE OF LABOR COUNSEL

CHAPTER 8          POST-TERMINATION ACTIONS AND PROCEDURES

8.1                IMPORTANCE OF POST-TERMINATION PRACTICES

8.2                EXIT INTERVIEWS

8.3                ADMINISTERING INVOLUNTARY TERMINATIONS

8.4                BENEFIT ADMINISTRATION RESPONSIBILITIES

8.5                DISTRIBUTION OF FINAL PAY

8.6                RETURN OF COMPANY PROPERTY AND EQUIPMENT

8.7                SEVERANCE PAY PROGRAMS

8.8                SEVERANCE AGREEMENTS AND RELEASES

8.9                POLICIES ON REFERENCES

8.10              GLOWING REFERENCES

8.11              BLACKLISTING PROHIBITIONS

8.12              INSPECTION OF PERSONNEL FILES

8.13              OUTPLACEMENT ASSISTANCE

8.14              NOTIFICATION OBLIGATIONS UNDER UNEMPLOYMENT INSURANCE LAWS

8.15              UNEMPLOYMENT INSURANCE PROCEEDINGS

8.16              PROTECTION OF TRADE SECRETS AND CONFIDENTIAL INFORMATION

CHAPTER 9          PERFORMANCE EVALUATION AND APPRAISAL SYSTEMS

9.1                ROLE OF PERFORMANCE APPRAISAL SYSTEMS

9.2                OBJECTIVES OF EVALUATION SYSTEMS

9.3                GENERAL GUIDELINES FOR PERFORMANCE EVALUATION SYSTEMS

9.4                THE DEVELOPMENT OF A SYSTEM

9.5                ESTABLISHING PERFORMANCE STANDARDS

9.6                INTERIM EVALUATIONS

9.7                TRAINING SUPERVISORS

9.8                ROLE OF EMPLOYEES IN THE EVALUATION PROCESS

9.9                EVALUATIONS AS EVIDENCE

9.10               PERSONNEL MANUAL PROVISIONS

CHAPTER 10        UNEMPLOYMENT INSURANCE AND OTHER INCOME PROTECTION PROGRAMS

10.1              INCOME PROTECTION SYSTEMS

10.2              UNEMPLOYMENT INSURANCE SYSTEM

10.3              DISABILITY INSURANCE PROGRAM

10.4              SOCIAL SECURITY BENEFITS

CHAPTER 11        LAYOFFS AND STAFF REDUCTIONS

11.1              THE NEED TO ADDRESS STAFF REDUCTION ISSUES

11.2              THE NATURE OF STAFF REDUCTIONS AND OTHER CUTBACKS

11.3              IMPORTANCE OF CONSISTENCY BETWEEN JUSTIFICATIONS FOR CUTBACKS AND ACTIONS TAKEN

11.4              EMPLOYMENT DISCRIMINATION ISSUES

11.5              PERSONNEL POLICIES AND EMPLOYEE HANDBOOKS

11.6              MISCELLANEOUS ISSUES

11.7              ALTERNATIVES TO LAYOFFS

11.8              FEDERAL MASS LAYOFF AND BUSINESS CLOSING LAW

11.9              STATE MASS LAYOFF LAWS

CHAPTER 12        PERSONNEL POLICIES AND DISCIPLINARY GUIDELINES

12.1              RELEVANCE OF PERSONNEL POLICIES

12.2              CONTRACTUAL NATURE OF PERSONNEL POLICIES AND EMPLOYEE HANDBOOKS

12.3              POLICIES THAT REQUIRE SPECIAL ATTENTION

12.4              EFFECT OF DISCLAIMERS IN HANDBOOKS

12.5              STANDARDS OF PERFORMANCE AND DISCIPLINARY OFFENSES

12.6              THE USE OF AT-WILL POLICIES

12.7              DESCRIPTION OF DISCIPLINARY OFFENSES

12.8              PROGRESSIVE DISCIPLINE POLICIES

12.9              PERFORMANCE EVALUATION SYSTEMS

12.10             GRIEVANCE PROCEDURES

CHAPTER 13        THE EMPLOYEE POLYGRAPH PROTECTION ACT

13.1              INTRODUCTION

13.2              COVERAGE OF FEDERAL LAW

13.3              TYPES OF TESTS REGULATED

13.4              COMPLETE AND PARTIAL EXEMPTIONS

13.5              PROCEDURAL REQUIREMENTS APPLICABLE TO PARTIAL EXEMPTIONS

13.6              LIMITATIONS ON DISCLOSURES

13.7              POSTING REQUIREMENTS

13.8              RECORD-KEEPING AND INSPECTION RULES

13.9              ENFORCEMENT AND SANCTIONS

13.10             STATE LAWS AND COLLECTIVE BARGAINING AGREEMENTS

13.11             SAMPLE NOTICE TO EXAMINEE

CHAPTER 14        LIMITATIONS ON REMEDIES AND DEFENSES

14.1              OVERVIEW OF CHAPTER

14.2              MANAGERIAL DISCRETION AND KEY EMPLOYEES

14.3              ROLE OF JURIES IN BREACH OF CONTRACT CASES

14.4              DISTINCTIONS BETWEEN CONTRACT AND TORT THEORIES AND REMEDIES

14.5              ADDITIONAL RESTRICTIONS ON TORT RECOVERIES

14.6              MITIGATION OF DAMAGES

14.7              EXCLUSIVE REMEDY RULES

14.8              STATUTES OF LIMITATION

14.9              AFTER-ACQUIRED EVIDENCE DOCTRINE

14.10             JUDICIAL ESTOPPEL

14.11             EMPLOYEE CONDUCT THAT HAS CULMINATED IN LAWFUL TERMINATIONS

14.12             RELIGIOUS ORGANIZATIONS

14.13             INDEPENDENT CONTRACTORS

14.14             SOVEREIGN IMMUNITY

CHAPTER 15        ARBITRATION, MEDIATION, AND OTHER DISPUTE RESOLUTION PROCEDURES

15.1              OVERVIEW

15.2              NONJUDICIAL MEANS OF RESOLVING DISPUTES

15.3              MEDIATION OF DISPUTES

15.4              ENFORCEABILITY OF ARBITRATION AGREEMENTS

15.5              ARBITRATION AGREEMENTS

15.6              STATE ARBITRATION STATUTES

15.7              ARBITRATION AGREEMENTS – CHECKLIST OF CONSIDERATIONS

CHAPTER 16        SAMPLE FORMS

16.1              OVERVIEW

16.2              APPLICANT DATA COLLECTION FORM

16.3              JOB APPLICATION LANGUAGE

16.4              OFFER OF EMPLOYMENT

16.5              SAMPLE AT-WILL STATEMENTS

16.6              PERFORMANCE EVALUATION

16.7              EMPLOYEE PERFORMANCE EVALUATION

16.8              PERFORMANCE APPRAISAL FORM

16.9              EMPLOYEE COUNSELLING FORM

16.10             DISCIPLINARY ACTION FORMS

16.11             SAMPLE EMPLOYEE SIGNATURE LINES FOR COUNSELLING FORMS

16.12             SAMPLE EXIT INTERVIEW FORM

16.13             SAMPLE REQUEST TO INSPECT PERSONNEL FILE

16.14             SAMPLE NOTICE UNDER SECTION 1089-1 OF THE REGULATIONS OF THE CALIFORNIA EMPLOYMENT DEVELOPMENT DEPARTMENT

16.15             SAMPLE EMPLOYEE REFERENCE POLICIES

16.16             SAMPLE RESPONSE TO REQUEST FOR VERIFICATION OF EMPLOYMENT

16.17             SAMPLE GRIEVANCE SUBMISSION FORM

16.18             SAMPLE GRIEVANCE PROCEDURE

CASE TABLE

SUBJECT INDEX

About The Author

Richard J. Simmons is a Partner in the law firm of Sheppard, Mullin, Richter & Hampton LLP in Los Angeles. He represents employers in various employment law matters involving litigation throughout the country and general advice regarding state and federal wage and hour laws, employment discrimination, wrongful discharge, employee discipline and termination, employee benefits, affirmative action, union representation proceedings, and arbitrations. Mr. Simmons received his B.A., summa cum laude, from the University of Massachusetts, where he was a Commonwealth Scholar and graduated in the Phi Kappa Phi Honor Society. He received his J.D. from Berkeley Law at the University of California at Berkeley where he was the Editor-in-Chief of the Industrial Relations Law Journal, now the Berkeley Journal of Employment and Labor Law.

 

Mr. Simmons argued the only case before the California Supreme Court that produced a victory for employers and business in 2018. He was recently recognized as the Labor and Employment Attorney of the Year by the Los Angeles Business Journal and was inducted into the Employment Lawyers Hall of Fame. He has lectured nationally on wage and hour, employment discrimination, wrongful termination, and other employment and labor relations matters. He is a member of the National Advisory Board to the Berkeley Journal of Employment and Labor Law, published by Berkeley Law at the University of California at Berkeley. He was also appointed by the California Industrial Welfare Commission as a member of three Minimum Wage Boards for the State of California.