The Sleepy Nights Motel chain consists of a hundred motels across Canada, providing what's known in the industry as luxury budget accommodations, at...
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The Sleepy Nights Motel chain consists of a hundred motels across

Canada, providing what's known in the industry as luxury budget accommodations, at lower than market rates.
 Prior to Unionization
All employees of Sleepy Night Motels start at minimum wage regardless of the type of job or the responsibilities involved in the job. They have a dental plan but the employees have to pay 50% of the premiums. Employees receive a discount on room rentals if they stay at one of the other Sleepy Night Motels in the chain. They do not receive any extended health benefits or a sick leave plan. Employees who have friends who work for other hotel chains such as "Sleep Right" and "Doze City" know that those employees receive higher wages, and have a lucrative benefit package which includes full payment for employee uniforms for cleaning staff.
Most people who are familiar with the Oshawa, Ontario location of the motel describe it as having very poor working conditions and management practices. The supervisors schedule the work shifts. Those who party with the supervisors get the best shifts. Employees work long and unpredictable hours with few breaks or rest periods. Many employees do not know from one day to the next what shifts they will be working. Management has denied employee requests for a lunchroom and more modern maintenance equipment. 
There were few complaints to upper management since employees have learned lessons from other employees who were fired for questioning the decisions made by supervisors or ridiculed for coming up with suggestions to improve operations. One employee, who was fired for refusing to follow the orders of a supervisor, launched a wrongful dismissal lawsuit against the company. He felt he was asked to do a task he wasn't trained to do.
The employees receive an annual Performance Appraisal, but any reason is found to deny them an increase in wages. Some Supervisors spot-check one or two things the employee was supposed to have done and try to find fault with it. From the Supervisor's point of view this would provide justification for a poor rating. The employees are told verbally by the Supervisor what is written in the review but they are not permitted to see it. Favoured employees consistently receive better ratings and higher wage increases regardless of their performance.
Management doesn't seem to care about the Health and Safety of the employees. One employee addressed the problem of Health and Safety with the following comments. "If you came in and took a look around you would find guards off machinery in the boiler room, no written safety procedures and you wouldn't find any WHMIS data sheets on site. Just last week another employee was injured, this time by a filing cabinet falling over in a storage room. He had to be taken to the hospital. We've got to take a stand because it's real hard to work under these conditions. We are all stressed out."
There is no communication between management and staff. We are simply told what to do. The supervisors don't have a clue about managing people. Although the systems are computerized many of the employees do not have the computer skills required to use them effectively. 
Last month a supervisor terminated an employee without giving him reasonable notice. The supervisor defended his actions by saying the employee should have known how to use the new computer system since the employee had been here long enough. Further investigation revealed no formal training has ever been provided. Room bookings are often incorrect and front desk staff have to deal with angry customers. This is a challenge since the front desk staff have not been trained on how to deal with these issues.
Unionization
In the spring of 2019 the first collective labour agreement was negotiated. The workers were now members of the SEIU (Service Employees International Union). SEIU was successful in organizing and securing excellent contracts for workers in many other motel chains in the Oshawa area including the "Sleep Right" and "Doze City" chains.  Starting salaries had increased substantially at these unionized motels and most negotiated a lucrative benefit package. When interviewed by the local newspaper, Jim Smith, a front desk clerk and kitchen relief worker, stated, "We are looking for substantial improvements now that we are unionized. After five years with the company I still only earn slightly more than minimum wage and our work environment is not safe. "
 Case Questions: Place your responses to each question in the large box provided below. Copy and paste the questions in the box below.
 Identify two reasons why you feel the employees voted in favour of joining a union. Provide quotes from the case to support your answer. (4 marks)
 Reason 1:  
Quote:  
Reason 2:  
Quote: 
2. Identify and explain the three roles of a union. (3 marks)
 
3. Based on information from the case, name one factor that influenced the compensation system at Sleepy Nights Motel before unionization. (2 marks)
 
4 a) Does Sleepy Nights Motel have internal equity in their compensation system before unionization? Explain using a quote from the case. (2 marks)
 
 4 b)  Do you think Sleepy Nights Motel will likely have external equity in their compensation system with a union? Explain using a quote from the case. (2 marks)
 
5. Identify two employee benefits that you would implement if you managed the motels. (2 marks)
 
6 a) Identify and fully describe one pay for performance plan that you could implement to for the jobs at Sleepy Nights Motel. (2 marks) 
 
6 b) Explain how you think the company and employees could benefit from the pay for performance plan you recommend. Provide specific examples of what might improve. (2 marks)
 
7. If Sleepy Nights Motel completed a Job Evaluation process, each job would have number of points assigned and would be placed on a pay grade. Explain one way the company would decide how much to pay employees in each pay grade? (2 marks)
 
8. With reference to the wrongful dismissal suit filed by a former employee, provide two examples of documentation/evidence management would need to provide to support their decision to terminate the employee? (2 marks) 
 
9. Was reasonable notice required to be given to the employee terminated for not being able to use the new computer system? Why? (2 marks)
 
10. Identify two problems with the performance appraisal system at Sleepy Night Motels. Provide a quote from the case to support each problem identified. (4 marks)
 
 
11. Describe one change you would implement to make the performance appraisal system focus on employee improvement at Sleepy Nights Motel. (1 mark)
 
12. Identify two groups of people who might be able to give input into the performance appraisals of the front desk workers at Sleepy Nights Motel? What type of information could these groups supply that would be helpful for performance management (2 marks)
 
13. Identify one health and safety issue at Sleepy Nights Motel. Suggest one way it can be  (2 marks)
 
14. If you were in senior management at Sleep Night Motel, identify and explain one performance expectation you would set for the supervisors. How would that performance expectation, if met, increase employee engagement? (2 marks)
 
END OF CASE QUESTIONS

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