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    McDonalds Case

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    Dayavanti
    McDonald's puts profits ahead of employee safety and health. One worker had to pour hot grease into trash bags without gloves for six months while grease disposal equipment was broken. A study found 79% of fast food workers suffered burns in a year due to understaffing, lack of safety equipment and training. McDonald's employees in 19 cities filed health and safety complaints about the company's inability to ensure basic protections. While McDonald's says employees can freely join unions, workers reported facing retaliatory discipline for supporting unionization. Supervisors wrote up pro-union employees for minor issues but not others. Workers saw discipline as punishment and anti-union messaging from management. Three were fired, four suspended, and two had

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    McDonalds Case

    Uploaded by

    Dayavanti
    50 views1 page
    McDonald's puts profits ahead of employee safety and health. One worker had to pour hot grease into trash bags without gloves for six months while grease disposal equipment was broken. A study found 79% of fast food workers suffered burns in a year due to understaffing, lack of safety equipment and training. McDonald's employees in 19 cities filed health and safety complaints about the company's inability to ensure basic protections. While McDonald's says employees can freely join unions, workers reported facing retaliatory discipline for supporting unionization. Supervisors wrote up pro-union employees for minor issues but not others. Workers saw discipline as punishment and anti-union messaging from management. Three were fired, four suspended, and two had

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    McDonalds case

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    McDonald's puts profits ahead of employee safety and health. One worker had to pour hot grease into trash bags without gloves for six months while grease disposal equipment was broken. A study found 79% of fast food workers suffered burns in a year due to understaffing, lack of safety equipment and training. McDonald's employees in 19 cities filed health and safety complaints about the company's inability to ensure basic protections. While McDonald's says employees can freely join unions, workers reported facing retaliatory discipline for supporting unionization. Supervisors wrote up pro-union employees for minor issues but not others. Workers saw discipline as punishment and anti-union messaging from management. Three were fired, four suspended, and two had

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    50 views1 page

    McDonalds Case

    Uploaded by

    Dayavanti
    McDonald's puts profits ahead of employee safety and health. One worker had to pour hot grease into trash bags without gloves for six months while grease disposal equipment was broken. A study found 79% of fast food workers suffered burns in a year due to understaffing, lack of safety equipment and training. McDonald's employees in 19 cities filed health and safety complaints about the company's inability to ensure basic protections. While McDonald's says employees can freely join unions, workers reported facing retaliatory discipline for supporting unionization. Supervisors wrote up pro-union employees for minor issues but not others. Workers saw discipline as punishment and anti-union messaging from management. Three were fired, four suspended, and two had

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    © All Rights Reserved
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    Download as docx, pdf, or txt
    of 1

    This case study is based on an American outlet that has been shifted to UK, named as McDonald’s.

    McDonald’s core value is they place the customers experience at the core of all they do, they believe
    that are doing work in a more ethical way, make profits and also strive continually to improve.
    McDonald's puts profit ahead of its employees. One worker described having to pour hot grease into
    trash-bag lined buckets without wearing any gloves - all while the grease disposal equipment lay
    inoperable for six months. And, although McDonald's corporate offices undertake extensive inspections
    of franchisees' business operations on a regular basis, they pay little attention to health and safety
    measures in those same franchises. According to a recent research conducted by the National Council
    for Occupational Safety and Health, 79% of fast-food employees in the United States had been burnt in
    the last year. These burns are often fully avoidable, since they are caused by factors like as
    understaffing, insufficient safety equipment, and inadequate training. McDonald's employees in 19 cities
    have submitted health and safety complaints, exposing the fast-food giant's significant inability to
    implement even basic safety precautions for its employees.

    RETALIATORY DISCIPLINARY ACTIONS:

    Employees are totally free to join a union if they wish. This is in accordance with U.K. employment
    regulations which we follow to the letter. However, we don't currently work with any specific trade union
    because we have a number of internal methods that we use to speak to our employees all the time.
    Communication is everything, and we believe in honest and open dialogue between employees and the
    company. We work with employees and franchisees to make sure this happens both in restaurants and
    within our wider business. Many employees who were visibly supportive of the union organizing
    campaign (including some dismissed workers) had clean disciplinary records, or a few minor write-ups,
    until they were recognized as union sympathizers. After being recognized as in favor of unionization,
    however, supervisors wrote them up repeatedly for minor, even made-up, violations and/or items for
    which other employees who did not endorse the union were not written up

    All employees said that they saw the disciplinary actions as punishment for their support for union
    organizing. They saw employees who supported the union being reprimanded considerably harsher than
    those who did not, and they detailed to ILRF receiving nasty anti-union messaging on paid time, in fliers,
    and directly from management. As a result, they saw the disciplinary measures as part of a concerted anti-
    union strategy. Three of the seventeen participants in the focus group had been dismissed, four had been
    suspended, and two had family members who had been fired. Thirteen employees said that they had
    directly seen a non-union employee do the identical behavior for which they had been reprimanded and
    not face disciplinary action.

    WORKERS STORY:

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