Day 125 - 12 May 95 - Page 23


     
     1        that and what Mr. Beavers is talking about is the actual
     2        practice as opposed to the strict contractual or statutory
     3        rights.
     4
     5   MS. STEEL:  Basically, would you accept then that the crew
     6        members do not have any guaranteed employment rights?
     7        A.  They have no guaranteed employment rights.  They do not
     8        have guaranteed employment or guaranteed conditions of
     9        employment.
    10
    11   MR. JUSTICE BELL:  Why do you not leave the manual because it
    12        really is not productive while you read pages.  I know you
    13        have read them before in the course of -----
    14
    15   MS. STEEL:  I have pages highlighted; it is just that -----
    16
    17   MR. JUSTICE BELL:  -- or while you think about what to ask.  If
    18        need be, you can take part of the mid-day adjournment and
    19        write in the margin where you have highlighted matters what
    20        it was you wanted to ask on it.  But I think we should try
    21        to press on without too many gaps.  If Mr. Morris has more
    22        questions to ask, he could proceed with his.
    23
    24   MS. STEEL:   Right.  (To the witness):  The performance reviews
    25        that lead to wage increases, or can possibly lead to wage
    26        increases, you said they are twice a year, yes?  I think it
    27        is in here anyway.  That is right, is it not?
    28        A.  At least twice a year.  That is all a part of the
    29        communication process.  As you can see, you have been
    30        leafing through the manual.  The personnel section of the
    31        manual is fairly lengthy, extensive.  I think that, you
    32        know, amplifies the points that I made earlier about the
    33        importance that we -- the importance of the crew, the
    34        importance of the relationship between management and
    35        crew.
    36
    37        We take our business very, very seriously and I would say
    38        this area is most important.  A satisfied employee equals a
    39        satisfied customer.  So, it is extremely important that the
    40        level of communication -- that there is a good level of
    41        communication that exists between management and crew, that
    42        it is ongoing, that it is not only formal in a case of a
    43        performance review, but it is also formal and frequent, so
    44        that the employee knows where he or she stands; the
    45        employee can give constructive input, criticism, to
    46        management on how the restaurant can be managed better, can
    47        be run better.  All of that is -----
    48
    49   MR. JUSTICE BELL:  I think you have gone a long way beyond the
    50        scope of the question, if I may say so. 
    51 
    52   MS. STEEL:  On bundle page 115, which is internal page 509, this 
    53        is all about performance and wage reviews.  In the first
    54        column in the middle of the paragraph of the purpose of
    55        performance reviews:  "Performance reviews summarise where
    56        an employee stands and provides the basis for wage
    57        increases."   Then when to do them in the next column, the
    58        last sentence:  "McOpCo policy includes two performance
    59        wage reviews per year based on hire date".  So, you would
    60        accept that it is at least twice a year, not more

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