Day 179 - 30 Oct 95 - Page 19
1 A. Stock taking was -- every night there was a limited
2 stock take which I regularly did and once a month there was
3 a full stock take which I occasionally helped with or did.
4 This was a part of this weekly work in that you would work
5 out, say, how many cheese slices you had used compared to
6 how many cheeseburgers and quarter pounders with cheese and
7 Big Macs you had sold.
8
9 Q. Did you ever deal with payroll matters?
10 A. I occasionally did the payroll which was basically
11 adding up the hours on the clock cards and entering them on
12 to a sheet to be sent to the Accounts Department or the
13 Payroll Department.
14
15 Q. What about hiring and firing, were you involved in that in
16 any way?
17 A. Yes. I did many interviews and also I was occasionally
18 asked to give performance reviews, sacking people.
19
20 Q. Can you explain that, sorry?
21 A. The performance review would have to be filled in by a
22 salaried Manager, but a Floor Manager may present the
23 review to the crew member. Usually, they would be someone
24 in their first three weeks of employment who was not deemed
25 suitable and they would be failed on their performance
26 review and lose their job.
27
28 Q. You referred to this matter actually at about the end of
29 the holiday period. Was that your experience?
30 A. If the store was on the run up to the holiday period
31 people who would pass their performance reviews, the same
32 person, if they had started towards the end of the holiday
33 period, they would fail it and lose their job because they
34 would not be needed.
35
36 Q. What I am saying is, is that something you actually
37 physically did yourself?
38 A. Yes.
39
40 Q. You actually failed people or you -----
41 A. I presented them with their fail.
42
43 MR. JUSTICE BELL: As I understand it, a salaried Manager
44 actually did the performance review. When it would be
45 done, on occasions you were asked to talk it over with the
46 crew member concerned which might involve saying: "That is
47 it"?
48 A. That is right, my Lord.
49
50 MR. MORRIS: You were part of the management team, were you?
51 A. I was, yes.
52
53 Q. Right. How did the management team make these firm
54 decisions about targets and staffing practices and
55 whatever?
56 A. The procedures would come from further up, from Store
57 Manager level. They would not be set for the stores
58 individually at the store level. You were basically
59 running the shop between very rigid lines set by McDonald's
60 Training Manual or procedures.
