Day 167 - 02 Oct 95 - Page 40


     
     1        would have to be justified to the Supervisor.
     2
     3        Contrary to what Michael Logan says in his statement, it
     4        would be extremely unusual for someone to work six hours
     5        without a break.  The drink breaks he refers to are taken
     6        regularly throughout the shift and although they do have to
     7        be taken in the office, they are in addition to the 45
     8        minute break.  The allegation that some staff will be
     9        pressurised into taking breaks almost immediately after
    10        arriving at 10.30 a.m. is misleading.  This would only
    11        happen with employees who wished to have breakfast shortly
    12        after arriving at work and would be at the employee's
    13        request".  Nothing you wish to change so far?
    14        A.  It is fine so far.
    15
    16   Q.   "Performance Reviews:  A performance review ('PR') must
    17        take place three weeks after an employee commences
    18        employment and not two weeks as Logan claims in his
    19        statement.  Thereafter the frequency used to be every two
    20        month (not weeks, as Logan suggests) but has now become
    21        every four months as for pay reviews.  The first review
    22        must never be late as it marks the end of the probationary
    23        period.  However, it is fair to say that subsequent reviews
    24        can occasionally be delayed for unavoidable reasons, but
    25        this is a rare occurrence and I have never known a 'PR' to
    26        be more than three months late.
    27
    28        During my employment as a crew member, I can only recall
    29        one or two of my PRs being delayed out of approximately 10
    30        in total.  Even then the delay was no more than one month.
    31        The 'batches' described by Logan would comprise no more
    32        than six reviews at a time.
    33
    34        Logan's comments on the contents of performance reviews are
    35        again misleading.  The review document is divided into two
    36        sections covering both a factual analysis of the employee's
    37        performance through observational checklist scores and also
    38        a general assessment of their attributes based on the score
    39        given to them by the management team in each of the 15
    40        categories.
    41
    42        This might well give rise to certain recurring phrases,
    43        however, it has been (sic) my impression that Managers are
    44        apathetic" -----
    45
    46   MR. JUSTICE BELL:  It says "never been my impression".  Start:
    47        "This may well give rise" again, Mr. Atkinson.
    48
    49   MR. ATKINSON:  "This might well give rise to certain recurring
    50        phrases, however, it has never been my impression that 
    51        Managers are apathetic in their attitude to performance 
    52        reviews at McDonald's in Bath.  In fact, PRs are often 
    53        discussed at Managers' meetings.  This means that the PR is
    54        a record of the management's impression of that employee
    55        and not just the opinion of one individual.
    56
    57        I also make an efforts to handwrite each PR for which I am
    58        responsible.  As a crew member, I found the PRs were taken
    59        seriously by all concerned.  They are of value to the crew
    60        member in that they set out goals to aim for, with the

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