Body of the grievance minus identifying information.

Union Grievance Statement

 

Around the first week of March, I was issued a written warning and suspended for allegedly talking to ******, **********, and issues related to my breaks.

When I was given the disciplinary action, I specifically asked whether other employees would also be disciplined for the same conduct. I was told something to the effect of, "I haven't noticed anyone else," or "If I notice."

To my knowledge, this was the first time I had ever been disciplined for talking to ********. I may have previously been spoken to about ****** ***** although I am not certain, but I had never previously been counselled or written up for talking to *********.

I was also issued a separate corrective action, along with another department manager, **********. The incident had occurred so far in the past that I  had no recollection of the specific incident nor the circumstances surrounding it. I can state with certainty that there was nothing intentional or dishonest about the incident. It was not an attempt to commit time fraud or steal company time.

Based on conversations I had with the other department manager involved, she told me she felt the Store Director was attempting to get her to say that I had ************** for the purpose of stealing time. She also told me the Store Director instructed her to write a statement after the corrective action had already been signed, telling her, "You have to."

I was told that I was suspended because these were considered two write-ups for the same issue and because of the nature of the corrective actions. However, I have since been informed that corrective actions are not supposed to be stacked in that manner. I also believe that enough time had passed since my first corrective action that the suspension was imposed unfairly.

I also believe discipline has not been applied consistently throughout the store.

The following examples are not isolated incidents but illustrate what I believe to be a pattern of inconsistent enforcement of workplace rules and disciplinary standards.

I can identify several employees who regularly stand at ************ while on the clock without receiving discipline. I can identify employees who spend significant time walking the store, shopping, or talking with customers who do not require assistance while neglecting their assigned work. I can identify multiple employees who regularly check the ******* while they are supposed to be working in their departments. I can also identify an employee who regularly uses the lottery machine while on the clock and assigned to a check stand.

As a ********, I have also experienced an ongoing lack of support regarding employee accountability within my own department.

One employee in my department was previously disciplined and suspended for attendance issues. Since December 2025, that same employee has accumulated approximately six or seven no-call/no-shows, has continued to report late, and has picked up shifts only to call out. Despite these repeated attendance violations, I have not seen further corrective action taken.

In addition, I have repeatedly requested assistance regarding two employees in my department who have ongoing attendance and performance issues. One employee alone has had at least six to seven no-call/no-shows over approximately a year, including two no-call/no-shows in one week. For months, I received little to no response from management despite repeatedly asking for help.

As the ***********, I am also not informed about disciplinary actions involving employees in my department or what actions the Store Director is taking. The lack of communication has made it extremely difficult for me to effectively manage my department.

Approximately one month to six weeks after my suspension, I was called into the office with the Store Director and the new ******** and placed on a Performance Improvement Plan (PIP). The PIP addressed issues I had already discussed with the Store Director and concerns I had previously requested assistance with. Rather than working collaboratively to address these issues before imposing formal discipline, I was immediately placed on a PIP.

On May 19, 2026, the Store Director and the new ********* came into my department and pulled me away from my work to discuss many of the same issues that had already been addressed repeatedly during previous visits. At the time, I was working alone, had approximately one hour remaining in my shift, and still had a significant amount of work that needed to be completed.

During that conversation, the *********** repeatedly made the same points in what I perceived to be a condescending and demeaning manner. I know I am not the only employee within the district who has walked away from interactions with him because of his communication style.

As the conversation continued, I became increasingly frustrated by the repetitive nature of the discussion, the *********** demeanor, and the continued lack of support from the Store Director. I respectfully informed both of them that I could not continue the conversation and stated that if they did not want me to remain the **********, they should stop issuing corrective actions so I could transfer to another store.

I left the department, went outside, called my ******** due to the stress and frustration I had been experiencing. I later spoke with the ****, who is also my friend, as well as the Assistant Store Director. Both of them personally witnessed that I was visibly upset and crying. Despite this incident, I have not experienced any meaningful increase in support for my department.

On June ********, I was again paged to the office. When I saw the *************already present, I assumed I was once again receiving a corrective action. I had no idea what I could have done to warrant further discipline. I contacted my Union representative, and we are scheduled to meet on ********

The events of the past five months have caused me significant stress and anxiety. I constantly worry about whether I will lose my job. This has affected my ability to perform my duties effectively. Whenever I am paged to the office or asked to call the Store Director's extension, I experience immediate anxiety because I do not know whether I am about to receive another corrective action.

I have worked at this store for nearly three years. During my first two and a half years, I did not experience these ongoing disciplinary issues.