Because the worker is acting on the behalf of his coworkers, you can't fire him for his e-mail without violating the law. Worker investigations before termination should be a team effort among supervisors. For example, when you have thoroughly documented the jobholder's theft of firm property, you won't have to pay much over your first offer. If you feel the need to layoff the employee owing to many small incidents, you should attempt to isolate the underlying reason behind the incidents. If you just blindly react to the employee in question, it can create chaos in the workplace. However, when you're dismissing the worker for an wrongful reason, you'll pay through the nose. Both the accusing workers and the accused worker gave you corroborators for your list. At the end of the lay off meeting, you have covered all bases with the jobholder so both you and the employee should fully understand why the firing occurred. If the behavior remains poor, then it's time for formal escalating discipline that will likely lead to the bad employee's lay off. Every reformatory step should include this warning form process. A good firm has workforce that are willing to cooperate and do their job the best they can.

If theft occurs again, you should separate the employee immediately. After reading the notice and dealing with any negative emotions, you must ask for questions. Gross misconduct and Worker Safety Issues are Directly Linked. In other words, the way you sack the worker is much more important than the reason you dismiss him.