| Course | HRM-6100 Human Resources as a Strategic Partner |
|---|---|
| Module | Module 5 |
| Paper type | Module 5 written assignment: separation, retention and employment law |
| Length | About 701 words, 5 pages |
| Format | APA 7 student paper |
| School | Thomas Edison State University |
| Program | Master of Science in Human Resources Management |
| Updated | October 2026 |
Free sample paper for HRM 6100 Module 5
Firing a Fourteen-Year Employee: Retention, Fair Process and the Law at Costco
Student Name
Master of Science in Human Resources Management, Thomas Edison State University
HRM-6100: Human Resources as a Strategic Partner
Mentor Name
Month Day, Year
Firing a Fourteen-Year Employee: Retention, Fair Process and the Law at Costco
Why Retention Matters to Costco
Earlier modules showed that Costco's strategy depends on experienced, cross-trained employees who stay for years. Cascio (2006) reported that Costco's turnover was a fraction of Sam's Club's and that low turnover reduced the cost of recruiting and training while sustaining productivity. Every separation of an experienced employee removes knowledge the company has paid to build. That does not mean Costco should never dismiss anyone, but it does mean separation decisions should be made carefully, consistently and with an eye to whether the problem can be corrected.
The Shortage at Register Seven
The following incident is invented for the assignment. A cashier with 14 years at a Costco warehouse is found to have a register shortage of $180 at the end of a shift. She says she must have made an error giving change during a rush. The warehouse manager, who has recently taken over the warehouse, wants to terminate her immediately for violating cash handling rules. The employee is 58 years old and filed a complaint about scheduling with HR two months ago. HR is asked to approve the termination.
The Legal Framework
Employment in most of the United States is at will, which means an employer may end employment for any reason that is not unlawful, and an employee may leave at any time. The limits on at-will employment are significant. Firing someone because of a protected characteristic is unlawful, and that includes age for anyone 40 or older (Age Discrimination in Employment Act of 1967, 29 U.S.C. § 621). It also prohibits retaliation against employees who complain about discrimination or exercise certain rights, and the National Labor Relations Act protects employees who raise concerns about working conditions with coworkers. Courts in some states also recognize exceptions based on public policy or implied contracts, which can arise from handbooks and established practices.
In this incident, two risks stand out. The employee is over 40, so if younger employees with similar shortages were treated more leniently, the termination could support an age discrimination claim. Her recent complaint about scheduling creates a risk that the termination could be seen as retaliation, especially because the timing is close. Neither risk means she cannot be terminated, but both mean the decision must be clearly based on legitimate, consistently applied reasons.
A Fair Process
If the investigation finds an honest error, consistent with her record and common during rushes, the proportionate response is a written warning and a refresher on cash handling, not termination. Terminating a long-tenured employee with a clean record for a first error would be inconsistent with Costco's retention strategy, would expose the company to legal risk and would send a message to other employees that years of good service count for little.
| Step | Purpose |
|---|---|
| Investigate: review register records, video and transaction logs; interview the employee | Establish whether the shortage was an error or misconduct |
| Compare: review how similar shortages were handled across the warehouse and region | Ensure consistency and avoid disparate treatment |
| Consider the record: 14 years with no prior cash handling issues | Weigh the incident against the employee's history |
| Choose a proportionate response: retraining and a written warning for an error; termination for proven theft | Match the consequence to the conduct |
| Document the reasons and have HR review before any termination | Create a record of legitimate, consistent reasons |
Retention Strategy
The incident also shows how separation practices affect retention. Employees watch how colleagues are treated. Fair, consistent handling of mistakes, with investigation and proportionate consequences, supports the trust that keeps people at Costco. Allen et al. (2010) emphasize that organizations can influence turnover through deliberate practices; consistent discipline and respectful treatment are among them. HR should ensure that new managers, like the one in this incident, are trained in the company's discipline process and its legal basis before making separation decisions.
Conclusion
Separation decisions at Costco should reflect both the law and the strategy. At-will employment allows termination for legitimate reasons, but age discrimination and retaliation laws require consistency and care. A fair process of investigation, comparison and proportionate response protects the company legally and preserves the retention that its model depends on.
References
Age Discrimination in Employment Act of 1967, 29 U.S.C. § 621 (2018).
Allen, D. G., Bryant, P. C., & Vardaman, J. M. (2010). Retaining talent: Replacing misconceptions with evidence-based strategies. Academy of Management Perspectives, 24(2), 48-64. https://doi.org/10.5465/amp.24.2.48
Cascio, W. F. (2006). Decency means more than "always low prices": A comparison of Costco to Wal-Mart's Sam's Club. Academy of Management Perspectives, 20(3), 26-37. https://doi.org/10.5465/amp.2006.21903478
HRM 6100 Module 5 instructions, in plain terms
The fifth HRM-6100 written assignment covers employee separation, retention and employment law at your selected company. Expect an incident involving a termination, resignation or legal issue, and questions about how separation and retention practices support the strategy and comply with the law. Apply employment law accurately, including at-will employment and its exceptions, discrimination and retaliation, and recommend a process HR should follow. Research the company's retention record and practices, use credible sources and cite them in APA style. Keep in mind that this assignment feeds the final project's analysis of retention. Read the incident facts closely for details that raise legal risks, such as an employee's age or recent complaints.
How this HRM 6100 Module 5 example is built
The paper explains why retention matters to the company's model, citing published research. It presents the incident, then sets out the legal framework, identifying two specific risks raised by the facts. A table describes a fair process step by step with the purpose of each step. The paper recommends a proportionate response and explains why termination would be inconsistent with the strategy and risky. A retention section connects separation practices to how other employees perceive fairness. The analysis keeps strategy and law together throughout. The process table lists each step with its purpose, which an operating manager could follow. It closes by connecting one decision to the company's retention strategy.
Where the marks sit in the HRM 6100 Module 5 rubric
Mentors grade this assignment on accurate application of employment law, depth of analysis of the incident, connection to the company's strategy and the quality of the recommended process. Answers that identify specific legal risks from the facts, rather than listing laws, show applied understanding. Recommending a fair, documented process with proportionate consequences demonstrates professional judgment. Linking separation practices to retention reflects strategic thinking. Cite a statute, case or agency source for each legal point. Mentors also credit answers that connect the handling of one separation to how other employees perceive fairness, which links employment law to retention strategy. Recommending a proportionate response based on investigation, rather than a quick decision, demonstrates the professional judgment HR leaders need.
HRM 6100 Module 5 help: mistakes that cost marks
Students lose points by stating that at-will employment permits any termination, by missing discrimination or retaliation risks in the facts or by recommending a decision without an investigation. Others discuss retention generally without linking it to the incident. Identify protected characteristics and recent protected activity in the facts. Recommend investigation, comparison and documentation. Match the consequence to the conduct. Explain the effect on other employees. A free first sample using your own HRM-6100 company is available on request. Avoid stating that at-will employment removes all legal risk. Name the specific laws the facts implicate. Recommend investigation and comparison with similar cases before any decision. Explain what other employees would conclude from the decision you recommend.
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HRM 6100 Module 5 questions, answered
Where can I find a free HRM 6100 Module 5 sample paper?
The complete Module 5 paper on a Costco termination incident is above, with retention strategy, employment law and a fair process.
What is at-will employment?
A rule that lets employers end employment for any lawful reason and employees leave at any time, with exceptions set by law.
What is retaliation in employment law?
Taking adverse action against an employee because they complained about discrimination or exercised other protected rights.
Who is protected by the Age Discrimination in Employment Act?
Workers aged 40 and older, who may not be treated less favorably because of their age.
Why does fair discipline matter for retention?
Employees judge their own future by how colleagues are treated, so consistent, proportionate discipline supports trust and loyalty.