Case Study: Name: Giryl Jean S. Fernandez Bsba-302A Quiz How Come They Make More Than Me?

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Name: GIRYL JEAN S. FERNANDEZ BSBA-302A

Quiz
Case Study

How Come They Make More Than Me?


Fran Jefferson began her job as the supervisor of the Training Department of The Metropolitan Bank and
Trust Company almost four (4) years ago. She was generally pleased with the four (4) trainers and one
(1) secretary in her unit. Indeed, Fran took pride in her ability to create high morale and a high-
performance unit. This was particularly pleasing to Fran because they were constantly busy and barely
able to keep up with the volume of training expected from them.

Then early on Wednesday morning, Fran’s secretary, Judy Martin, knocked on Fran’s door and asked to
see her. Fran liked Judy and considered the secretary to be one of her “stars.” Indeed, in an effort to
develop Judy’s talent and abilities, Fran had gone out of her way to give Judy special assignments,
including her in all the major planning activities of the department and entrusting her with the
administration of certain departmental programs, such as tuition assistance and evaluation follow-
through. By now, Judy functioned more as an administrative aide than as a secretary.

It was clear that Judy was upset about something as she seated herself in the chair next to Fran’s desk.
Slowly, Judy placed a job-posting application form in front of Fran. She would not look at her supervisor
in the eyes.

Fran was surprised, to say the least. As far as Fran knew, Judy liked both her job and working in the
Training Department. In turn, everyone else in the department liked and respected Judy.

Fran looked over the form and said casually, “So you want to post for the executive secretary job in the
Branch Management Division.” She paused. “Could I ask you for some additional information, Judy? I’m
kind of surprised.” Judy looked at her clasped hands, thinking. Fran waited.

Finally, Judy looked up and said: “I noticed in last week’s job posting that the executive secretary
position is graded as a 14. Now that’s two grades higher than my job!”

She caught her breath, “You know my friend Mary Johnson works over there. She told me that half the
time, the secretary sits around doing nothing.”

Judy continued, gathering some anger in her look and resentment in her voice. “Look, Fran, you know
how hard I work, how hard we all work, around here. I mean, I’m always busy. I don’t see why I should
work in a job graded at a 12 and work twice as hard and yet not be paid the same as that secretary. The
job requirements for the job are just a little higher than mine, and the merit raises you gave me last
month hardly helped at all.”

Fran listened; then she replied: “It sounds to me, Judy, that you’re feeling angry because you think you
should be paid more for the work you do and that you want to switch jobs rather than put up with
things as they are. Am I right?” Judy nodded her head in agreement.

Fran knew, though, that the Metro job evaluation system was up-to-date and that the executive
secretary position to which Judy referred did require additional background experience, skills, and
responsibilities beyond what was needed in Judy’s current job. Because her secretary was such a good
employee and a nice person, Fran was quite concerned. She strongly felt that moving to the executive
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secretary job would

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not be what Judy really wanted, and she hated to lose Judy, especially if her decision was based on faulty
reasoning and the move would not be good for her. Fran tried to figure out what to do.

Questions (3 items x 10 points)

1. What is/are the problem/s presented in the case?


- Manager Fran and Judy Martin's relationship in management is lacking in loyalty and
communication, which leads to misunderstandings. Judy Martin wanted to advertise for a job in a
different department. She obtained a secretary position that is two grades higher than hers, but
she discovered that half of the time she spends doing nothing, and she feels her income is
inadequate for the work she does.

2. What HR responsibility/responsibilities of a line manager does Fran need to focus on to solve the
problem/s in this case?
- Line managers are usually the first to notice a problem with organizational processes and
determine what training is needed and for whom in an employee's area. Fran should make
certain that he acknowledged her and that he comprehended her circumstance.

3. What HR activities/programs can you recommend to be implemented in the organization in order


to prevent these problems from happening again?
- This program should be adopted by management, in my opinion. The Development Function, it
has to do with improving human resource capabilities and skills so that personnel are capable
of doing difficult tasks. Employees' personal and professional development, as well as the
company's success.

Rubric for grading


CRITERIA PERFORMANCE INDICATORS POINTS
Content Provided specifically related answers with related details. 6
Organization of Expressed the points in a clear and logical arrangement of ideas in the 4
Ideas paragraph.
TOTAL 10

REFERENCE
Alan Clardy, Ph.D. (1994). Fifty Case Studies for Management & Supervisory Training. HRD Press

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