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    Ijao - Warm Up Case 1

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    Louie Quir Joseph Ijao
    This document discusses a warm-up case involving an employee named Maria. It recommends the following steps: 1. Inform Maria of her mistakes and discuss the incident to reach an agreement. Consider giving Maria a break to rest and reflect on work ethics. 2. Do not terminate Maria immediately unless her mistakes are properly documented with warnings. Due process is required for termination. 3. Ask Maria's coworker Juan if there are any personal problems affecting Maria's work. Communicate with Juan appropriately. 4. The correct procedure for termination involves identifying problems, motivating employees to remedy issues, developing a performance plan, and conducting an exit interview. Termination should be a last resort after consistent efforts to

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    Ijao - Warm Up Case 1

    Uploaded by

    Louie Quir Joseph Ijao
    20 views4 pages
    This document discusses a warm-up case involving an employee named Maria. It recommends the following steps: 1. Inform Maria of her mistakes and discuss the incident to reach an agreement. Consider giving Maria a break to rest and reflect on work ethics. 2. Do not terminate Maria immediately unless her mistakes are properly documented with warnings. Due process is required for termination. 3. Ask Maria's coworker Juan if there are any personal problems affecting Maria's work. Communicate with Juan appropriately. 4. The correct procedure for termination involves identifying problems, motivating employees to remedy issues, developing a performance plan, and conducting an exit interview. Termination should be a last resort after consistent efforts to

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    IJAO_WARM UP CASE 1

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    This document discusses a warm-up case involving an employee named Maria. It recommends the following steps: 1. Inform Maria of her mistakes and discuss the incident to reach an agreement. Consider giving Maria a break to rest and reflect on work ethics. 2. Do not terminate Maria immediately unless her mistakes are properly documented with warnings. Due process is required for termination. 3. Ask Maria's coworker Juan if there are any personal problems affecting Maria's work. Communicate with Juan appropriately. 4. The correct procedure for termination involves identifying problems, motivating employees to remedy issues, developing a performance plan, and conducting an exit interview. Termination should be a last resort after consistent efforts to

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    20 views4 pages

    Ijao - Warm Up Case 1

    Uploaded by

    Louie Quir Joseph Ijao
    This document discusses a warm-up case involving an employee named Maria. It recommends the following steps: 1. Inform Maria of her mistakes and discuss the incident to reach an agreement. Consider giving Maria a break to rest and reflect on work ethics. 2. Do not terminate Maria immediately unless her mistakes are properly documented with warnings. Due process is required for termination. 3. Ask Maria's coworker Juan if there are any personal problems affecting Maria's work. Communicate with Juan appropriately. 4. The correct procedure for termination involves identifying problems, motivating employees to remedy issues, developing a performance plan, and conducting an exit interview. Termination should be a last resort after consistent efforts to

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    of 4

    Warm-up Case 1

    Louie Quir Joseph L. Ijao

    City University of Seattle

    Ethics and Leadership – BC 306

    Dr. Rolando Islas, PhD

    July 26, 2022


    Warm-up Case 1

     Evaluate the facts first. Is it true that she committed all these offenses? And perhaps you

    despise Maria, which is why you see so many wrongdoings on her part. Maybe you are

    unfairly judging the person. Does the evidence indicate that she disobeys the company's

    rules and regulations?

     Second, which laws and ordinances did she violate? It must be in writing or constitute an

    Incident Report (IR).

     Third, consider the conflict. What conflict did she engage in? Conflict of interest? What

    else?

     Fourth, compare various alternatives. What are her best options following her

    disobedience and carelessness at work?

     How many applicable principles are there? How many offenses with evidence did she

    commit? And what should we do with the reported incidents?

     And finally, choose the optimal option given the circumstances. What are her optimal

    options? Does she need a break at work? Maybe a one- or two-week leave? Perhaps the

    final warning before her dismissal? Does it need a lawyer? Should she be fired? Consider

    it closely.

    You should inform Maria of the mistakes she has made. Consult the employee first if a

    problem arises. And perhaps solve the case personally and professionally, as she may have a

    situation, she did not share that is affecting her work. Due to her actions, there is a possibility

    that she will be fired. Discuss the incident and reach an agreement with her. And perhaps she

    needs a break at work to rest and reflect on good work ethics. Do not terminate her immediately
    unless you have documented every mistake she has made, such as a first warning, second

    warning, third warning, and final termination. It is ethically wrong to terminate an employee

    without due process.

    Ask Juan if there is any problem with Maria that is affecting Maria's work performance.

    Communicate appropriately with him so that he will not be offended. Juan is an essential

    employee.

    The correct procedure for terminating an employee begins before the actual termination.

    Understanding how to terminate an employee requires empathy and humanity. Firing an

    employee is among the most challenging tasks a leader must perform. A leader must remember

    what is most important for the organization and consider how the dismissal will benefit the team

    going forward.

    1. Identify and Record the Problems

    2. Motivate Employees to Remedy the Problem

    3. Develop a Performance Enhancement Plan

    4. The employee should be terminated, and HR should conduct an exit interview.

    Many leaders dislike firing employees, especially if they have been with the organization for

    a long time. However, as a leader, you are aware of the effect that poor performers can have on

    the morale of the entire organization. Regardless of the reason for the employee's poor

    performance, a manager must develop the ability to terminate an employee compassionately after
    they have made some consistent efforts to improve their performance to achieve excellent

    business results.

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