Fran Jefferson supervised the Training Department of Metro Bank. One of her star employees, Judy Martin, surprised Fran one day with a job posting application. Judy wanted to transfer to another department where the employees made more money (in higher evaluated jobs) and supposedly did less work. In the ensuing discusion, Fran leanred that Judy was very unhappy with the merit increase she had recently received. Judy believed she could earn more money in the open position, which was three grades higher that the position she currently occupied. Judy now functioned more as an administrative assisstant than as the departmental secretary (the position for which she had been hired). Fran knew that the job evaluation in use was valid and up-to-date, and that grade differences between Judy’s job and the open position meant real differences in responsibility, skill, and accountability. Fran did not want to lose Judy. CASE QUESTIONS: How should Fran respond to Judy’s request to transfer? How should Fran respond to Judy’s salary complaints?
Fran Jefferson supervised the Training Department of Metro Bank. One of her star employees, Judy Martin, surprised Fran one day with a job posting application. Judy wanted to transfer to another department where the employees made more money (in higher evaluated jobs) and supposedly did less work. In the ensuing discusion, Fran leanred that Judy was very unhappy with the merit increase she had recently received. Judy believed she could earn more money in the open position, which was three grades higher that the position she currently occupied. Judy now functioned more as an administrative assisstant than as the departmental secretary (the position for which she had been hired). Fran knew that the job evaluation in use was valid and up-to-date, and that grade differences between Judy’s job and the open position meant real differences in responsibility, skill, and accountability. Fran did not want to lose Judy. CASE QUESTIONS: How should Fran respond to Judy’s request to transfer? How should Fran respond to Judy’s salary complaints?
Practical Management Science
6th Edition
ISBN:9781337406659
Author:WINSTON, Wayne L.
Publisher:WINSTON, Wayne L.
Chapter2: Introduction To Spreadsheet Modeling
Section: Chapter Questions
Problem 20P: Julie James is opening a lemonade stand. She believes the fixed cost per week of running the stand...
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Fran Jefferson supervised the Training Department of Metro Bank. One of her star employees, Judy Martin, surprised Fran one day with a job posting application. Judy wanted to transfer to another department where the employees made more money (in higher evaluated jobs) and supposedly did less work. In the ensuing discusion, Fran leanred that Judy was very unhappy with the merit increase she had recently received. Judy believed she could earn more money in the open position, which was three grades higher that the position she currently occupied.
Judy now functioned more as an administrative assisstant than as the departmental secretary (the position for which she had been hired). Fran knew that the job evaluation in use was valid and up-to-date, and that grade differences between Judy’s job and the open position meant real differences in responsibility, skill, and accountability. Fran did not want to lose Judy.
CASE QUESTIONS:
- How should Fran respond to Judy’s request to transfer?
- How should Fran respond to Judy’s salary complaints?
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