What avenues are now open to Trent? What does this case say to you about the need for supervisors to act morally? In April, much to Trent's dismay, it was announcedtional pressure. As if this were not enough, he had toSmith lost the transfer opportunity to a better qualified contend with the office social process pivoting arounda weckly coffee group greatly influenced by Smith. Itwas not unusual for the former director of purchasing(who retired after 25 years of service) to attend thesegatherings. Of course, Smith kept this group fullyapprised of her continuing troubles with "this new,young purchasing director who is hardly dry behindcandidate. Robert Trent was shocked when Smith'stransfer was turned down. To further complicate mat-ters, Trent realized he would have to face Smith in Maywhen it was time to discuss annual pay raises, thatincluded both merit pay considerations and a cost-of-living adjustment. This would be even more difficultbecause Smith's performance and attitude had notimproved since the January appraisal. If anything,they were worse.Trent just finished the May meeting with Smith bytelling her the bad news: Based on both performanceand attitude, she should not be recommended for athe ears."CASE QUESTIONScost-of-living or merit-pay increase for the new yearbeginning July 1. Smith, armed with the transfer eval-uation forms (completed and given to her in March),threatened to use all internal and external systems fororganizational justice due her.As Trent pondered this dilemma, he fully recog-nized Smith's unique status within the university com-munity. She was the wife of a distinguished, tenuredprofessor of business, and this situation provided addi-1. What are the facts Trent must consider now?2. What avenues are now open to Trent? What doesthis case say to you about the need for supervisorsto act morally?3. Do you believe some supervisors are untruthfulwhere recommendations are concerned? Explain.4. What three functions are salaries meant to perform?5. To what extent should employee appraisals be usedin salary adjustments? Explain.Source: Prepared by M. T. Bledsoe, Associate Professor of Business,Meredith College, Raleigh. North Carolina.

In every organization, after a certain duration of time, the managers do the performance check of…

1. What are the facts Trent must consider now? 2. What avenues are now open to Trent? What does this case say to you about the need for supervisors to act morally? 3. Do you believe some supervisors are untruthful where recommendations are concerned? Explain.

1. What are the facts Trent must consider now? 2. What avenues are now open to Trent? What does this case say to you about the need for supervisors to act morally? 3. Do you believe some supervisors are untruthful where recommendations are concerned? Explain.

Management, Loose-Leaf Version

13th Edition

ISBN:9781305969308

Author:Richard L. Daft

Publisher:Richard L. Daft

Chapter5: Managing Ethics And Social Responsibility

Section: Chapter Questions

Problem 2OTJVC

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In April, much to Trent's dismay, it was announced tional pressure. As if this were not enough, he had to Smith lost the transfer opportunity to a better qualified contend with the office social process pivoting around a weckly coffee group greatly influenced by Smith. It was not unusual for the former director of purchasing (who retired after 25 years of service) to attend these gatherings. Of course, Smith kept this group fully apprised of her continuing troubles with "this new, young purchasing director who is hardly dry behind candidate. Robert Trent was shocked when Smith's transfer was turned down. To further complicate mat- ters, Trent realized he would have to face Smith in May when it was time to discuss annual pay raises, that included both merit pay considerations and a cost- of-living adjustment. This would be even more difficult because Smith's performance and attitude had not improved since the January appraisal. If anything, they were worse. Trent just finished the May…
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