Question

CASEl       

How Come They Make More Than Me?

Fran Jefferson began her job as the supervisor of the Training Department of Metro Bank and Trust Company almost four years ago. She was generally pleased with the four trainers and one secretary in her unit. Indeed, Fram took pride in her ability to create a high morale and 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 secre­ tary to be one of her "stars." Indeed, in an effort to develop Judy's talents and abilities, Fran had gone out of her way to give Judy special assignments, includ­ ing her in all the major planning activities of the department and entrusting her with the administration of certain departmental programs, such as tuition assis­ tance and evaluation follow-through. By now, Judy functioned more as an ad­ ministrative 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 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 tum, everyone else in the de­ partment 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 littler higher than mine, and the merit raise 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 addi­ tional 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 felt strongly that moving to the executive secretary job would 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

QUESTION How should Fran respond to Judy's salary complaints?

Responses and reflections on the assigned cases will form the basis of a 300 word minimum case analysis report for each case assigned. Case analysis reports should demonstrate sound application of HR concepts and theories.

Answer 1

Fran ought to perceive her secretary's endeavors and raise her score and pay. Fran likewise expected to trust quickly to the bits of gossip that her secretary is sluggish.

All things considered, Judy is roused to a limited extent by her annoyance and disdain over what she sees as a lacking acknowledgment of her diligent work. Fran should work to impart her gratefulness for Judy's commitments. Likewise, Fran needs to take note of that Judy is playing out an occupation that is higher than the activity for which she was contracted. Judy should establish an occupation revaluation demand.

Fran ought to disclose to Judy the way the activity assessment framework works in Metro, just as its exactness and how it might be troublesome for Judy to land the position with the present dimension of involvement and aptitudes. She ought to likewise indicate out her the benefit of improving her range of abilities Along with the experience demonstrates securing in organization and afterward hope to find a new line of work which would give her expansion in pay, just as, work satisfaction.Considering that Fran has as of late given a legitimacy increase in salary to Judy a month back, she ought to advise Jodi that she could investigate moving Judy into an Administrative occupation gave she refreshed instruction and wound up qualified for the activity. It is basic that organization arrangement and pay rules be pursued and actualized with due persistence give the association to guarantee worker dependability, just as, equity to all. Henceforth, it is illogical to offer another climb to Judy since she believed she merited it, inside a month of having given a legitimacy raise.