Evaluate one of the following 4 cases using the eightstep me

Evaluate one of the following 4 cases, using the eight-step method presented in the first 2 weeks. Be sure to reflect understanding of the concepts from the text and lectures and use these in your analysis and evaluation of the facts.

1. Give the name of the case (e.g. \"Human Resources issue\")

2. Give your process of evaluation, using at least 4 of the \"8 steps\" spelled out. Be sure to explain the type of ethical issue the case deals with, and any \"conflict in values\" taking place.

The 8-step process in summary:

A. Gather the Facts

     B. Define the Ethical Issues

     C. Identify the Affected Parties (the Stakeholders)

     D. Identify the Consequences

          1. Long-term vs. Short-term

          2. Symbolic consequences

          3. Consequences of secrecy

     E. Identify the Obligations

     F. Consider Your Character and Integrity

     G. Think Creatively About Potential Actions

     H. Check Your Gut

3. Give the conclusion / response you would make.

Note: since space and words are limited, do not re-tell the facts of the case - we can all read it as necessary. Be sure to respond to at least one other student, and follow up to any replies made to you, for a minimum of three posts.

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Case 1: Human resources issue
Your division has formed a committee of employees to examine suggestions and create a strategy for how to reward good employee ideas. The committee has five members, but you are the only one who is from a minority group. You\'re pleased to be part of this effort since appointments to committees such as this one are viewed generally as a positive reflection on job performance. At the first meeting, tasks are assigned and all the other committee members think you should survey minority members for their input. During the weeks that follow, you discover that several committee meetings have been held without your knowledge. When you ask why you weren\'t notified, two committee members tell you that survey information wasn\'t needed at the meetings and you\'d be notified when a general meeting was scheduled. When you visit one committee member in his office, you spot a report on the suggestion program that you\'ve never seen before. When you ask about it, he says it\'s just a draft he and two others have produced.

Case 2: Conflict of interest issue
You\'ve just cemented a deal between a $100 million pension fund and Green Company, a large regional money manager. You and your staff put in long hours and a lot of effort to close the deal and are feeling very good about it. You and three of your direct reports are having lunch in a fancy restaurant to celebrate a promotion, when the waiter brings you a phone. A senior account executive from Green is on the phone and wants to buy you lunch in gratitude for all your efforts. \"I\'ll leave my credit card number with the restaurant owner, he says. \"You and your team have a great time on me.\" Describe three courses of action you might take and the pros and cons of each.

Case 3: Customer confidence issue
You\'re working the breakfast shift at a fast food restaurant when a delivery of dairy products arrives. There\'s a story in the local newspaper about contaminated milk that has been distributed by the dairy which has supplied a delivery of milk to your restaurant. When you read the article more closely, you discover that there\'s a problem with only a small portion of the dairy\'s milk, and the newspaper lists the serial numbers of the containers that are problems. When you point out the article to your manager, he tells you to forget it. \"If you think we\'ve got time to go through every carton of milk to check serial numbers, you\'re crazy,\" he says. \"The article says right here that the chances are minuscule that anyone has a contaminated carton.\" He also explains that, not only doesn\'t he have the workers to check the milk, but also destroying the milk would require him to buy emergency milk supplies at the retail price. So, he tells you to get back to work and forget about the milk. He says, \"I don\'t have the time or the money to worry about such minor details.\"

Case 4: Corporate resources issue
You work for Red Co. You and a colleague, Pat Brown, are asked by your manager to attend a week-long conference in Los Angeles. At least 25 other employees from Red Co. are attending, as well as many customers and competitors from other institutions. At the conference, you attend every session and see many of the Red Co. people, but you never run into Pat. Although you\'ve left several phone messages for her, her schedule doesn\'t appear to allow room for a meeting. However, when you get back to the office, the department secretary, who\'s coordinating expense reports, mentions to you that your dinner in L.A. must have been quite the affair. When you ask, \"What dinner?\", she describes a dinner with 20 customers and Red Co. employees that Pat paid for at a posh L.A. restaurant. When you explain that you didn\'t attend, she shows you the expense report with your name prominently listed as one of the attendees.

Solution

1)Case 1: Human resources issue: Performance appraisal

Gather the Facts:

Performance appraisal is the process of making an assessment of the perfomance and progress of the employmees of an organization.    Once an employee has been inducted into the organization and given the necessary training, the next step to assess his / her perform appraisal it is also known as Efficiency rating.

The following factors are given weightage in evaluating the performance and progress of an employee:

I am going to collect the factors:

1) Knowlede of the work

2) Extent of co-opertion with colleagues and superiors

3) Initiative

4)Quality of work

5)Target attainment
6)Aptitude

7)Degree of skill

8)Discipline

9) Punctuality

10)Honesty

11) Ambition

12) Crisis mangement

3)Define the Ethical Issues

The self-esteem of the employee being appraised and manager doing the appraisal may be damaged.Manager can do valuable communication can take place between the manager employee.

Large amount of time may be wasted, if the performance was good for most of the employees work.

Performance motivation may be lowered for many reasons, including the feeling that poor performance measurement means no reward for performance, that is biased evaluation including favoritism towards some employees. But rewards made such as compensation and promotion can be distributed on a fair and credible basis.

The self-esteem of the employee being appraised and manager doing the appraisal may be damaged.Manager can do valuable communication can take place between the manager employee.

Large amount of time may be wasted, if the performance was good for most of the employees work.

Performance motivation may be lowered for many reasons, including the feeling that poor performance measurement means no reward for performance, that is biased evaluation including favoritism towards some employees. But rewards such as compensation and promotion can be distributed on a fair and credible basis.

Ethics issue are :

Favoritism:

Some managers tend to play the game of favoritism with their subordinates.  The goal of such favoritism is often making political alliances withing the organization.

Rating errors:

Various rating errors such as leniency, strictness, pitchfork, central tendency, etc, are result of inappropriate managerial thinking and behaviors.

Managerial malpractices:

Some managers deliberately do not rate their competent employees high on performance for the fear of losing them lower performance rating but privately praise their contributions and performances.

Internal Conflict:  

The achievement of performance objectives becomes so overwhelming that  managers or employees are compelled to compromise on their personal values.

If they achieved their performance objectives, their performance will be rated as low and they might lose on rewards.

Organizational Politics:

It is biggest dilemma in Performance appraisal

Identify the Obligations:

According to Anthony, perrewe and kacmar(1996), say that performance appraisal system must be well-defined, corporately supported and monitored.

I am going to do the good appraisal system for the  obligation,

A Good appraisal possesses the following characteristics:

It is based on evidence

It is highly individualized

It is a joint activity

It maximized self analysis

It results in improved performance.

Think Creatively About Potential Actions

Performance appraisal helps in appraising potential of employees.   Its aims to identify opportunities within organization and to assess the capability of individuals to qualify for them.

Conclusion:

Performance appraisal  considers both the job performance as well as personal qualities of an employee.Every subordinate is assessed by his /her immediate superior. Both the managers and the subordinates are subjected to appraisal.  The manner of evaluation is standardization to facilitate comparisons.  Appraisal should be done periodically and in a systematic manner.If it is maintained regularly no ethical issue would be revolve