Fred Maiorino Case Study

* According to the material in Chapter 9, most employee complaints related to performance evaluations are based on alleged violations of employment law. Determine what you think would be a common complaint that could have legal consequences. Propose a strategy that HR could implement to reduce the number of these types of employee complaints.

As an employee do you ever take the time to sit and read through your jobs handbook or contract agreements? The truth is there are a very select few that really take the time to view the information that is set to inform you of the policies and procedures that are beneficial to your job. For Instance, organizational justice ensures that not only the organization but the employees are treated fairly and protected in case of an unlikely incident. Organizational justice as defined by our text is a more complete view of fairness within organizations and a process theory of motivation extending equity theory arguments (Giblin, 2014).

All employees analyze their environment and strive to be recognized and rewarded for their hard work and dedication they put into the company, in a word they are seeking justice. Justice can be defined as a person receiving what they feel they are entitled to and if they do not receive what they deserve, the situation may boarder on injustice. Unfortunately in today’s society justice and appreciation are not given out to all those deserving (Pinder, 1998). Within the Equity theory there are three justice theories. The first of which is distributive justice, this touches on if the referent feels that the outputs are fair that are given to the employees. This comes into play

Litigation has replaced common sense and compassion in today’s world. Almost every dispute in today’s workplace is solved in court. There was a time when employee trusted and

It takes some thought to distinguish the facts from your judgments, but the results are more meaningful to employees and more productive for you. Conversations based on evidence lead to employees owning the situation because they can focus on the evidence you have presented rather than your judgment” (Green, 2013). A good portion of the facts of the case study is based Kareem’s background information and the behaviors observed that caused the termination of Kareem. The information in between the reading and the reasonings given behind the termination results in it being judgment based. Although Thomas states that one of the key reasons that Kareem was terminated was due to his number declining subsequently of him being far from his work area, yet there is no solid evidence or pattern of behavior to back up his case. One of the first issues in this case was the lack of communication. As mentioned earlier, Thomas nor Janet took the time to provide feedback to Kareem (prior to the termination conversation) around his performance or the concerns that had been raised. It is imperative in a performance conversation, for there to be specific examples or data that can support the reasons behind the discussion taking

On February 2, 2017 PO Marfoglio performed a 0530X1405 tour of duty. At about 0700 hours he was present at 79 Precinct Station House for a TAC meeting in regards to a search warrant to be executed at 331 Lexington Ave 2C. PO Marfoglio stated that he was assigned to rear security along with PO Luciana making sure that no one entered or leave the target location. PO Marfoglio stated that towards the end of the search warrant he entered the apartment and he remained in the living room. PO Marfoglio stated that he remembered, Sgt. Scocca, PO Miller and PO Christensen being present inside of the apartment. He doesn't recalled helping in the search of the apartment. He remained inside the apartment for about 5 minutes and he left. PO Marfoglio became

Marrero is a small city located in southeastern Louisiana and located roughly fifteen miles outside of New Orleans. It is part of Jefferson Parish, which encompasses smaller cities just like it and its wedged between the two cities Westwego and Harvey. According to the 2010 census, Marrero had a population of 33,141. This number has most likely increased significantly since the latest census results (United States Census Bureau, n.d.). The predominant age group in city’s population is between the ages of forty-five and forty-nine with females making up the majority of the population. Marrero isn’t highly diversified African Americans make up of most of the city’s population at 49.2% followed by Caucasian at 42.1%,

Per the summons and complaint, plaintiff claims excessive force and false arrest. Plaintiff claims that defendant PO Norman Ortega forcibly stopped, searched, and arrested him. Plaintiff states that PO Ortega did not recover any drugs from plaintiff’s person. Criminal charges were, later, dismissed against plaintiff.

I decided to use former North Carolina basketball coach, Mr. Jim Valvano. On a night in 1993, Mr. Valvano gave a speech that greatly affected myself and possibly many others on an emotional level. He led North Carolina’s NCAA basketball team to a championship in 1983. In 1992, Mr. Valvano was stricken with metastatic adenocarcinoma, which is a type of cancerous tumor that occurs in several parts of the body.

Patrick has addressed an issue that all supervisors dread. To add to the direct visible issue of the job not being performed correctly, there is the aspect of dependence on other employees or offices for the directly effected employee must depend. I think that there are some critical information missing from the evaluation process which may have led to the dismissal of this employee.

The article refers to a situation that needed to be address based on actions of an employee. Alex Gorsky felt that if he did not address the employee timely the uncorrected behavior could become a standard. He felt that it was important

In the Romano Pitesti case, Tickton-Jones’ Management Team is faced with a situation that is not altogether uncommon in the business world, in that some employees feel that members of the Sales staff are being given “special” treatment by the company. Romano’s actions have probably not been as bad as what has been described to Management, but due to the fact that employees are still trying to find their place in the new, combined company, any hint of “unfairness” is immediately put under a microscope by other employees, and therefore, Management will have to take some sort of action, in order to show the other employees that their concerns are being taken seriously.

Max Steadman, Jim Coburn, Lynne Sims, and Tom Hamilton are managers at Eckel Industries, a manufacturer of arc-welding equipment in Minneapolis. They work in the manufacturing division each supervising a different department within the division. Every Friday the managers meet after work for drinks to relax, gossip, and give and receive advice about problems on the job. This week they discuss performance appraisals which they recently conducted. Each of the managers completed evaluation forms using graphic rating scales on each employee then discussed the appraisal with that employee.

Some managers were reluctant in differentiating between their employees and allow any unfamiliar person to evaluate them. Because of this true performer might miss his/her rewards and incentives.

Fred Maiorino had been a successful sales manager for Schering-Plough Corporation for thirty-one years before Jim Reed was named general sales manager over the South Jersey sales district that included Fred’s sales territory. Afterwards, Reed implemented several changes to try to boost sales including a new performance appraisal system and a hands-on coaching style to motivate his sales staff. The problem arose with Reed’s inability to motivate Fred (Buller & Schuler, 2003).