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Case Study: Employee Absence
by Stephen Adams
Graphics and Commercial Art
by Stephen Adams
Graphics and Commercial Art
A short time after the written warning was issued, Joan called work to say she was not going to be in because her babysitter had called in sick and she had to stay home and care for her young child. Joan's supervisor, Sylvia, told her that she had already exceeded the allowed number of absences and warned that if she did not report to work, she could be suspended. When Joan did not report for her shift, Sylvia suspended her for fifteen days.
In a subsequent hearing, Joan argued that it was not her fault that the babysitter had canceled, and protested that she had no other choice but to stay home. Sylvia pointed out that Joan had not made a good faith effort to find an alternate babysitter, nor had she tried to swap shifts with a co-worker. Furthermore, Sylvia said that the lack of a babysitter was not a justifiable excuse for being absent.
Questions:
1. Was the suspension fair?
2. Did Joan act responsibly?
3. Should she be fired?
4. Should the babysitter be fired?
5. Was Sylvia fair in her actions?
6. Is there ever a solution for working
mothers?
7. Should working fathers take turns staying
home?
8. Should Great American Market provide
daycare?
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Case Study: Substance Abuse
by Stephen Adams
Graphics and Commercial Art
by Stephen Adams
Graphics and Commercial Art
Although there was no employee assistance program in place and the company had not been aware of Fred's condition, their personnel director assisted Fred in obtaining treatment by allowing him to continue receiving insurance benefits and approved his unemployment insurance claim.
Fred subsequently requested reinstatement, maintaining that he had been rehabilitated since his discharge and was fully capable of being a productive employee. He pointed to a letter written by his treatment counselor, which said that his prognosis for leading a "clean, sober lifestyle" was a big incentive for him. Fred pleaded for another chance, arguing that his past problems resulted from drug addiction and that Sam's Saunas should have recognized and provided treatment for the problem.
Sam's Saunas countered that Fred should have notified his supervisor of his drug problem, and that everything possible had been done to help him receive treatment. Moreover, the company stressed that the employee had been fired for poor performance and absenteeism. Use of the progressive discipline policy had been necessary because the employee had committed a string of offenses over the course of a year, including careless workmanship, distracting others, wasting time, and disregarding safety rules.
Questions:
1. Should Fred be reinstated?
2. Was the company fair to Fred in helping
him receive treatment?
3. Did the personnel director behave
ethically toward Fred?
4. Did he act ethically for his company?
5. Would it be fair to other employees to
reinstate Fred?
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Case Study: Working Environment
by Stephen Adams
Graphics and Commercial Art
by Stephen Adams
Graphics and Commercial Art
He summoned the buildings' safety director, who determined that the air duct was 25 feet away from the work station, and at a 45 degree angle from John. He further explained that the technology used by the air conditioning system diffused the air as it comes out of the duct and does not create a draft.
The supervisor decided that John's safety complaint was unjustified and ordered him to return to work. John again refused, stressing that since Sam was not a doctor, he was not capable of deciding whether or not there was a problem. XYZ Publishing subsequently discharged John for refusing a direct order from his supervisor to do a job that was covered under his regular duties.
John protested that requests to be removed from a job were often made, and that he was never informed that refusing to do the job would result in his discharge.
Questions:
1. Was John fired for just cause? (i.e.,
because he was sick, or because he refused a direct order?)
2. Did Sam act ethically toward John?
3. What if John asked to be reassigned
instead of refusing to work?
4. What else could the company have done
about the problem?
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Case Study: Affirmative Action
by Elaine E. Englehardt
Humanities/Philosophy
by Elaine E. Englehardt
Humanities/Philosophy
Peter is replacing one of the white, male managers. He has advertised the position both in house and outside, as required by his company's hiring policies. After reviewing all of the applications, he believes that Steve, an employee of the company for 12 years, is the most qualified applicant. However, in the pool of applicants there are three qualified women and two qualified black men. Morally what should Peter do?
Questions:
1. Is it fair to hire Steve, even though this
will still mean that the managers will have definite gender and race inequity?
2. Is it fair to Steve to hire someone less
qualified to agree with Affirmative Action?
3. Would it be more fair to hire a woman, or
to hire a black male?
4. Should Peter give up and let the other
managers vote on who should be hired?
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Case Study: Discrimination in the Workplace
by Elaine E. Englehardt
Humanities/Philosophy
by Elaine E. Englehardt
Humanities/Philosophy
As a black woman she feels isolated, as there are no other black women managers and few women in her area. One night at a company party she heard a conversation between two of her male co-workers and their supervisor. They were complaining to him about Marian's lack of qualifications and her unpleasant personality. They cursed affirmative action regulations for making the hiring of Marian necessary.
Marian is very upset and wants to quit.
Questions:
1. Should she?
2. Are her co-workers correct in their
evaluation?
3. Should she confront the co-workers?
4. Should she file a discrimination suit?
5. Should she go to the supervisor?
6. What else could she do?
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Case Study: Corporative Discriminatory Policies
by Elaine E. Englehardt
Humanities/Philosophy
by Elaine E. Englehardt
Humanities/Philosophy
You have recently learned that the corporation which employs you has a branch office in South Africa. This office you learn, actively exploits blacks and the environment, yet the branch makes large profits. You will probably never be transferred to the South African branch, nor will you have much contact with it.
Questions:
1. Are you going to continue working for this
corporation? Justify your answer.
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