Termination: A Case Study

supervisors who have employees they cannot fire trying to force the individual to resign by some form of harassment. Such tactics are ethically wrong. Individuals should be terminated for cause and not be forced to resign because of ill-treatment. The fact is that this is ill-treatment, and therefore it cannot be justified in ethical terms.

Rex Crane is an employee who has served his company for 26 years and who is still working up to company standards. He has gained a number of skills and abilities and uses them well for the company. The reason why the supervisor and other senior managers want him to leave seems to be largely because they consider him eccentric and do not like him, though they also admit they have no reason for terminating him. Meeting the standards of the company should be enough, yet instead of taking better advantage of Crane's work experience, these managers are trying to force him out. The dilemma can be defined as employee rights vs. management whims.

The fact that there is no employee problem solving process is itself a questionable fact, for any company interested in ethical treatment should have some mechanism for making such determinations. Such a system should be instituted and followed in order to assure that untoward actions by disgruntled managers will be controlled.

Sam is being placed in an untenable position, and in truth, J.B. is foist

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ey are moved around until they do not bother anyone any longer. Gregory realizes that there is a need for clear standards for performance in a company or the company will be ineffective. He also knows that he will never be able to trust how he is treated in this company because no one will tell him if he is doing well or not -- they will just move him as if it were a promotion. His resignation makes perfect sense. Of course, he also has somewhere else to go, but a position in this company would be a dead-end situation in any case. The managers are not living up to their responsibilities to the company by their actions and are not acting as effective managers. They are more interested in their own comfort than in the effectiveness and success of the company as a whole. CASE STUDY IV Jenny is faced with a dilemma because a superior is doing something questionable. She wonders if someone even higher up had requested this, but in truth, that does not matter except to her own job security. Someone is tampering with the accepted assessment method and so is damaging the value of the entire program. For Jenny, this is a case of obligation to the system vs. professionalism, and she should decide in terms of professional con
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Some common words found in the essay are:
II Sam, STUDY VI, Vice President, Rex Crane, Linda Jensen, IV Jenny, III Gregory, , Harry Hart, integrity system, ethical dilemma, vice president, trying force, features included, professional conduct, safety features, employee safety, safety vs, consulting firm,
Approximate Word count = 1449
Approximate Pages = 6 (250 words per page)

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