04: Read the following case study and answer the questions given at the end. Saline Hyke began her job as the supervisor of the Training Department of American Bank and Trust Company almost four years ago, she was generally pleased with the four trainers and one secretary in her unit. Indeed Saline took pride in her ability to create high morale and high performance unit. This was particularly pleasing to Saline because they were constantly busy and barely able to keep up with the volume of training expected from them. Then, early on Wednesday morning, Satine's secretary, Judy Martin, knocked on Saline's door and asked to see her. Saline liked Judy and considered her to be one of her "stars". Indeed in an effort to develop Judy's talents and abilities. Saline had gone out of her way to give Judy special assignments, including her in all the major planning activities of the department and entrusting her with the administration of certain departmental programs such as tuition assistance and evaluation follow-through. By now Judy functioned more as an administrative aide then as a secretary. It was clear that Judy was upset about something as she seated herself in the chair next to Saline's desk. Slowly, Judy placed a job-posting application form in fort of Saline. She would not look her supervisor in the eyes. Saline was surprised, to say the least. As far as Saline knew, Judy liked both her job ad working in the Training Department. In turn everyone else in the department liked and respected Judy. Saline looked over the application and asked 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 am kind of surprised." Judy looked at her clasped hands, thinking. Saline waited. Finally Judy looked up and said: "I noticed in last week's job posting that the executive secretary position is graded as 14. Now that's two grades higher than my job!" She caught her breath. "You know my friend Rose Jane 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, Saline, 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 paid the same as that secretary. The job requirements for the job are just a little higher than mine and the merit raise you gave me last month hardly helped at all." Saline listened; then she replied: "It sound to me Judy, that you are feeling angry because you think you should be paid more for the work you do and you want to switch jobs rather than put up with things as they are. Am I right?" Judy nodded her head in agreement. Saline knew, though, that the American bank evaluation system was up-to-date and that the executive director job to which Judy referred did require additional background experience, skill, knowledge and responsibilities beyond what was needed in Judy's current job. Because her secretary was such a good employee and a nice person, Saline was quite concerned. She felt strongly that moving to the executive secretary's job would not be what Judy really wanted, and she hated to lose Judy, especially when her decision was based on faulty reasoning and the move would not be good for her. Satine tried to figure out what to do. (a) What are the reasons given by Judy Martin for wanting to post for a position in another department? What points are accurate and which are debatable? (h) How should Saline respond to Judy's request to transfer? (c) How should Saline respond to Judy's Salary complaints