Caselette 3:

1. If relevant data is collected, this could involve seeking out information that explains the cause or rationale behind Felicity's actions.

   True

   False

2. Review exhibit 2 within the caselette material. Pretend as if the existing content for exhibit 2 was no longer available and that in its place was submission data from various assignments (i.e. not just the weekly progress report), different systems, and sporadic periods of time (i.e. data was missing for several weeks).

   In this instance, relevant data should be gathered by piecing together information from the various systems, sources, and time periods.

   True

   False

3. Suppose MedX decides to include annual performance data as part of the investigation, what is likely to be most problematic given this particular situation?

   	a.	MedX's performance reviews only have quantitative data which will provided limited value
   	b.	As a small company, MedX doesn't have a reliable enough review process that can be used for investigations
   	c.	Annual reviews may include peer feedback which makes them unusable
   	d.	Felicity has no formal performance review because she hasnt been employed at MedX long enough

4. When considering the evaluation framework for this particular case, which statement below is most accurate?

   	a.	Magnitude is low
   	b.	Frequency is medium or high
   	c.	Impact is low
   	d.	None of the above are true

5. What could be problematic if peer interviews are conducted as part of this investigation?

   	a.	Peer interviews are the most important piece of information but they take time to collect
   	b.	All members of the peer group may not be objective
   	c.	The team is too new to offer any valuable feedback
   	d.	All of the above

6. During the investigation, Sharon is asked about Felicity's history of submitting personal progress reports. "History" refers to Felcity's previous actions and behaviors across time. Sharon recalls that Felicity has in fact submitted her personal progress reports and she doesn't recall her failing to submit personal progress reports. What is most likely causing this perception?

   	a.	Primacy Effect
   	b.	"Like Me" Bias
   	c.	Recency Effect
   	d.	Priming

7. What information could you use to determine the "magnitude" for this employee relations situation?

   	a.	Determine whether Felicity's actions are lesser, greater, or on par with other Managers.
   	b.	Look at the number of times Felicity failed to submit a personal progress report.
   	c.	Calculate the number of customers and investors that would be upset with an incomplete or late company-wide report if no action is taken.
   	d.	Calculate how often Felicity declined to take on additional work because of workload concerns.

8. Which of the following reflects the most accurate scoring of "Authority" for both James and Sharon?

   	a.	James is a 0 and Sharon is a 10
   	b.	James and Sharon are both a 10
   	c.	James is a 5 and Sharon is a 10
   	d.	Sharon is a 0 and James is a 10

Please answer however many possible and I will submit question in another post.

Sharon has always wanted to start her own medical device business. As an entrepreneur and the founder of MedX, she knows how important finding good talent and creating an energizing culture is for any company's success. She currently has five employees (Exhibit 1) but no formal executive team (i.e. Chief Operating Officer, Chief Human Resource Officer, etc.). As a result, Sharon personally executes and has the final say in all human resource responsibilities including hiring, firing, and annual reviews. Annual performance reviews are completed 12 months after an employee begins at a company. Felicity joined the company just six months ago after working at a large healthcare technology company. She was introduced to MedX by another employee named Lucy. Lucy and Felicity were roomates in college and are from the same hometown. Lucy passed along Felicity's resume directly to Sharon for review and she was hired soon after. Recently, Sharon's most senior employee, James, shared concerns about Felicity. Felicity met with James for her 90 day meeting, which is a manager/direct-report check-in 90 days after an employee begins in a new position at the company. During this discussion, Felicity shared her concern about the volume of work at the company and the poor compensation. Felicity was visibly frustrated during the discussion and she voiced that she believed she had been duped" into taking the role without full transparency into the amount of work she would have to do. She also shared that her position should have much higher compensation. In the weeks and months that followed, James noticed that Felicity appeared disengaged during team meetings and other interactions. She also seemed irritated when asked to take on any additional work which was in fact a common request of all MedX employees given the booming success of the business. While members of the team have independent roles and responsibilities, a small and quickly growing company requires frequent collaboration. One such task that requires collaboration is the personal progress reports. Every week, each Manager is expected to submit their personal progress report which highlights key numbers and updates for their respective business unit. Sharon, the CEO then combines all of the data from the personal progress reports to form a comprehensive company-wide report. This company-wide report is then sent to company investors, clients, and other key stakeholders. Felicity has repeatedly failed to submit her personal progress reports to Sharon. As a result, other Managers have had to stay late unexpectedly until 9pm on a Friday evening to make up for her portion to ensure that the company-wide report can still be produced in its entirety by Sharon. During one specific week, Lucy also missed the submission deadline for her personal progress report but she did eventually submit it. When Lucy was asked why she submitted her report late, she admitted to departing work early with Felicity without permission. There were plans to hire a new Associate soon to work under Felicity. MedX is now becoming concerned about whether a toxic employee may negatively impact their future company culture. To that end, James recommends and decides to begin an investigation now that Felicity has been in her role for seven months. Exhibit 1: Medx Organization Chart Sharon (CEO) James (Director) Felicity (Manager) Lucy (Manager) Gabe (Manager) Tasha (Associate) Exhibit 2: Personal Progress Report Submission Status By Employee. Data reflects activity from the last 30 days. Manager: Lucy Report Due Date On-Time Submission/ Late Submission / No Submission September 6th On-Time Submission September 13th On-Time Submission September 20th Late Submission September 27th On-Time Submission Manager: Gabe Report Due Date On-Time Submission/ Late Submission / No Submission September 6th On-Time Submission September 13th On-Time Submission September 20th On-Time Submission September 27th On-Time Submission Manager: Felicity Report Due Date On-Time Submission/ Late Submission / No Submission September 6th No Submission September 13th No Submission September 20th No Submission September 27th Late Submission Exhibit 3: Personnel File A personnel file contains various data points about an employee. The file below contains three sets of data. Section A outlines the title, pay, and benefits held by the employee in her previous company. This information was gathered from the employee when they applied for a job with Medx. Section B outlines the desired title, pay, and benefits requested by the employee when they applied for a job with Medx. Section C lists the current title, pay, and benefits associated with the employee's position at Med now. This information is inputted by the CEO after the employee begins at the company. Employee Name: Felicity Smith SECTION A Previous Title: Director Previous Salary: $82,000 Previous Benefits (mark all that apply) Vacation Health Insurance X Telework/Remote Working Sick Leave X Vision Insurance Maternity/Paternity 401k Plan X Dental Insurance Gym Credit/Wellness Credit SECTION B Desired Title: Director Desired Salary: $90,000 Desired Benefits (mark all that apply) Vacation Health Insurance Telework/Remote Working Sick Leave X Vision Insurance Materi 401k Plan Dental Insurance Gym Credit Wellness Credit SECTION C Current Title: Manager Current Salary: $80,000 Desired Benefits (mark all that apply) Vacation X Health Insurance Telework/Remote Working Sick Leave Vision Insurance Maternity/Paternity 401k Plan Dental Insurance Gym Credit/Wellness Credit