equipment room operators. When Johnson did not receive a pay increase or promotion after

his annual evaluation, he met with Braxton and told him that he was dissatisfied with his pay

and felt that because he often performed the equipment operator's job, he ought to be paid at

that rate instead of his present rate as an auxiliary operator. Braxton told him he would have

to remain at the pay of an auxiliary operator and that he should be satisfied with that for the

time being. Johnson became quite upset and stormed out of Braxton's office. The next day,

Johnson did not report to work and did not call in to report his absence$.$

Company policy stated that when an employee is absent and fails to notify his or her

supervisor, the employee may be terminated. When Johnson returned to work the following

day, he told Braxton that he had decided to quit his job because he was very dissatisfied with

his pay. Johnson was asked to sign a termination notice form required by company policy and

was told by Braxton that he would receive a copy of the form in the mail.

A week later, Newcombe received a phone call from Johnson. Johnson told her that the

reason given on the copy of the termination form he had just received in the mail was

incorrect $($see Exhibit $1\mathrm{.}3).$ He had not left to take another job but had left because he

was dissatisfied with his pay and lack of promotion at the plant. He explained that he had

spoken with the plant superintendent about this several times. Johnson told Newcombe that

he wanted his personnel records to be corrected and that he had been asked by Braxton to

sign a blank form. He alleged that Braxton had added the incorrect reason after he had signed

the form. Johnson also stated that he thought the Department of Labor would have something

to say about this whole incident.

QuESTIONS

Discuss the relationship between corporate human resources structure and operations at

the plant level. What impact, if any, did that relationship have on the situation described

by Newcombe?

How should Newcombe have handled this situation?

What, if any, disciplinary action should have been taken against the plant superintendent

$($Braxton$)$ at the time of the incident?

If Johnson's allegations were true, what are the legal ramifications of Braxton's behavior?

Describe Mount Ridge's business strategy. What is the relationship between its business

strategy and its human resource practices?

What strategic human resource issues will Newcombe likely face as the company expands

to the Northeast? How might this expansion affect the structure of the organization and

its human resource department?