Review and answer each scenario. After completing the two questions posed for each scenario, justify your

answers based on selecting and answering one or two of the questions in $($a$-$g$).$

a$.$ Does the action involve intentional deception?

b$.$ Does the action purposely benefit one party at the expense of another?

c$.$ Is the action fair and just to all concerned?

d$.$ Would you or the manager feel comfortable if the action was made public, or must it remain a secret?

e$.$ Would you need to justify the action by telling yourself that you can get away with it or that you won$$t need to live with the decision consequences?

f$.$ Would you recommend the action to others?

g$.$ Will the action build goodwill and better relationships?

SCENARIO

$1.$ A supervisor has an employee who is an outspoken homosexual. The supervisor does not like homosexuals. As a

result, the supervisor purposefully rates her lower than deserved on her performance appraisal form.

$2.$ A firm has recently been charged with discriminating against minorities. The firm denies the charges but asks all

supervisors to make sure they do not discriminate. In order to avoid any possible discrimination charge, a manager

rates one poor performing minority employee higher than deserved on the performance appraisal form.

$3.$ A manager has a male subordinate who is married with three children. This employee is a known womanizer and

has been spotted by several employees hanging out with women other than his wife, including prostitutes. The

supervisor does not believe this is appropriate and rates the employee lower than deserved on the performance

appraisal form.

$4.$ A female employee who recently had a baby negotiated a change from full$-$time to part$-$time status with the HR

department. Her supervisor, also a working mother, resents the fact that she is able to spend more time at home

with her child. The supervisor rates her lower than deserved on the performance appraisal form in an attempt to

force her to switchback to full$-$time status or quit.

$5.$ A firm has a $360-$degree performance appraisal system that includes asking all subordinates to rate and evaluate

their boss. A manager wants to be promoted so he gives all employees higher performance evaluations than they

deserve in hopes that they, in turn, will rate him higher.

$6.$ A manager realizes that an employee$$s attendance is so poor that she is likely to get terminated within the next

few months. So$,$ in order to build a more solid case against the employee and further justify the inevitable

termination, the manager rates the subordinate lower than deserved on the performance appraisal form.

$7.$ A manager wants to get promoted in order to get a substantial raise. He believes that he will be judged, in part, in

terms of how effective he has been at developing high performing subordinates as evidenced by his subordinates$$

performance appraisal scores. In order to enhance his promotion chances, he rates his employees higher than

deserved.

$8.$ A manager wants to give one particular subordinate a big raise in order to keep her from accepting a job

elsewhere. However, there is limited raise money available, and it is based on merit. So$,$ he rates another

employee lower than deserved, thereby reducing this person$$s raise, in order to be able to give the other a larger

raise.

$9.$ A manager wants to get rid of a disliked subordinate, so she rates the employee lower than deserved in hopes that

the employee will quit.

$10.$ A manager wants to help a subordinate get promoted, so she gives her a higher evaluation than deserved