Stephen To was entrusted to manage the training department for a NASDAQ-listed information technology company in the Asia-Pacific region. The company's presence spans across the globe. His task was simple and unambiguous: to lead a group of highly skilled IT professionals in providing high quality technical training to internal and external customers.

His team was made up of four technical trainers and training administrator, Sandra. All the team members were in the department before his appointment as the department's head. The fourth trainer, however, was recruited by Stephen and subsequently caused a lot of controversy within the department. His name is Michael, a 24-year-old graduate from a reputable university in Malaysia. Although he was young, he was recruited owing to his outstanding presentation and technical skills during an interview. The other trainers, however, thought he was too young and hence would not have enough experience to
handle a class.

Michael proved them wrong and turned out to be a star performer in the team. He was lavished with compliments from training attendees and as a result, became quite arrogant in his behaviour. Michael was aware of the praise received and approached Stephen, suggesting that he be promoted to Senior Technical Trainer and given a pay raise. Knowing the promotion would not be welcomed by other team members, Stephen tactfully declined his request. Michael took the rejection badly and threatened to
leave the company. From that point onwards, he started turning up late for work and even failed to turn up for work occasionally. His performance consequently started deteriorating.

To make things worse, Sandra, the training administrator, was starting to mirror Michael's unacceptable. She too started turning up late for work and sporadically failed to turn up at work. Whenever Stephen asked her why she was late, she would explain that she had put in additional hours on the
previous day.

On one occasion, both Michael and Sandra failed to turn up for work on the same day. Customers turned up at the training venue and knowing that Michael was absent, Stephen instructed Peter, the other trainer in the department, to stand in for Michael. Peter felt he was treated unfairly and was very reluctant to accept the job assigned. After much persuasion from Stephen, Peter obliged unwillingly.

Unsurprisingly, the training turned out to be a total disaster. The already agitated participants showed little patience with Peter's dispassionate training. Complaints were filed to upper management and consequently, Michael was asked to resign, and Stephen was demoted for his inability to manage the team.

For observation  "Peter felt he was treated unfairly and was very reluctant to accept the job assigned by Stephen.

Please provide references for the body and conclusions

Body
- Overview of the case study
- Issues from the case study have been identified and discussed
Conclusion
-Highlighting what has been learned from the case study
Recommendations
-The issues you have identified should be addressed here using relevant academic literature to support your decisions.