Your questions analysis and preparation will require for you to complete the reading for Chapter 15

* Answer the following questions 1-5, related to Chapter 15 Case 15-1 When a Transfer Backfires :

1. What are the facts Trent must consider now?

2. What avenues are now open to Trent? What does this case say to you about the need for supervisors to act morally?

3. Do you believe some supervisors are untruthful where recommendations are concerned? Explain.

4. What three functions are salaries meant to perform?

5. To what extent should employee appraisals be used in salary adjustments? Explain.

Each question must be in An APA format, at least 300 words (full page) of writing, and properly cited APA. Also it should be at least 30% Original, the paper will be submitted via Turnitin

Chlapci me 2. wird wie ? 2. Wyry chridd mir pendo 1. Valamut your mon ? Bunga Don Mr Poul Pleun Monogoman Caudaran A Dhyanga athul pt nood performarse por na Carin Honduct her performance aparcal ini WHEN THE TRANSFER BACKFIRES: 12 Sonith abruptly rose and storcat of the utte ir Acbony 380 Conny In Supriment by instru. Asume anawapen Howald YOU UNH SW Builder 15.3 ma und puid ned laboration Ahow the followestion pero of A Wiese L. Gloria Pogopa w intarving" ACES 10 imprehet per para sals? Dua und Tin Thy Robert Trend, the director of purchasing at a Las Mortiered what had gone wrong with a seemingly pet ester university. As she made her has not real test play-one that would have rid his department of a prollen" employce. How could his well-constructed plat asing the university's formal transfer aeth ave failed so miserably, leaving him with an even Gore unmanageable situation It had all begun in January, whea Treat decided ricthing must be done about Smith's percorrunec and attitude. The process was made a little more awic- ward by the university's not having a formal emuployee performance-appraisal policy and program. Each department was left with the right to develop and con- duct its own employee appraisals. This meant each department could choose whether or not to appraise an employee, as well as choose the format and proce dure to be used In January, Trent decided to conduct an appraisal of Smith. After writing down some weaknesses in her performance and attitude, he called her in to discuss them. He cited the various weaknesses to her, but, admittedly, most were highly subjective in nature. In sen 20 CASE 15-1 only lew instances did he gove specific now onjective referens and did to give Sith a copy of st. ings. During it appraisal interview, le hinted pashly that she dida' "L" wid se "probably would be bruch happier is one other place to any cvent, he was satisfied ha bepan t'he process for eventually rid- ding the department wil her. He reasoned, all else led this pressure wild lately force her to Quil. At the time, he bardly noticed she was strangely quiet though the whole meeting As time went by, Smith's attitude and performance did mul imprw. In March, Trent was elated to learn 2.0 opening existed in another department and Smith was interested in transferring The university's formal Transfer pulicy required Treat to complete the Employee Transfer Evaluation Form- which he gladly did. As a matter of fact, he rated Smith mostly out- standing on the performance and attitude factors. He was w pleased at having the opportunity to use the transfer systems he called the other department manager and spoke glowingly oi Smith's abilities and performance. Although be had been the purchasing director for only eight months, having been recruited from another college, he even pointed with pride to Smith's five years of experience. Cortad)