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Summary:
"Carla Santos is the manager of Venus Boutiques, a string of specialty shops selling a selected line of ladies’ bags, beauty products and ladies’ wear. She went on a three week business trip outside the country and when she returned, a problem was presented to her in one of her three stores.
One of Santos’ store managers is Ms. Glo Martines who didn’t get to graduate in college but she was very hard working and responsible. She had just been a manager for ten months and previously worked as a clerk in the shops for over two years. Martines’ diligence was what prompted Santos to promote her to manager when Santos wanted to have managers for each of the stores.
When Santos went back from the business trip, there were complaints about Ms. Martines’ attitude towards the sales clerks of her store. Three of the four clerks complained that Martines favored the other clerk, as she is one of her distant relations. Irma, the errant sales clerk would be late for work but Martines would sign her time record on time and her performance ratings were always “excellent” even though her performance was not exceptional. The other employees also complained that there were times that Irma was allowed to leave early and Martines would vouch for her.
Santos decided to visit the store and talk to Martines. She laid out the complaints about her and Martines bowed down in shame. The store manager neither concurred nor denied the accusations, choosing not to look into her boss’ eyes."
Summary:
"Carla Santos is the manager of Venus Boutiques, a string of specialty shops selling a selected line of ladies’ bags, beauty products and ladies’ wear. She went on a three week business trip outside the country and when she returned, a problem was presented to her in one of her three stores.
One of Santos’ store managers is Ms. Glo Martines who didn’t get to graduate in college but she was very hard working and responsible. She had just been a manager for ten months and previously worked as a clerk in the shops for over two years. Martines’ diligence was what prompted Santos to promote her to manager when Santos wanted to have managers for each of the stores.
When Santos went back from the business trip, there were complaints about Ms. Martines’ attitude towards the sales clerks of her store. Three of the four clerks complained that Martines favored the other clerk, as she is one of her distant relations. Irma, the errant sales clerk would be late for work but Martines would sign her time record on time and her performance ratings were always “excellent” even though her performance was not exceptional. The other employees also complained that there were times that Irma was allowed to leave early and Martines would vouch for her.
Santos decided to visit the store and talk to Martines. She laid out the complaints about her and Martines bowed down in shame. The store manager neither concurred nor denied the accusations, choosing not to look into her boss’ eyes."
Summary:
"Carla Santos is the manager of Venus Boutiques, a string of specialty shops selling a selected line of ladies’ bags, beauty products and ladies’ wear. She went on a three week business trip outside the country and when she returned, a problem was presented to her in one of her three stores.
One of Santos’ store managers is Ms. Glo Martines who didn’t get to graduate in college but she was very hard working and responsible. She had just been a manager for ten months and previously worked as a clerk in the shops for over two years. Martines’ diligence was what prompted Santos to promote her to manager when Santos wanted to have managers for each of the stores.
When Santos went back from the business trip, there were complaints about Ms. Martines’ attitude towards the sales clerks of her store. Three of the four clerks complained that Martines favored the other clerk, as she is one of her distant relations. Irma, the errant sales clerk would be late for work but Martines would sign her time record on time and her performance ratings were always “excellent” even though her performance was not exceptional. The other employees also complained that there were times that Irma was allowed to leave early and Martines would vouch for her.
Santos decided to visit the store and talk to Martines. She laid out the complaints about her and Martines bowed down in shame. The store manager neither concurred nor denied the accusations, choosing not to look into her boss’ eyes."
Carla Santos is the manager of Venus Boutiques, a string of specialty shops selling a selected line of ladies bags, beauty products and ladies wear. She went on a three week business trip outside the country and when she returned, a problem was presented to her in one of her three stores. One of Santos store managers is Ms. Glo Martines who didnt get to graduate in college but she was very hard working and responsible. She had just been a manager for ten months and previously worked as a clerk in the shops for over two years. Martines diligence was what prompted Santos to promote her to manager when Santos wanted to have managers for each of the stores. When Santos went back from the business trip, there were complaints about Ms. Martines attitude towards the sales clerks of her store. Three of the four clerks complained that Martines favored the other clerk, as she is one of her distant relations. Irma, the errant sales clerk would be late for work but Martines would sign her time record on time and her performance ratings were always excellent even though her performance was not exceptional. The other employees also complained that there were times that Irma was allowed to leave early and Martines would vouch for her. Santos decided to visit the store and talk to Martines. She laid out the complaints about her and Martines bowed down in
shame. The store manager neither concurred nor denied the
accusations, choosing not to look into her boss eyes. II.
STATEMENT OF THE PROBLEM
How can Ms. Carla Santos address the attitude of Ms. Glo Martines
and
the
sales
clerks
without
jeopardizing
the
employees integrity and moral?
III.
STATEMENT OF THE OBJECTIVES
1. To deal with the misdemeanor of Martines and Irma. 2. To ensure the continued quality service and performance of the other employees and also from the other stores. 3. To prevent future biased evaluations like that of Ms. Martines.
IV.
ALTERNATIVE COURSE OF ACTION
The first solution to this problem is to investigate the matter further. If it is proven that Irma was coercing Martines, then Irma would be the one terminated. If Martines was not forced and actually favored Irma, then both could be fired. One advantage is that the other employees would see that Irma was punished and that they would appreciate that the management sees to it that the irresponsible workers are reprimanded. The downside is that you lose a hardworking manager and the employees might also feel that they have no job security. Also, the shop would incur additional expenses for termination costs and also for hiring and training costs of the replacements. Another solution is to issue a written warning to both the manager and sales clerk. State in the warning that another misdemeanor could cost them their jobs. Also, an employee handbook could be made to include rules that could prevent favoritism in the future. The performance evaluation should be
amended so as to include the actual accomplishments of the
employees in each period. This could appease the other employees and further events like this could be avoided. But, there might still be some bad blood between them as this is not a punishment in of itself. Another possibility is to shuffle the sales clerks and to put under probation the delinquent sales clerk and manager. This way the other sales clerks wont be under the same manger and wont be working with the errant sales clerk. The upside is you give chance to Martines and Irma to do well and not repeat their mistakes. Also, the employees wont feel much threatened as they wont be terminated after one offense. But, again this is not a heavy punishment and might be seen as tolerance of the management. Martines can also be demoted and Irmas pay grade be lowered. By doing this, you get to keep the hard working employee and you give chance to the delinquent. The good this might is that those two would be able to prove themselves worthy of their jobs and the other employees would appreciate the penalty as fit for the offense. The disadvantage
is
that
Martines
might
take
offense
and
demoralized. V.
RECOMMENDATION AND CONCLUSION
There is no one optimum solution for this problem. A combination of each solutions is the best possible way to address the entirety of the dilemma. The management may start an investigation on the complaint whether its done out of malice or out of sense of duty of the employees. Depending on
the outcome, the administration could issue a warning; reshuffle
or transfer the employees; and, demote or terminate the miscreants. But, most of all, the management must restructure the performance evaluation of the employees and also of the store managers. Employee handbooks must be made and issued to the employees upon hiring and training for them to know the different rules of the company. There must also be a fixed penalty in the handbook for the transgressors. The guidelines within the handbook must be strictly implemented and the stores
owner
can
enforce
this
better
by
spontaneous
inspections in each of the stores. Carla Santos, the manager,
must be proactive in handling the business. This way she could easily perceive when there are problems and tackle them accordingly. A more sophisticated hiring system could also be applied to avoid having employees in one store who are related to each other. By applying the recommended courses of action, Santos will be able to uphold the companys integrity and improve its employment and evaluation systems. Also, further incidents such as the one stated will be avoided.