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read two case studies answer the questions Case 1: Ethics Dilemma: Pay for Perfo
read two case studies answer the questions Case 1: Ethics Dilemma: Pay for Performance Disconnect You are the new vice president for HR of a company that has not been performing well, and everyone, including yourself, has a mandate to deliver results. The pressure has never been greater. Shareholders are angry after three years of a tough market that has left their company stock losing value every day. Many shareholders desperately need stock performance to pay for their retirement. Working for you is a 52-year-old manager with two kids in college. In previous evaluations, executives told him he was doing fine, when he clearly was not, and his performance is still far below par. At the same time, the executives awarded him impressive annual pay raises. If you are to show others in the company that you are willing to make tough decisions, you feel you must fire this individual. The question is, who is going to sufferthe firm and, ultimately, the shareholders, whose retirements are in jeopardyor a nice guy whos been lied to for 20 years? Questions: 3-9. What would you do? 3-10. What factor(s) in this ethical dilemma might influence a person to make a less-than-ethical decision? Case 2: Telecommuting at MedEx Harry Davis just finished interviewing a candidate to fill another medical billing specialist opening. As the human resources manager for MedEx, a medical billing company, Harry is concerned about the high turnover rate for the specialists. Turnover is very costly for the company, and Harry is trying to identify ways to lower the turnover rate. The candidate he just interviewed asked Harry if any of the specialists worked from home. Harry informed him that they do not right now, but telecommuting may be an option in the near future. MedEx employs more than medical billing specialists in its office located in a busy downtown metropolitan area. Each specialist works on a group of specific accounts, coding medical records and entering them into the computer system. The specialist position requires an intense 3-week training program to learn the coding system, but once they are proficient at their work, the specialists work independently on their assigned accounts. In an attempt to identify the cause of the high turnover rate, Harry asked the specialists to complete an employee survey that asked about their satisfaction with their pay, benefits, and working conditions. In general, the employees indicated satisfaction with pay levels and benefits, but were not satisfied in some other areas. In the comments section of the survey, several employees noted challenges in getting to work each day. Some mentioned heavy traffic that caused long commutes, while others noted the high cost of parking downtown. Further, many employees noted high stress levels due to trying to balance their work and personal responsibilities. When asked for specific ideas on how to improve the work environment, more than half of the specialists noted the option to telecommute as a desirable benefit. Because the specialists work independently, telecommuting is a feasible option. The specialists would need to work in the office at least 1 or 2 days per week in order to get updates on their accounts, but it would be possible for the employees to work from home the other days. Harry now must carefully consider whether to recommend offering the telecommuting option. Questions: 12-6. Would offering telecommuting as an option benefit MedEx? How? 12-7. Are there any disadvantages or challenges in offering telecommuting? 12-8. What do you recommend MedEx do? Why?

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