This is a case concerning problems faced by Rob Peterson, Chief Operating Officer for the small (40 employees) accounting firm of Hale, Price, and Lancaster (HPL). On a day when human resource issues seem to dominate his time, Peterson has to address two separate issues that could create legal liability exposure for the firm as well other issues concerning finance, management, and ethics. Being a lawyer and holding an MBA, Peterson is especially concerned with his decisions.
The first incident involves a termination decision. Peterson faces the decision of what to do with an underperforming employee who could contest a termination decision by claiming discriminatory treatment based on any one or all of three areas: disability, gender, and age.
The second incident involved a hiring decision. A promising college recruit, one of the top three potential new employees, voluntarily disclosed in her office interview that she is asking for a delay in starting work of six months to undergo treatment for leukemia should she be chosen for the position.
By including the potential new hire on the firm’s health insurance plan, HPL would be forced to change health insurance coverage and locate an insurance company to provide insurance at a significantly increased premium, higher deductibles for employees, and less coverage. Changing the way health insurance is funded would force the organization to cancel any raises, forego increases in any other benefits, and curtail any future hiring for several years.
The case is designed to direct the attention to discrimination issues, address potentially ethical and legal issues, and consider the welfare of the entire organization rather than one aspect or person in the organization. Additionally, the case will illustrate that critical incidents do not necessarily occur one at a time, but may create simultaneous problems that must be addressed immediately.
After reviewing the details of the case carefully, write a 5–7 page paper in which you discuss Peterson’s dilemmas in each of the two situations. The page count excludes the title and reference listing pages. Use 1-inch margins and APA style and formatting. Include the following in your discussion for each situation:
- Summarize the situations Peterson faces.
- Identify the implications of the employment process (termination and hiring) described, which may create a legal liability.
- Propose at least two potential plans of actions for each situation (termination and hiring). Include supporting rationale for each action suggested.
- Analyze the effects of the employment decisions proposed in number 3 from the:
- Accounting, financial, or economical standpoint.
- Managerial standpoint (such as staffing issues, existing employees, and welfare of the entire organization).
- Ethical points of view.
- Make a decision based on number 3. Support your decision fully.
Be sure to read the scoring guide to understand how you will be graded.
Case Study – A Day in the Life Scoring Guide
Due Date: End of Unit 9.
Percentage of Course Grade: 20%.
Criteria
Case Study – A Day in the Life Scoring Guide Grading Rubric
Non-performance
Basic
Proficient
Distinguished
Summarize the
termination
situation Peterson
faces.
9%
Minimally
Fails to summarize
summarizes the
the termination
termination
situation Peterson
situation Peterson
faces.
faces.
Summarizes the
Summarizes the
termination situation
termination
Peterson faces. by
situation Peterson
displaying a synthesis
faces.
of sources.
Identify the
implications of the
employment
termination
process described,
which may create
a legal liability.
9%
Fails to identify
the implications of
the employment
termination
process described,
which may create
a legal liability.
Minimally
identifies the
implications of the
employment
termination
process described,
which may create
a legal liability.
Identifies the
implications of
the employment
termination
process
described, which
may create a
legal liability.
Identifies the
implications of the
employment
termination process
described, which may
create a legal liability,
by displaying a
synthesis of sources.
Propose at least
two potential
plans of action in
the termination
situation,
including
supporting
rationale for each
action suggested.
9%
Fails to propose a
potential plan of
action in the
termination
situation and fails
to include
supporting
rationale for each
action suggested.
Proposes at least
two potential plans
of action in the
termination
situation but
includes minimal
supporting
rationale for each
action suggested.
Proposes at least
two potential
plans of action in
the termination
situation,
including
supporting
rationale for each
action suggested.
Proposes at least two
potential plans of
action in the
termination situation,
including supporting
rationale for each
action suggested by
displaying a synthesis
of sources.
Analyze the effects
of the termination
decision proposed
from an
accounting,
financial, or
economical
standpoint;
managerial point;
and from ethical
points of views.
Fails to analyze
the effects of the
termination
decision proposed
from an
accounting,
financial, or
economical
standpoint;
managerial point;
and from ethical
Minimally
analyzes the
effects of the
termination
decision proposed
from an
accounting,
financial, or
economical
standpoint;
managerial point;
Analyzes the
effects of the
termination
decision
proposed from an
accounting,
financial, or
economical
standpoint;
managerial point;
and from ethical
Analyzes the effects
of the termination
decision proposed
from an accounting,
financial, or
economical
standpoint;
managerial point; and
from ethical points of
views by displaying a
Criteria
Non-performance
Basic
Proficient
Distinguished
synthesis of sources.
9%
points of views.
and from ethical
points of views.
points of views.
Make a decision
for Peterson in the
termination
situation.
9%
Fails to make a
decision for
Peterson in the
termination
situation.
Minimally makes
a decision for
Peterson in the
termination
situation.
Makes a decision for
Makes a decision
Peterson in the
for Peterson in
termination situation
the termination
by a displaying
situation.
synthesis of sources.
Summarize the
hiring situation
Peterson faces.
9%
Minimally
Fails to summarize
summarizes the
the hiring situation
hiring situation
Peterson faces.
Peterson faces.
Summarizes the
hiring situation
Peterson faces.
Summarizes the
hiring situation
Peterson faces by
displaying a synthesis
of sources.
Identify the
implications of the
employment
hiring process
described, which
may create a legal
liability.
9%
Fails to Identifies
the implications of
the employment
hiring process
described, which
may create a legal
liability.
Minimally
Identifies the
implications of the
employment
hiring process
described, which
may create a legal
liability.
Identifies the
implications of
the employment
hiring process
described, which
may create a
legal liability.
Identifies the
implications of the
employment hiring
process described,
which may create a
legal liability by
displaying a synthesis
of sources.
Propose at least
two potential
plans of action in
the hiring
situation,
including
supporting
rationale for each
action suggested.
9%
Fails to propose a
potential plan of
action in the hiring
situation and fails
to include
supporting
rationale for each
action suggested.
Proposes at least
two potential plans
of action in the
hiring situation,
but includes
minimal
supporting
rationale for each
action suggested.
Proposes at least
two potential
plans of action in
the hiring
situation,
including
supporting
rationale for each
action suggested.
Proposes at least two
potential plans of
action in the hiring
situation, including
supporting rationale
for each action
suggested by
displaying a synthesis
of sources.
Analyze the effects
of the hiring
decision proposed
from an
accounting,
financial, or
economical
standpoint;
managerial point,
and from ethical
points of views.
9%
Fails to analyze
the effects of the
hiring decision
proposed from an
accounting,
financial, or
economical
standpoint;
managerial point;
and from ethical
points of views.
Minimally
analyzes the
effects of the
hiring decision
proposed from an
accounting,
financial, or
economical
standpoint;
managerial point;
and from ethical
points of views.
Minimally
analyzes the
effects of the
hiring decision
proposed from an
accounting,
financial, or
economical
standpoint;
managerial point;
and from ethical
points of views.
Analyzes the effects
of the hiring decision
proposed from an
accounting, financial,
or economical
standpoint;
managerial point; and
from ethical points of
views.
Minimally makes
a decision in the
Makes a decision Makes a decision in
in the hiring
the hiring situation.
Make a decision in Fails to make a
the hiring
decision in the
Criteria
Non-performance
Basic
Proficient
Distinguished
situation. Support hiring situation.
the decision fully. Fails to support
9%
the decision.
hiring situation.
Minimally
supports the
decision.
situation.
Supports the
decision fully.
Supports the decision
fully by displaying a
synthesis of sources.
Communicate in a
manner that is
professional and
consistent with
expectations for
members of the
business
professions and
masters-level
learners.
10%
Minimally
communicates in a
manner that is
professional and
consistent with
expectations for
members of the
business
professions and
masters-level
learners.
Communicates in
a manner that is
professional and
consistent with
expectations for
members of the
business
professions and
masters-level
learners.
Communicates in a
manner that is
professional and
consistent with
expectations for
members of the
business professions
and masters-level
learners by displaying
a synthesis of
sources.
Fails to
communicate in a
manner that is
professional and
consistent with
expectations for
members of the
business
professions and
masters-level
learners.
