50 Case Studies for Management and Supervisory Training

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Case 1

How come they make more than me?

Background Information

Fran Jefferson began her job as the supervisor of the Training Department of Metro

Bank and Trust Company almost four years ago. She was generally pleased with

the four trainers and one secretary in her unit. Indeed, Fran took pride in her ability

to create a high morale and high performance unit. This was particularly pleasing to

Fran because they were constantly busy and barely able to keep up with the volume

of training expected from them.

Then, early on Wednesday morning, Fran’s secretary, Judy Martin, knocked on

Fran’s door and asked to see her. Fran liked Judy and considered the secretary to be

one of her “stars.” Indeed, in an effort to develop Judy’s talents and abilities, Fran

had gone out of her way to give Judy special assignments, including her in all the

major planning activities of the department and entrusting her with the administra-

tion of certain departmental programs, such as tuition assistance and evaluation

follow-through. By now, Judy functioned more as an administrative aide than as a

secretary.

It was clear that Judy was upset about something as she seated herself in the

chair next to Fran’s desk. Slowly, Judy placed a job-posting application form in

front of Fran. She would not look her supervisor in the eyes.

Fran was surprised, to say the least. As far as Fran knew, Judy liked both her job

and working in the Training Department. In turn, everyone else in the department

liked and respected Judy.

Fran looked over the form and said casually, “So you want to post for the execu-

tive secretary job in the Branch Management Division.” She paused. “Could I ask

you for some additional information, Judy? I’m kind of surprised.”

Judy looked at her clasped hands, thinking. Fran waited.

Finally, Judy looked up and said: “I noticed in last week’s job posting that the

executive secretary position is graded as a 14. Now that’s two grades higher than

my job!”

She caught her breath. “You know my friend Mary Johnson works over there.

She told me that half the time the secretary sits around doing nothing.”

Judy continued, gathering some anger in her look and resentment in her voice.

“Look, Fran, you know how hard I work, how hard we all work, around here. I

mean, I’m always busy. I don’t see why I should work in a job graded at a 12 and

work twice as hard and yet not be paid the same as that secretary. The requirements

for the job are just a little higher than mine, and the merit raise you gave me last

month hardly helped at all.”

Fran listened, then she replied: “It sounds to me, Judy, that you’re feeling angry

because you think you should be paid more for the work you do and that you want

to switch jobs rather than put up with things as they are. Am I right?”

Judy nodded her head in agreement.

50 Case Studies for Management and Supervisory Training

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Case 1 (continued)

Fran knew, though, that the Metro job evaluation system was up to date and that

the executive secretary position to which Judy referred did require additional back-

ground experience, skills, and responsibilities beyond what was needed in Judy’s

current job. Because her secretary was such a good employee and a nice person,

Fran was quite concerned. She felt strongly that moving to the executive secretary

job would not be what Judy really wanted, and she hated to lose Judy, especially if

her decision was based on faulty reasoning and the move would not be good for

her.

Fran tried to figure out what to do.

CASE QUESTIONS

1. What are the reasons given by Judy Martin for wanting to post for a position

in another department? What points are accurate and which are debatable?

2. How should Fran respond to Judy’s request to transfer?

3. How should Fran respond to Judy’s salary complaints?