Case Studies

Case Studies

Case Studies

Student’s name
Institution Affiliation
Course
Professor’s name
Date

2

Case Studies
Part 1

1. Without sufficient instruction and supervision from his absentee employer, John
Timmson, Gerald Mahoney's attitude and performance altered. Mahoney needed quick store
management, customer service, and vacuum repair training. Timmson should have given
Mahoney clear store objectives and goals, as well as frequent feedback and coaching to enhance
his performance.
2. If John Timmson keeps Gerald Mahoney as shop manager, he should teach him
thoroughly. Customer service, sales, inventory management, and vacuum maintenance should be
included in this curriculum. Timmson should also provide Mahoney with specific store
objectives and goals and frequent feedback and coaching to enhance his performance. Timmson
should also hold Mahoney accountable to accomplish his targets.
3. Career development may have helped Gerald Mahoney become a shop manager from a
sales associate. Mahoney's talents, shortcomings, and professional aspirations would have been
identified, and he would have received training and help to improve his abilities and career.
Mahoney would have been better equipped for store manager duties with a defined career path
and promotion prospects.
4. Positive reinforcement, negative reinforcement, punishment, and extinction change
employee behaviour. Positive reinforcement rewards desirable behavior; negative reinforcement
removes an unpleasant stimulus when desirable behavior is shown; punishment is given when
undesirable behavior is shown; and extinction results in removing a positive stimulus (Bui et al.,
2021). Positive and negative reinforcement are likely the best ways to change Gerald Mahoney's
harmful habits. Mahoney might get positive reinforcement for maintaining a clean business,

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delivering outstanding customer service, and hitting sales goals. Negative reinforcement may
eliminate an unpleasant input when Mahoney behaves well, such as lowering his task or
supporting him when he finishes his objectives. As they might cause hatred against the employer,
punishment, and extinction are less successful at modifying behavior.

Part 2

1. Vice President McCoy wrote to Charlene Fisher to reaffirm her remuneration and offer
her a contract for the next year if her performance was adequate. It shows Charlene and the
corporation had an explicit employment agreement. Charlene also got a pamphlet with the firm's
benefit programs and a copy of the employee handbook for new hires, supporting the concept
that she and the corporation had an implicit employment relationship. Therefore, Charlene was a
contractual employee.
2. The employer may argue Charlene's performance was poor and her contract was not
extended. Charlene recently recommended buying several jackets that did not sell well in most
retailers, an expensive forecasting mistake. Tom Long, her boss, told Charlene that upper
management was upset with her coat recommendation and the corporation would not extend her
contract. It means the company may claim that Charlene's performance was poor and that they
had reason to terminate her contract. As an at-will employer, the employer may claim that they
may fire workers for any reason as long as it's not discriminatory or unlawful.
3. Charlene's firing and legal action against the firm are also covered in the case study.
Several aspects or questions should be evaluated to establish whether the corporation gave
Charlene due process in their termination. First, there should be assessment of whether Charlene
was informed of the decision and its rationale. Second, Charlene should be asked whether she
was given a chance to explain the choice (Niezna & Davidov, 2023). Thirdly, Charlene's contract

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termination should be investigated for discrimination or illegality. Finally, it should be examined
whether the organization followed its employee termination rules. To decide whether the
corporation gave Charlene due process in terminating her job, these criteria and questions must
be examined.

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