CAMARINES NORTE STATE COLLEGE

Graduate School
Daet, Camarines Norte

In partial fulfillment of the course requirement

Master in Business Administration
Human Resource Management Development

CASE 1:
HOW COME THEY MAKE MORE THAN ME?

Submitted by:

RYAN EDISON G. SECRETARIO

Submitted to:

DR. CORAZON S. FAJARDO

2020
 CASE 1: HOW COME THEY MAKE MORE THAN ME?
This case is conducted during the Graduate School MBA Academic
year, 2nd semester 2019-2020 for Human Resource Management
Development subject taken by Mr. Ryan Edison G. Secretario at the
Camarines Norte State College, Daet, Camarines Norte

TIME CONTEXT
The case was conducted from February 9-14, 2020 by analyzing the
case and giving ideas and opinions that will contribute to the answers.

VIEWPOINT
The following ideas, opinions or judgements are all presented at the
point of view of the author as the researcher of the case. Some opinions of
the author are based from the reasonable facts and references by the experts.

CASE DISCUSSION:
Fran Jefferson supervised the Training Department of Metro Bank.
One of her star employees, Judy Martin, surprised Fran one day with a
job-posting application. Judy wanted to transfer to another department
where the employees made more money (in higher evaluated jobs) and
supposedly did less work. In the ensuing discussion, Fran learned that
Judy was very unhappy with the merit increase she had recently received.
Judy believed she could earn more money in the open position, which was
three grades higher than the position she currently occupied. Judy now
functioned more as an administrative assistant than as the departmental
secretary (the position for which she had been hired). Fran knew that the
job evaluation system in use was valid and up-to-date, and that grade
differences between Judy's job and the open position meant real
differences in responsibility, skill, and accountability. Fran did not want to
lose Judy.
l. PROBLEMS OF THE CASE
Judy wanted to be transferred to another department as an executive
secretary because she has more work than the usual work of a secretary but
she got the salary of an ordinary secretary.

ll. PRIORITIZING THE ISSUE

a) Judy’s having more workload than normal.
b) Judy has a lesser salary despite all the hard work.

lll. AVAILABLE OPTIONS

After determining the available options, these are the alternative
courses of action that can be used to solve the problem stated below:

Alternative option 1- Fran can put Judy to a higher position. She can also
lessen her workload.
Advantages: Judy wouldn’t be transferring to another department
anymore since she will be gaining a higher profit.
Disadvantages: Judy will not be on their team anymore.

Alternative option 2- Increasing Judy’s salary

Advantages: Judy will remain as Fran’s secretary and get more
inspired in doing her job.
Disadvantages: Possibilities that Judy would demand more increase in
her pay.

Alternative option 3- Lessening Judy’s workload

Advantages: Judy would not have a hard time working anymore.
Disadvantages: Possibilities that Judy still wanted to transfer for a
higher salary.
 Alternative option 4- Reorientation and motivation to Judy
Advantages: Orientation for new employees is great, but an even better
system would be to provide refresher training on the company's
mission and values as they develop throughout the company's growth.
Disadvantages: The disadvantage of re-orientation and motivation is
that there is a limit the information because Judy is emotionally drained
because of her situation in the company. There’s a great tendency that
she cannot absorb all the information given by Fran.

lV. EVALUATE THE OPTIONS

In assessing the problem of a rating scale of 1-5 is used, below are the
presentation of decision matrix.

Variables Putting Increasing Lessening Reorientation

(Point of Judy to a Judy’s salary Judy’s and
Reference/ higher workload motivation to
Criterion) position Judy
Risk 5 4 3 2
Cost 2 1 4 5
Benefits 4 3 2 5
Implementatio 2 3 4 5
n
Total 13 11 13 17
(One that yields the highest accumulated point score determines the final
decision)

V. OPTIMUM SOLUTION
In given decision matrix, it can observed that the researcher come up
to the final decision for the problems encountered in Metro bank. Based from
the results of the decision matrix shown above, the alternative solution that
will give the best and most positive results is the fourth alternative solution

By implementing this, first, she should encourage Judy to do some

career and job informational interviewing. For example, Judy should be
encouraged to meet with people in the other department to learn what they
really do. Second, she needs to think about what she wants in a job.
Finally, Fran should explain to Judy that the jobs are graded
differently because there are real and significant differences in the jobs.
She should caution Judy that hearsay can be misleading and that she
should look at the executive secretary position in terms of levels of skills
and accountability, not just in terms of dollar differences.

Vl. SOLUTION IMPLEMENTATION

It is likely that Judy is motivated in part by her anger and
resentment over what she sees as an inadequate recognition of her hard
work. Fran should work to communicate her appreciation for Judy's
contributions. In addition, Fran needs to note that Judy is performing a job
that is higher than the job for which she was hired. Judy should institute a
job reevaluation request.
The main objective of motivation of Fran is to improve their ability to
lead and motivate staff through appropriate non-monetary rewards and
improved communication and to perform more effectively and meet their
objectives, as well as to provide them with opportunities for advancement.

ANSWERS TO CASE QUESTIONS

1. What are the reasons given by Judy Martin for wanting to post for a
position in another department? Which points are accurate and which are
debatable? Judy's line of reasoning is as follows:

(a) Her recent merit increase was not adequate enough reward for her
hard work. This is Judy's opinion, and for her, it is true.

(b) There is an open position that would pay much more than what she is
making now. It is true that this open position would pay her more than she
is making now.

(c) She has heard that the job in question is easier to do than the one she
has now. Unfortunately, this point is misleading and probably wrong. Her
information is based on hearsay. In fact, grade differences of three levels
mean these jobs require higher levels of talent, initiative, and
responsibility. Judy has confused being busy with working at a higher level
of difficulty.

(d) Therefore, she wants to get an easier, higher paying job by moving to
that new position. She might get a higher paying job, but it would not likely
be an easier job.
2. How should Fran respond to Judy's request to transfer?

In many job-posting systems, the posting employee is required to

notify his or her supervisor for the intention to post for a position. However,
the employee is not required to obtain the supervisor's permission. To the
extent that this rule applies here, Fran cannot do anything but pass along
the posting application. However, it would be prudent of Fran to help Judy
make the best career decision in this matter. While agreeing to move the
job posting application along, Fran should also counsel Judy.

First, she should encourage Judy to do some career and job

informational interviewing. For example, Judy should be encouraged to
meet with people in the other department to learn what they really do.
Second, she needs to think about what she wants in a job. Finally, Fran
should explain to Judy that the jobs are graded differently because there
are real and significant differences in the jobs. She should caution Judy
that hearsay can be misleading and that she should look at the executive
secretary position in terms of levels of skills and accountability, not just in
terms of dollar differences.

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

It is likely that Judy is motivated in part by her anger and

resentment over what she sees as an inadequate recognition of her hard
work. Fran should work to communicate her appreciation for Judy's
contributions. In addition, Fran needs to note that Judy is performing a job
that is higher than the job for which she was hired. Judy should institute a
job reevaluation request.