VIGNETTE ANALYSIS CASE STUDY 1

Case Study: Employee Contract Termination Vignette

Student' Name

Institutional Affiliation

Course Name

Instructor's Name

Due Date
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Employee Contract Termination Vignette Case Study

Introduction

A case study aims to understand the behavior of an individual, group, institute, or community by

conducting extensive research, more so in medical scenarios. Studying case studies helps one to

identify issues, processes, and relationships that are critical for success (Mohajan, 2018). In this

case, a case study will be used to analyze, investigate and bring into the limelight the truth about

the allegations made against a medical nurse called Lorraine.

Nevertheless, contract termination has been a global crisis rather than a personal problem,

which has affected more than five million people worldwide, making it one of the recent global

disasters to employees over the last two years. Contract termination leads to unemployment,

thereby making individuals engage in illegal activities like robbery, terrorism, and even hacking

to generate income. Experimental research analysis in the social sciences has proliferated in the

last decades, and the many types of experiments available far exceed those performed in the lab

on game theory (DeMarzo & Sannikov, 2016).

Therefore, a vignette analysis refers to a research activity whereby the respondent

allocates presumed scenarios containing many vital traits. Health professionals commonly make

clinical judgments, which may include applying vignette-based evaluation methodologies.

Vignettes are sometimes complained about as not accurately representing "real world"

phenomena, thus reducing the validity of the results and conclusions left behind. As an

innovative form of hybrid survey and experiment, the Vignette Analysis can be a powerful tool

in disentangling multiple predictors of clinician behavior by combining the external validity of

experimentation with the internal validity of survey research. In well-designed vignette studies,
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judgments and decision-making questions can be tested precisely, thus generalizing to "real life"

without the ethical, practical, and scientific limitations associated with alternative methods, for

example, observation, self-report, standardized patients, archive analysis. In this context, we will

discuss the termination of an employee's contract due to failure to meet the stated goals and

objectives of the institution (Hings et al..,2018 ).

Comprehensive response

On August 17, 2021, Kilimall healthcare Agency was informed that a patient faced health

complications due to improper medication administration. During the medication period,

Lorraine improperly administered the wrong medication using the wrong equipment. This led to

Lorraine receiving a verbal warning since it was her first time to make such a mistake from the

onset of her deployment to healthcare.

On another occasion, Lorraine developed poor communication skills with the patients.

She never wanted to discuss their health cases or even the notes from their patients' charts. This,

in turn, led to the poor diagnosis of the medical situation of the patient. This situation culminated

in Lorraine receiving a written warning from her supervisor. She had gone way too far by

endangering a patient's life in the hospital, which later would lead to the hospital's closure.

Therefore, a performance improvement plan was initiated for the nurses to improve their

professional output. The program aimed to articulate the problem areas and give detailed goas on

what is expected and how to correct it.

Later on, and after two months, the organization received again a series of complaints

from patients claiming that Lorraine had been giving out cold responses during their chats. thIn

another scenario, the nurse neglected development and training activities organized by the
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institution for all employees. There has been improper filing and poor database management

noted, even the most minor details from the critical patients. In addition, Lorraine had

consistently failed to attend hospital meetings on time.

On identifying the problems encountered by the institution, hindering smooth run of the

institution thereby causing failure to achieve the goals and objectives of the institution,

supervision over the employees was initiated to address issues like professional conduct of

employees, supervision relationship, and ethical problems. The two-way process was to help in

the development of good habits for employees, support, and motivation to the workers. In

progress, the supervisor identified that Lorraine's performance was poor due to some emotional

distress that she was not ready to share, which affected her mental health, affecting her

workforce performance. As a result, she was put under probation as investigations were being

conducted for three months.

After ninety days after establishing the action plan and even during the probation period,

Lorraine had made little progress. Despite all the action plans put in place, Lorraine failed to

achieve a majority of the goals set by the company. Nevertheless, the investigations proved that

the allegations were true, and the findings were shared with the Human Resource and the Board

of management. After a lengthy deliberation with the human resource and the management

board, the agency agreed that the evidence was sufficient and had to be documented in the

employee's file as they awaited Lorraine's termination.

During the waiting period, the Union of Workers organization was notified by Lorraine,

and a meeting is scheduled to review the action plan adopted by the agency, with Lorraine being

present. At the meeting, she deliberately claims that the agency wants to get rid of her since she
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is in her mid-fifties agewise, and she even drags the union of workers representative to believe

her words against the agency. The termination letter is as follows:

City, State, Zip Code

email@email.com

Cell: 000-000-0000

Dear Mrs. Lorraine:

As discussed in our previous meeting, this letter formally announces that your Intensive Care

Nurse position at Kilimall Healthcare Agency is terminated, effective August 20, 2021.

You have been administering medication improperly, your attitude towards the patients is very

unwelcoming, and of late, your mode of communication with both your colleagues and patients

at large has not been effective. Despite being on leave for ten weeks longer than allowed, you've

already taken nine more than you were supposed to. We are unable to fill your position at this

time through Killimal Healthcare Agency. As you are aware, the dependable staff is essential for

an intensive care unit's stability, but we understand that personal issues prohibit your return to

work at this time. Our staff believes you have provided invaluable help, but we cannot ask

current employees to assume your responsibilities or hire unknown temporary workers. To

provide top-notch patient care, it is essential to rotate personnel consistently.

We will be happy to assist you when you are ready to return to the workplace. While you are

busy working and taking care of yourself, we wish you the best.

Regards,

Supervisor
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The dialogue

Lorraine: Hi, how are you doing?

Supervisor: Hello, I'm doing very well. Thanks for asking.

Lorraine: I was summoned to come and pick a letter. I believe there is good news after my

probation.

Supervisor: Honestly, this letter is all about your termination from the agency.

Lorraine: ( surprised and sad)why are you doing this to me? How am I to fend for my

grandchildren? How will I pay for the bills, or are you doing this to get rid of me?

Supervisor: I think you should not be too quick to blame us but yourself. If my memory serves

me right? The first time you gave the wrong medication to a patient, you received

a verbal warning. After two weeks, you repeated the same mistake and got

yourself a written warning this time around. Your hospital records are equally not

in order. Nevertheless, we organized all the action plans to help you improve on

the areas where you made mistakes never worked out. The agency is losing

patients due to your attitude towards them, and your colleagues also complain

about your incompetency in work. For that reason, the agency conducted a series

of investigations to determine if the allegations mentioned about you by both the

patients and your colleagues are true, and fortunately, we verified them. I think

it's time for you to leave the agency because we cannot bear to incur losses at your
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expense. It's time you rest since you are too old for the professional game; let the

young ones handle the work.

Lorraine: I'm sorry for what I have caused the company. Honestly, I have done more

good than harm to this agency. My efforts can still be traced back to the diligence

and enthusiasm I displayed during my early stages of work. I feel it is unfair to

kick me out because this job means a lot to me. Even if the allegations are true,

you have already punished me through probation. Why can't you people give me

another chance.?

Supervisor: we have done our best to give you more than one chance, but still, you have not

improved. You have hardly achieved the company goals. Thus this is the final

decision from the agency, and it can't be changed whatsoever. All the best in your

endeavors and quest for new opportunities. Goodbye.

Lorraine: (while sobbing in bitterness) you are doing this because I am black. I shall not allow

you to treat me this way. I'm going to the Union representative for this reason.

Supervisor: (smirks and leaves Lorraine while standing and sobbing)

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References

Mohajan, H. K. (2018). Qualitative research methodology in social sciences and related subjects.

Journal of Economic Development, Environment and People, 7(1), 23-48.

Hings, R. F., Wagstaff, C. R., Anderson, V., Gilmore, S., & Thelwell, R. C. (2018). Professional

challenges in elite sports medicine and science: Composite vignettes of practitioner

emotional labor. Psychology of Sport and Exercise, 35, 66-73.

DeMarzo, P. M., & Sannikov, Y. (2016). Learning, termination, and payout policy in dynamic
incentive contracts. The Review of Economic Studies, 84(1), 182-236.