Warm-up Case 1

Louie Quir Joseph L. Ijao

City University of Seattle

Ethics and Leadership – BC 306

Dr. Rolando Islas, PhD

July 26, 2022

 Warm-up Case 1

 Evaluate the facts first. Is it true that she committed all these offenses? And perhaps you

despise Maria, which is why you see so many wrongdoings on her part. Maybe you are

unfairly judging the person. Does the evidence indicate that she disobeys the company's

rules and regulations?

 Second, which laws and ordinances did she violate? It must be in writing or constitute an

Incident Report (IR).

 Third, consider the conflict. What conflict did she engage in? Conflict of interest? What

else?

 Fourth, compare various alternatives. What are her best options following her

disobedience and carelessness at work?

 How many applicable principles are there? How many offenses with evidence did she

commit? And what should we do with the reported incidents?

 And finally, choose the optimal option given the circumstances. What are her optimal

options? Does she need a break at work? Maybe a one- or two-week leave? Perhaps the

final warning before her dismissal? Does it need a lawyer? Should she be fired? Consider

it closely.

You should inform Maria of the mistakes she has made. Consult the employee first if a

problem arises. And perhaps solve the case personally and professionally, as she may have a

situation, she did not share that is affecting her work. Due to her actions, there is a possibility

that she will be fired. Discuss the incident and reach an agreement with her. And perhaps she

needs a break at work to rest and reflect on good work ethics. Do not terminate her immediately
unless you have documented every mistake she has made, such as a first warning, second

warning, third warning, and final termination. It is ethically wrong to terminate an employee

without due process.

Ask Juan if there is any problem with Maria that is affecting Maria's work performance.

Communicate appropriately with him so that he will not be offended. Juan is an essential

employee.

The correct procedure for terminating an employee begins before the actual termination.

Understanding how to terminate an employee requires empathy and humanity. Firing an

employee is among the most challenging tasks a leader must perform. A leader must remember

what is most important for the organization and consider how the dismissal will benefit the team

going forward.

1. Identify and Record the Problems

2. Motivate Employees to Remedy the Problem

3. Develop a Performance Enhancement Plan

4. The employee should be terminated, and HR should conduct an exit interview.

Many leaders dislike firing employees, especially if they have been with the organization for

a long time. However, as a leader, you are aware of the effect that poor performers can have on

the morale of the entire organization. Regardless of the reason for the employee's poor

performance, a manager must develop the ability to terminate an employee compassionately after
they have made some consistent efforts to improve their performance to achieve excellent

business results.