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• W216192007 abstract "The following hypothetical human resources' issue has, like so many of its ilk, no correct solution. To help your colleagues deal with such a situation, please tell us how you would resolve it. We'll print as many as space permits. The Editor The R&D staff meeting Evers convened every Monday morning was coming to order. staffers riffled through their agenda and supporting documents, a slick four-color brochure caught their attention. It bore the logo of the local community hospital and attached to it was a pledge card for a financial drive to support the building of a new wing on the hospital. Tom opened his meeting by referring to the document. As you fellows know, a member of the Board of Trustees of Community Hospital and we have just started a major financial campaign to raise money for an additional wing. thought I'd use this opportunity to call the drive to your attention. You are also aware, of course, that our CEO emphatically endorses this company's support of the local community. We are one of the biggest employers in the community and he feels we should do everything in our power to make it an excellent place in which to live. Certainly this financial drive falls in the realm of a project that deserves the support of XYZ Corp. and all of its employees. Tom went on, taken the liberty of penciling in on your pledge card the amount think would be appropriate for you to give--certainly you can exceed this figure if you wish. Also, at the end of this morning's meeting my secretary will give each of you a package of materials to use in soliciting the members of your department. don't want you to delegate this--do it personally. Let's show this community that XYZ is a supporter of this worthwhile project! Don't forget, it is almost annual appraisal time and I'll see that your efforts on this financial drive are appropriately rewarded. Silence followed Tom's announcement as he went into the regular agenda. Not a Resident One member of Tom's staff, in particular, left the meeting very troubled. Dickens, manager of laboratory services, was not a resident of the local community. Larry had grown up in a rural area and when he went to work for XYZ he sought more rural living conditions and commuted a considerable distance to work each day. He felt his rural community had many advantages over the city in which XYZ Research Laboratories was located and, although it did not have a large hospital, it did have adequate medical facilities for most purposes. Many of Larry's department employees also did not live where XYZ Research Laboratories was located, preferring a more rural environment. Larry mulled the situation for a few days and not seeing an obvious solution, sought out Gettings, XYZ's laboratory personnel director. He spoke bluntly: I'm in no financial position to pledge the amount Tom suggested--and chances are my family won't even use the hospital. And if don't pledge, how can ask my department members to pledge? I've not minded the company pressure to give to the United Way or some of the other charities we've had drives for, but think in this case being exposed to very heavy-handed pressure. And don't appreciate the suggestion that if don't go along with the pledge Tom wants, I'll pay for it in my appraisal! Pete, what do do? Against Company Policy Pete, too, had been shocked by the pressure Tom had applied. He believed it to be a clear violation of company policy and he now set out to counsel Tom as to this fact. After hearing Pete out, Tom said, I don't see that have done anything wrong. …" @default.
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• W216192007 date "2002-09-01" @default.
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• W216192007 title "Tom Requests a Pledge. (the Human Side)" @default.
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