the case below from Chapter 10 in your textbook: The setting is an 82-bed hospital located in a small city. One day an employee of the maintenance department asked the supervisor, George Mann, for an hour or two off to take care of some personal business. Mann agreed, and he asked the employee to stop at the garden equipment dealership and buy several small lawnmower parts that the department required. While transacting business at a local bank, the employee was seen by Sally Carter, the supervisor of both human resources and payroll, who was in the bank on hospital business. Carter asked the employee what he was doing there and was told the visit was personal. On returning to the hospital, Sally Carter examined the employee’s time card. The employee had not punched out to indicate when he had left the hospital. Carter noted the time the employee returned, and after the normal working day she marked the card to indicate an absence of 2 hours on personal business. Carter advised the chief executive officer (CEO), Jane Arnold, of what she had done, citing a long-standing policy (in their dusty, and some would say infrequently used, policy manual) requiring an employee to punch out when leaving the premises on personal business. The CEO agreed with Sally Carter’s action. Carter advised Mann of the action and stated that the employee would not be paid for the 2 hours he was gone. Mann was angry. He said he had told the employee not to punch out because he had asked him to pick up some parts on his trip; however, he conceded that the employee’s personal business was probably the greater part of the trip. Carter replied that Mann had no business doing what he had done and that it was his—Mann’s—poor management that had caused the employee to suffer. Mann appealed to the CEO to reopen the matter based on his claim that there was an important side to the story that she had not yet heard. Jane Arnold agreed to hear both managers state their position. a answering the case study questions. The number of slides exclude the title and reference pages. Below you will find articles with more info on speaker notes. your readings and include a minimum of 5 peer-reviewed, scholarly, or similar articles. your PowerPoint according to APA guidelines. the attached Grading Rubric, Presentation Tips, and Articles on Speaker Notes

In this case study, we are presented with a situation involving George Mann, a supervisor in the maintenance department of an 82-bed hospital. One day, an employee requested an hour or two off to attend to personal matters, and Mann granted the request. In addition, he asked the employee to stop by a garden equipment dealership to purchase several small lawnmower parts required by the department. However, while the employee was at a bank conducting personal business, he was seen by Sally Carter, the supervisor of human resources and payroll. Carter questioned the employee about his presence at the bank and was informed that it was a personal visit.

Upon returning to the hospital, Carter examined the employee’s time card and noticed that he had not punched out to indicate his departure from the premises. Carter then marked the card to indicate a 2-hour absence for personal business, in line with a policy stated in the hospital’s policy manual. She informed the CEO, Jane Arnold, about her actions, and Arnold agreed with Carter’s decision to withhold payment for the employee’s absence. Mann was informed about this and expressed his anger, stating that he had instructed the employee not to punch out because he had asked him to pick up parts on his trip. However, Mann acknowledged that the employee’s personal business likely constituted the majority of the trip. Carter insisted that Mann had no authority to make such a decision and blamed him for the employee’s loss. Mann then appealed to Arnold to reconsider the matter, claiming that there was additional important information that she had not yet heard. Arnold agreed to hear both managers’ perspectives on the situation.

This case raises several questions regarding the actions of the individuals involved and the application of the hospital’s policy. The first question that arises is whether Mann had the authority to grant the employee time off and request him to run an errand on behalf of the department. If Mann had the authority to make such decisions, it could be argued that the employee’s trip to the bank was justified within the context of his assigned task. However, if Mann did not have the authority, his decision may be seen as a breach of protocol.

The second question pertains to the hospital’s policy on punching out when leaving the premises for personal business. It is important to ascertain the clarity and enforceability of this policy. If the policy is clearly outlined in the hospital’s policy manual and has been communicated to all employees, it may carry weight in justifying Carter’s decision to mark the employee’s time card. Conversely, if the policy is vague or not consistently enforced, it may weaken the argument for withholding payment for the employee’s absence.

The third question involves the role of Sally Carter and her authority to make decisions regarding employee pay. As the supervisor of human resources and payroll, it is plausible that Carter has the responsibility to enforce and interpret the hospital’s policies in relation to employee attendance and compensation. However, it would be essential to determine if Carter exceeded her jurisdiction by making the decision without consulting the employee’s immediate supervisor, Mann.

Furthermore, the fourth question raised is whether Sally Carter’s claim that Mann’s management was the cause of the employee’s suffering is valid. Assessing whether Mann’s instructions to the employee were reasonable or aligned with the department’s needs could shed light on the fairness of Carter’s assertion. Additionally, understanding the employee’s perspective and the extent to which his personal business was intertwined with the department’s request may provide insights into the magnitude of his loss.

Given these questions, it is crucial for CEO Jane Arnold to carefully assess the perspectives of both George Mann and Sally Carter. By considering the authority and responsibilities of each individual, the clarity and enforceability of the hospital’s policies, and the specific circumstances of the employee’s absence, Arnold can make an informed decision regarding the withholding of payment. It is advisable for Arnold to review the hospital’s policy manual, consult with relevant stakeholders, and conduct a fair and thorough investigation before reaching a resolution.

To gain a deeper understanding of the legal, ethical, and managerial aspects of this case, it would be helpful to consult scholarly literature on employee attendance policies, managerial decision-making, and organizational justice. Specifically, research articles that explore the role of supervisors, the enforcement of attendance policies, and the impact of policy violations on employee well-being would provide valuable insights in addressing this case.