老板心里想的和你不一样，你要让老板心里想的和你想的靠近。

Case : How Come They Make More Than I Do?

　Background Information

　Fran Jefferson began her job as the supervisor of the Training Department of Metro Bank and Trust Company almost four years ago. She was generally pleased with the four trainers and one secretary in her unit. Indeed, Fran took pride in her ability to create a high-morale and high-performance unit. This was particularly pleasing to Fran because they were constantly busy and barely able to keep up with the volume of training expected from them.

　Then, early on Wednesday morning, Fran’s secretary, Judy Martin, knocked on Fran’s door and asked to see her. Fran liked Judy and considered the secretary to be one of her “stars.” Indeed, in an effort to develop Judy’s talents and abilities, Fran had gone out of her way to give Judy special assignments, including her in all the major planning activities of the department and entrusting her with the administration of certain departmental programs, such as tuition assistance and evaluation follow-through. By now, Judy functioned more as an administrative aide than as a secretary.

　It was clear that Judy was upset about something as she seated herself in the chair next to Fran’s desk. Slowly, Judy placed a job-posting application form in front of Fran. She would not look her supervisor in the eyes.

　Fran was surprised, to say the least. As far as Fran knew, Judy liked both her job and working in the Training Department. In turn, everyone else in the department liked and respected Judy.

　Fran looked over the form and said casually, “So you want to post for the executive secretary job in the Branch Management Division.” She paused. “Could I ask you for some additional information, Judy? I’m kind of surprised.”

　Judy looked at her clasped hands, thinking. Fran waited.

　Finally, Judy looked up and said: “I noticed in last week’s job posting that the executive secretary position is graded as a 14. Now that’s two grades higher than my job!”

　She caught her breath. “You know my friend Mary Johnson works over there. She told me that half the time the secretary sits around doing nothing.”

　Judy continued, gathering some anger in her look and resentment in her voice. “Look, Fran, you know how hard I work, how hard we all work, around here. I mean, I’m always busy. I don’t see why I should work in a job graded at a 12 and work twice as hard and yet not be paid the same as that secretary. The requirements for the job are just a little higher than mine, and the merit raise you gave me last month hardly helped at all.”

　Fran listened, then she replied: “It sounds to me, Judy, that you’re feeling angry because you think you should be paid more for the work you do and that you want to switch jobs rather than put up with things as they are. Am I right?”

　Judy nodded her head in agreement.

　Fran knew, though, that the Metro job evaluation system was up to date and that the executive secretary position to which Judy referred did require additional background experience, skills, and responsibilities beyond what was needed in Judy’s current job. Because her secretary was such a good employee and a nice person, Fran was quite concerned. She felt strongly that moving to the executive secretary job would not be what Judy really wanted, and she hated to lose Judy, especially if her decision was based on faulty reasoning and the move would not be good for her.

　Fran tried to figure out what to do.

　Case Questions　

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　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?

　2. 　 How should Fran respond to Judy’s request to transfer?

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

Case Discussion: How Come They Make More Than I Do?

　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 of 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 manner. 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 re-evaluation request.