Organization management
In this exercise, you will examine how to weigh a set of facts and make a difficult personnel decision about laying off valued employees during a time of financial hardship. You will also examine your own values and criteria used in the decision-making process.
Walker Space Institute (WSI) is a medium-sized firm located in Connecticut. The firm essentially has been a subcontractor on many large space contracts that have been acquired by firms like Alliant Techsystems and others.

The Problem
With the cutback in many of the National Aeronautics and Space Administration programs, Walker has an excess of employees. Stuart Tartaro, the head of one of the sections, has been told by his superior that he must reduce his section of engineers from nine to six. He is looking at the following summaries of their vitae and pondering how he will make this decision:

1. Roger Allison, age twenty-six, married, two children. Allison has been with WSI for a year and a half. He is a very good engineer, with a degree from Rensselaer Polytech. He has held two prior jobs and lost both of them because of cutbacks in the space program. He moved to Connecticut from California to take this job. Allison is well liked by his coworkers.
2. Dave Jones, age twenty-four, single. Jones is an African-American, and the company looked hard to get him because of affirmative action pressure. He is not very popular with his coworkers. Because he has been employed less than a year, not too much is known about his work. On his one evaluation (which was average), Jones accused his supervisor of bias against African-Americans. He is a graduate of the Detroit Institute of Technology.
3. William Foster, age fifty-three, married, three children. Foster is a graduate of “the school of hard knocks.” After serving in the Vietnam War, he started to go to school but dropped out because of high family expenses. Foster has worked at the company for twenty years. His ratings were excellent for fifteen years. The last five years they have been average. Foster feels his supervisor grades him down because he does not “have sheepskins covering his office walls.”
4. Donald Boyer, age thirty-two, married, no children. Boyer is well liked by his coworkers. He has been at WSI five years, and he has a B.S. and M.S. in engineering from Purdue University. Boyer’s ratings have been mixed. Some supervisors rated him high and some average. Boyer’s wife is an M.D.
5. Ann Shuster, age twenty-nine, single. Shuster is a real worker, but a loner. She has a B.S. in engineering from the University of California. She is working on her M.S. at night, always trying to improve her technical skills. Her performance ratings have been above average for the three years she has been at WSI.
6. Sherman Soltis, age thirty-seven, divorced, two children. He has a B.S. in engineering from Ohio State University. Soltis is very active in community affairs: Scouts, Little League, and United Way. He is a friend of the vice president through church work. His ratings have been average, although some recent ones indicate that he is out of date. He is well liked and has been employed at WSI for fourteen years.
7. Warren Fortuna, age forty-four, married, five children. He has a B.S. in engineering from Georgia Tech. Fortuna headed this section at one time. He worked so hard that he had a heart attack. Under doctor’s orders, he resigned from the supervisory position. Since then he has done good work, though because of his health, he is a bit slower than the others. Now and then he must spend extra time on a project because he did get out of date during the eight years he headed the section. His performance evaluations for the last two years have been above average. He has been employed at WSI for fourteen years.
8. Robert Treharne, age forty-seven, single. He began an engineering degree at MIT but had to drop out for financial reasons. He tries hard to stay current by regular reading of engineering journals and taking all the short courses the company and nearby colleges offer. His performance evaluations have varied, but they tend to be average to slightly above average. He is a loner, and Tartaro thinks this has negatively affected Treharne’s performance evaluations. He has been employed at WSI sixteen years.
9. Sandra Rosen, age twenty-two, single. She has a B.S. in engineering technology from the Rochester Institute of Technology. Rosen has been employed less than a year. She is enthusiastic, a very good worker, and well liked by her coworkers. She is well regarded by Tartaro.
10. Tartaro does not quite know what to do. He sees the good points of each of his section members. Most have been good employees. They all can pretty much do one another’s work. No one has special training.

He is fearful that the section will hear about the downsizing and morale will drop. Work would fall off. He does not even want to talk to his wife about it, in case she would let something slip. Tartaro has come to you, Edmund Graves, personnel manager at WSI, for some guidelines on this decision—legal, moral, and best personnel practice.

Assignment
You are Edmund Graves. Write a report with your recommendations for termination and a careful analysis of the criteria for the decision. You should also carefully explain to Tartaro how you would go about the terminations and what you would consider reasonable termination pay. You should also advise him about the pension implications of this decision. Generally, fifteen years’ service entitles you to at least partial pension.

SOURCE: W. F. Glueck, Cases and Exercises in Personnel (Dallas: Business Publications, 1978), 24–25
Papers should be at least 2 single spaced pages.

Organization management
In this exercise, you will examine how to weigh a set of facts and make a difficult personnel decision about laying off valued employees during a time of financial hardship. You will also examine your own values and criteria used in the decision-making process.
Walker Space Institute (WSI) is a medium-sized firm located in Connecticut. The firm essentially has been a subcontractor on many large space contracts that have been acquired by firms like Alliant Techsystems and others.

The Problem
With the cutback in many of the National Aeronautics and Space Administration programs, Walker has an excess of employees. Stuart Tartaro, the head of one of the sections, has been told by his superior that he must reduce his section of engineers from nine to six. He is looking at the following summaries of their vitae and pondering how he will make this decision:

1. Roger Allison, age twenty-six, married, two children. Allison has been with WSI for a year and a half. He is a very good engineer, with a degree from Rensselaer Polytech. He has held two prior jobs and lost both of them because of cutbacks in the space program. He moved to Connecticut from California to take this job. Allison is well liked by his coworkers.
2. Dave Jones, age twenty-four, single. Jones is an African-American, and the company looked hard to get him because of affirmative action pressure. He is not very popular with his coworkers. Because he has been employed less than a year, not too much is known about his work. On his one evaluation (which was average), Jones accused his supervisor of bias against African-Americans. He is a graduate of the Detroit Institute of Technology.
3. William Foster, age fifty-three, married, three children. Foster is a graduate of “the school of hard knocks.” After serving in the Vietnam War, he started to go to school but dropped out because of high family expenses. Foster has worked at the company for twenty years. His ratings were excellent for fifteen years. The last five years they have been average. Foster feels his supervisor grades him down because he does not “have sheepskins covering his office walls.”
4. Donald Boyer, age thirty-two, married, no children. Boyer is well liked by his coworkers. He has been at WSI five years, and he has a B.S. and M.S. in engineering from Purdue University. Boyer’s ratings have been mixed. Some supervisors rated him high and some average. Boyer’s wife is an M.D.
5. Ann Shuster, age twenty-nine, single. Shuster is a real worker, but a loner. She has a B.S. in engineering from the University of California. She is working on her M.S. at night, always trying to improve her technical skills. Her performance ratings have been above average for the three years she has been at WSI.
6. Sherman Soltis, age thirty-seven, divorced, two children. He has a B.S. in engineering from Ohio State University. Soltis is very active in community affairs: Scouts, Little League, and United Way. He is a friend of the vice president through church work. His ratings have been average, although some recent ones indicate that he is out of date. He is well liked and has been employed at WSI for fourteen years.
7. Warren Fortuna, age forty-four, married, five children. He has a B.S. in engineering from Georgia Tech. Fortuna headed this section at one time. He worked so hard that he had a heart attack. Under doctor’s orders, he resigned from the supervisory position. Since then he has done good work, though because of his health, he is a bit slower than the others. Now and then he must spend extra time on a project because he did get out of date during the eight years he headed the section. His performance evaluations for the last two years have been above average. He has been employed at WSI for fourteen years.
8. Robert Treharne, age forty-seven, single. He began an engineering degree at MIT but had to drop out for financial reasons. He tries hard to stay current by regular reading of engineering journals and taking all the short courses the company and nearby colleges offer. His performance evaluations have varied, but they tend to be average to slightly above average. He is a loner, and Tartaro thinks this has negatively affected Treharne’s performance evaluations. He has been employed at WSI sixteen years.
9. Sandra Rosen, age twenty-two, single. She has a B.S. in engineering technology from the Rochester Institute of Technology. Rosen has been employed less than a year. She is enthusiastic, a very good worker, and well liked by her coworkers. She is well regarded by Tartaro.
10. Tartaro does not quite know what to do. He sees the good points of each of his section members. Most have been good employees. They all can pretty much do one another’s work. No one has special training.

He is fearful that the section will hear about the downsizing and morale will drop. Work would fall off. He does not even want to talk to his wife about it, in case she would let something slip. Tartaro has come to you, Edmund Graves, personnel manager at WSI, for some guidelines on this decision—legal, moral, and best personnel practice.

Assignment
You are Edmund Graves. Write a report with your recommendations for termination and a careful analysis of the criteria for the decision. You should also carefully explain to Tartaro how you would go about the terminations and what you would consider reasonable termination pay. You should also advise him about the pension implications of this decision. Generally, fifteen years’ service entitles you to at least partial pension.

SOURCE: W. F. Glueck, Cases and Exercises in Personnel (Dallas: Business Publications, 1978), 24–25
Papers should be at least 2 single spaced pages.