The Case of the Missing Raise

This scenario explores the areas of Conflict Management, Communication and Negotiation within Organizational Behavior and Leadership.

Marsha Lloyd accepted a new job offer from longtime colleague Fred Massie, Head of the Department of Management at Central University. This offer means that Marsha would have to relocate from the East where she is presently Assistant Professor at Private University to the Midwest. Upon weighing her options with her husband they came to the conclusion that it would be a welcomed change that offers a challenge and the opportunity to introduce new courses at Central University in addition to the fact that Marsha has always respected Professor Massie and became ecstatic for the opportunity to work alongside such a distinguished educator. During the recruiting process, she agreed with the expected performance standards which stated that research and publication would be given increasing weight along with teaching and service in regards to future departmental decisions. They moved to the Midwest and Marsha started her new position with much enthusiasm in the Fall Semester.

During the fall semester Marsha settled in comfortably and was well received by her new colleagues. She sensed internal issues among the faculty in regards to the weighting and standards that apply to performance merit. The Department Dean announced the availability of a 7% pay raise pool in which the chairpersons are to distribute based on performance merit. By the end of fall semester Marsha was informed that 1) she had received positive student feedback, 2) two of her papers would be published by a journal and 3) she had presented two papers at a professional meeting. These were great accomplishments for her as well as great contributions to the Department of Management. (Job Satisfaction)

Based on these achievements Marsha anticipated her performance review and expected to be rewarded justly in terms of the stated policy of rewarding faculty on the basis of performance merit. This however did not prove to be the case; in fact she received the 3rd highest % increase and became internally angry (Emotional Conflict) at the fact that Fred had not discussed her performance review prior to making the pay raise assessment and also that he decided to address inequities that existed among senior faculty members giving them the top two increases. (Conflict Resolution)

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