Case study on effective communication with questions

Answer the questions by following "Communication Implications of Major OrganizationalTheories " (Chapter 3)

1. Why did Jane not know she was considered an average performer?

2. What should Martin have done? What should he do now?

3. If you were the HR director, what would you tell Jane?

4. Which perspectives from this chapter should be applied to this case?

the “What Do You Mean I am Not promoted?” Case

Jane Avery had worked for Custom Printing for two years as a customer support person in charge of creating customer bids/estimates for the sales representatives. Jane knew many of her estimates were changed by the sales staff but she considered the changes just part of what sales reps do. Her supervisor, Martin Craig, gave her “meeting expectations” appraisals and mostly did not communicate performance feedback. Jane knew the two year mark was usually important at Custom. Two of her friends, Corey and Justin, both had been promoted to sales representatives just after their two year anniversaries. Jane thought the sales represen- tative job was more interesting than estimating and also carried a higher salary. She was eager to follow her friends who seemed to enjoy their work.

Shortly after her two year anniversary, Jane applied for an open sales representative position assuming she would be selected. She was shocked when she was not interviewed and a person who worked for another printing company was hired. She confronted Martin asking for an explanation. Martin appeared surprised. He told Jane she should have known her work was “OK” but not outstanding. Until she learned to perform better when estimating bids, it was unlikely Jane would ever be promoted.

Jane made an appointment with the head of the Human Resources department. She con- sidered whether she should file a complaint against Martin. She asked Corey and Justin for advice. Both of her friends were vague but suggested the HR director should be able to help.