The Case of Paul Jenkins
Use of this short case study in an HRM examination paper.
As a staff representative of the local government union, you have been following the case of a work colleague (Paul Jenkins) and supporting him in a disciplinary problem he faces.
Paul Jenkins is a senior, professional local government officer of department manager status. He has been under tremendous pressure recently in terms of his work load and family difficulties (his sixteen year old son has had several encounters with the police).
A few days ago on a Saturday morning, Paul travelled 22 miles specially into work to complete an important report which was needed for 9.00 on Monday morning. Arriving at work he realised that he had left his office keys at home. The town hall security officer would not open the door saying that he had no authorisation to do this. Paul was frustrated and furious. Foolishly, he made an impulsive decision to break the glass on the office door to open it. On leaving the building he informed the security man of what he had done and on the Monday morning he reported to his Director explaining the incident and offering to pay for the damage.
That afternoon he was called into the Director's office and suspended on full pay pending a disciplinary hearing. The Director argued that the behaviour was unprofessional as a senior officer, it was intentional damage, it was a bad example to other staff, it was in breach of health and safety procedures and the action had left confidential information insecure. Paul further explained that he had taken great care and had cleaned up the mess. He had secured all confidential information in filing cabinets. He had also met with his staff that morning to explain what had happened and to apologise to them for the difficult example he had set.
Paul explained to you - the staff representative - that he was afraid that the Director is aiming to have him dismissed on grounds of gross misconduct. His relationship with the Director has been cool for some years and he feels that this is an opportunity for the Director to remove him. The offence is specifically listed in the employee handbook and states
"Employees who intentionally damage Council property will be subject to summary dismissal"
You accompanied Paul to a preliminary disciplinary hearing which was also attended by the Director and the Council Personnel Manager. This meeting broadly reviewed the facts, but in conclusion the Director made remarks to the effect that the council was fully within its rights to dismiss Paul for gross misconduct. A fully constituted disciplinary hearing is now to take place and tow councillors from the borough's staffing committee will join the Director and Personnel manager as a disciplinary panel.
This meeting is scheduled in 21 days time. In the meantime Paul suspended with full pay. In the intervening time, Paul advises you that the Personnel Manager has approached him informally about the possibility of taking early retirement. Paul is 50 years old and has 31 years service.
BOLA Cases
These case studies © were written for examination purposes by Chris Jarvis
URL: http://www.brunel.ac.uk/~bustcfj/bola/cases/jenkins.html