This is a discussion not a paper!!!


Select and READ one of the following case studies (located in your textbook):


Next, analyze the case and provide an overview of key points or discussions. An overview is not a detailed description or regurgitated statements from the case, but instead key points in the caseThen, make 2 recommendations for improvements for any parts of the case (think like an HR leader). Saying that someone should have did this, or what you would have done are not considered improvements.


  • One to three small sentence-responses for analyzing the cases are not considered substantive.
  • You may only have no more than 3 references for your response and each must be appropriately cited in the words.
  • You may not copy and paste any part of another student’s response as part of your response.
  • For this course, you must comment to a minimum of 1 other student’s response…No Exceptions!
  • Although not mandatory, you are strongly encouraged to make your initial post by Wednesday of each week so that you have plenty of time to respond to your classmates.

here is an example of one of the cases. 14-2 

My discussion question response is on Case 14-2 and right off the bat, Tymony was in the wrong here.  He not only expressed anger towards Mr. Yang, he also exhibited violence including personal assault and damage to property.  The company was right in firing Mr. Tymony because he broke the company’s mission statement and its “core values.”  Mr. Tymony physically attacked Mr. Yang, exhibiting workplace violence and the company having a responsibility in keeping their employees safe, Mr. Tymony was rightfully terminated (1, Lussier).

However, Mr. Yang was wrongfully terminated after Mr. Tymony assaulted him and Mr. Yang did not reciprocate, and was therefore an innocent victim in this incident.  According to Tomlinson and Bockanic, “courts and legislators are recognizing the inequality of bargaining power between employe and employee and that the inability of employees to protect themselves from unjust actgions by their employers had not just economic ramification, but also emotion and social ramifications” (2, Tomlinson and Bockanic).  As a result of these findings, it appears the at-will doctrine is disappearing and employers will have to justify employee terminations.

Though Mr. Yang and Mr. Tymony had several public incidents, Mr. Yang was doing nothing against company policy and it doesn’t appear that he did anything to warrant Mr. Tymony’s behavior.  It appears Mr. Tymony allowed minor things affect his demeanor which lead to the incident.  In order to right this wrong termination of Mr. Yang, the company should have fully investigated this situation and dealt with Mr. Tymony’s anger issues and derogatory language/outbursts to try and prevent the assault from happening.  The men should have been separated immediately, keeping them apart and not sharing the same cubicle space.

1.  Lussier, Robert.  (2019).  Human Resource Management:  Functions, Applications, and Skill Development (3rd ed).
     SAGE Publications, Inc.

2.  Tomlinson, E. C. and Bockanic, W. N.  (2009).  Avoiding Liability for Wrongful Termination:  “Ready, Aim,…Fire!”
     Employ Respons Rights J (2009) 21:77-87, DOI10.1007/s10672-008-9068-0.

here is an example of another case 15-1 


Lussier (2019 p 542). defines “ethics as a reflection on morality that is a reflection on what constitutes right or wrong. Also, Lussier (2019 p 542) mentions that ethics is the principles, values, and beliefs that define right and wrong decisions and behavior. “

Case 15-1 is about how benefits could be for a person becoming a chief executive officer (CEO). According to the case study, a CEO may earn three times more than the employees working for the same organization. One of the highlights of salary, in this case, is that a CEO position can increase salary by 6%, but workers could only increase 2% (Lussier 2019 p 567). Moreover, Lussier (2019 p 567) states that it has seemed that employees in 2016 are paid less than people who worked in 1967 by 10%. However, the focus on the case is how is possible or ethics that even in the U.S. reception, a CEO can have high compensation packages and salaries. Understanding that a CEO is the head of an organization, I consider unethical that CEO salary increases and employees’ wages cannot increase. My argument is based on the fact that ethics is applying a set of values and principles to make the right, or good, choice. A CEO that allows insufficient compensation for employee’s salary, but negotiates the best for him, needs moral development. 

The case study included recommendations such as cut CEO salaries, regulating salaries increases, and tied compensation and salary to organization performance. I recommended taking inflation into account for every employee in an organization. Also, I highly recommend the implementation codes of ethics where salary increases are established. Finally, an organization must integrate values in its culture, principles to all situations, treat all employees fairly, and manage support by example.


Lussier, R. (2019). Human Resource Management: Functions, Applications, and Skill Development (3rd ed.). SAGE Publications, Inc. Retrieved from:!/4/2/8/4@0:90.2


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