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SAS Real Estate: To Fire or Not to Fire?

Zunaira Saqib; Sara Mashhadi; Khan Rafia Danish; Memoona Khalid

Product #:9B15M003_P
Supplier:Ivey
Discipline:General Management, International Business
Setting:Pakistan, 2014
Details:Case (PDF) • 5 pages • 2015-01-19

Subjects:

Business managementInternational businessLeadership and managing peopleManagement

Industries:

Real estate industry

Geography:

PakistanAsia
Your Price:$9.71

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A real estate company in a highly competitive market in Pakistan was the recent victim of employee theft. A fraudulent bank transaction had occurred, which risked the firm’s smooth functioning and future operations, as well as customer confidence. The company had suspicions about an employee who might have been involved in the theft, but the CEO was facing the dilemma of whether to fire him or not. The employee was the only one who could operate the company’s complex financial software. If the CEO decided to replace the employee based on his suspicion, he would be facing major replacement and training costs, and also causing a delay in the company’s upcoming mega project. However, if he did not fire him, it would mean that the company was tolerant of such acts, which could lead to future corruption.

Learning Objectives

This case can be taught in an undergraduate class on business administration. The case is written for a human resources course and may be suitable for topics such as conflict management and sales. The main objective of the case is to expose students to a real-life human resources dilemma. In an ideal world, ethical decisions are easy to make, but when it comes to real-life work situations, decision makers have to consider many factors. In this particular case, students will learn how to make a fair decision while keeping various stakes in mind. Students will also learn how a small-town company is largely affected by selling on the basis of personal contacts and word-of-mouth credibility.
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Case Study: SAS Real Estate: To Fire or Not to Fire? | Ivey Publishing