Conflicting Expectations Case
Susan Zykorie
November 18, 2014
Conflicting Expectations: Where Pay and Performance Collide
UpTech Support, a medium sized company based in Silicon Valley, California, operated in the intensely competitive computer industry with its’ main area of focus in the development of software support systems. Throughout the Internet Bubble bust, they were able to survive through their focus on key competencies and building relationships with key clients. Due to this they are now a successful company with offices in the major cities across the US. However, their international operations have remained small, with subsidiaries only in Canada, France, and a recent venture in Australia. These international offices have all been initiated due to following current US clients. VP of Operations, Jessica Kellaway and HR Director, Steve Hegworth are perplexed by a salary problem and are meeting to discuss the following issue: Pierre Lecruet, who had previously been Managing Director at the France location, had been moved into the same position, but in the new Australia office. During a previous performance appraisal, Pierre had noted that his job in France had lost the challenge and that there was no-where else for him to go within the French operation. The decision for him to move to Australia to repeat his success from France seemed to be a mutual one, but now 6-7 months into the position, Pierre seems overly focused on his compensation package rather than the job.
Pierre, knowing if he performed well in the Australian initiative that he would be moved to a top management spot in the US, agreed to take the position eagerly from the business perspective. Yet it was not such an easy decision to make on the personal side. Pierre’s wife Sabine had recently gone back to work after having stayed home with their children for a number of years. Pierre and Sabine decided that Pierre would go to Australia alone for 6 months, which would allow him to acclimate and explore options for living
November 18, 2014
Conflicting Expectations: Where Pay and Performance Collide
UpTech Support, a medium sized company based in Silicon Valley, California, operated in the intensely competitive computer industry with its’ main area of focus in the development of software support systems. Throughout the Internet Bubble bust, they were able to survive through their focus on key competencies and building relationships with key clients. Due to this they are now a successful company with offices in the major cities across the US. However, their international operations have remained small, with subsidiaries only in Canada, France, and a recent venture in Australia. These international offices have all been initiated due to following current US clients. VP of Operations, Jessica Kellaway and HR Director, Steve Hegworth are perplexed by a salary problem and are meeting to discuss the following issue: Pierre Lecruet, who had previously been Managing Director at the France location, had been moved into the same position, but in the new Australia office. During a previous performance appraisal, Pierre had noted that his job in France had lost the challenge and that there was no-where else for him to go within the French operation. The decision for him to move to Australia to repeat his success from France seemed to be a mutual one, but now 6-7 months into the position, Pierre seems overly focused on his compensation package rather than the job.
Pierre, knowing if he performed well in the Australian initiative that he would be moved to a top management spot in the US, agreed to take the position eagerly from the business perspective. Yet it was not such an easy decision to make on the personal side. Pierre’s wife Sabine had recently gone back to work after having stayed home with their children for a number of years. Pierre and Sabine decided that Pierre would go to Australia alone for 6 months, which would allow him to acclimate and explore options for living