Jane Swift is becoming frustrated with her job as a shift leader at Jones Department Store. She`s worked there for 6 months, and the full-time job has turned into more than full time. Several associates have left the store, and as a result, the past several weeks she has worked 45-50 hours each wee working the extra hours; she is just frustrated because she is not getting paid overtime pay. She asked the store manager, Amy Kostner, about the overtime pay she was due. Amy in Jane that shift leaders are part of the management team and are classified as exempt under Standards Act.

The store is not required to pay exempt workers overtime pay Jane agrees that she is part of the management team. As a shift leader, Jane runs the floor when she on duty. One of the assistant managers sets the daily schedule of associates each week, but Jane and other shift leaders assign the associates to various work areas as needed. Depending on store traffic, need to be moved from stocking shelves and cleaning to cashiering or assisting customers. When not working on such management responsibilities, the shift leaders generally assume the duties o When not work- f associates by Jane reports that she typically spends only a little more than half of her assisting customers and cashiering, Jane reports that she typically spends only a little more than half of her time performing associate duties.

Shift leaders are also involved in managerial decisions. For example, they often sit in on employment interviews and typically are aware of employee terminations before the employee is fired. They also give feedback about the associates to the assistant managers who write the annual performance appraisals Just like a manager, Jane makes a lot of decisions during the course of her shift each day. If there is a dispute on a sale price, Jane searches the weekly sales flyer to determine the correct price. If a customer has a return, Jane reviews the transaction and initials it before the cashier can give a refund. However, she does not have complete autonomy in making decisions.

For example, if a return is greater than $50.00, an assistant manager or the store manager needs to approve the refund. But even though she agrees that she is part of the management team, Jane isn't satisfied with Amy's answer on her question about pay. If she isn't eligible for overtime pay, she thinks that she should be paid more. While she is paid at a higher rate than most of the associates, she is not paid nearly as much as the assistant managers. A pay increase or overtime pay would at least make it worthwhile for her to put in the extra hours.

Required:

• Identify and define the central dilemma presented in the case

• Select and gather pertinent areas of consideration, and identify critical data and stakeholders (if you need to make assumptions about any of the facts in the case, be sure to specify these assumptions in your analysis)

• Gather additional information and research as necessary

• Identify and investigate all appropriate possibilities to resolve the central issues, and present at least three different options

• Select and present the best solution and include support for the decision that recognizes positions of all the stakeholders

• Describe how to implement the best solution and include strategies to address the known challenges. Also include the likely implications of the selected solution.