Case Study Teaching Notes "I think you've got three," Toby said. "First, since the photos he posted of the event were his own, and he was expressing his opinion-which he's entitled to-on his personal Facebook page, we could ignore it." "That seems awfully lenient to m Susannah said. "I don't want him-c anyone else-thinking this kind of behavior is OK." "The second option is to make an example of him. Because he damage the company's reputation in a public forum, we could take some sort of disciplinary action." Toby laid out a few alternatives: make a note in Kenton's personnel file, request that he rescind his remarks, or suspend him from work, with or without pay. "And you think we could legally d any of those things?" "I do. I think we could even fire him. That's the third option. He violated the employee handbook when he was disrespectful of the company image, and it was a second offense. That would set a clear precedent regarding employee socia media use, which, given the age of many of our new hires, is becoming increasingly important." Susannah asked if Kenton might sue. "He might," Toby said, "but I don't think he'd have a case. It's not like this qualifies as free speech." She wasn't so sure. Were they essentially censoring Kenton? What if he had posted something about poor working conditions? Wouldn't that be protected? Of course, her father and grandfather had always insisted on treating employees well. Other car dealers might behave as if salespeople were a dime a dozen, bu Downcity was different, as proven b : its incredibly low turnover