4. Now, following the guidelines you established in question 3, imagine that your team is the review panel for the convenience store clerk who foiled a robbery. Discuss the situation and come to a decision regarding the outcome. Do you fi re the employee, warn the employee, or commend his actions Your troubles began when the teenage clerk at one of your convenience stores wrestled a gun away from a wouldbe robber. On hearing the story, your friends said, “How brave!” and “Did you give him an award?” but you and the other managers in the company all had a very different reaction. You know you will have to fi re the employee for violating a long-standing and well-known company policy against heroism. Convenience store robberies are a common occurrence, and if your (mostly young) workers, manning dozens of stores, begin to attempt behind-the-counter vigilantism, you will have a serious problem on your hands.

Despite the unanimous mind-set of your management team, you realize that fi ring the employee outright may create negative fallout among the other employees. At least one employee in particular is likely to vocally protest the fi ring.

As you sit with your team trying to decide how to resolve this issue, one of your managers proposes implementing a peer review process at the company. A panel of employees would be responsible for arbitrating disputes and resolving any disagreements between how managers enforce the rules and how employees experience those rules being enforced.

Advocates trumpet the benefi ts of peer review systems.

Peer reviews are practical and cost-effective, particularly compared with formal legal arbitration, and they allow disputes to be resolved internally. Because peer reviews give employees some say in the outcome of disputes, the employees are more likely to fi nd the decisions credible and acceptable. Many managers also like peer reviews because they help to avert the backlash that a manager may experience for unilaterally disciplining an employee who has violated company rules