Consider the following case: You are Steve Style, a programming director in a large city’s data-processing department. You manage five sections of computer program- mers, each made up of a senior programmer and three to four trainees. The depart- ment generates computer systems for the other city departments, thus requiring you and your staff to spend a lot of time with the users of the systems. Your staff has a reputation throughout the city for being highly professional. For some time, your boss, Isabel Info, has been talking about the need to expand the programming staff by adding a database administrator. A few months ago, a new police chief was hired, brought in from another city. In the past, when a new department head came in, if he or she were married, the spouse also found a job somewhere in city government. You had heard that the police chief’s wife has a degree in computer science. On Monday, Isabel calls to tell you she has just hired Theresa Topcop as the database administrator in your area. Isabel is happy to get someone with Theresa’s education and background, which includes working for several software companies. Isabel also tells you that Theresa is the police chief’s wife and that she will be making more money than any of your current senior programmers. Excited about the addition of a database administrator, you go to tell the staff about the program expansion. Rather than the positive reaction you had expected, theirs is quite negative. David Denman, the most experienced programmer, is upset for two reasons: First, isn’t she the police chief’s wife? It sounds to him like a deal was made. And second, why didn’t any of the current staff have a chance to interview for the new position? Another staff member leaves the meeting grumbling about how much money Theresa will be making in comparison to the other senior programmers. You go back to your office trying to figure out how to deal with this problem. You’re looking forward to having a database administrator, and from what Isabel tells you, Theresa is well qualified. You are concerned about the staff’s reaction. You know you will face an uphill battle to convince the users that Theresa is qualified for the position.
1. How does an administrator deal with the problem of a "qualified spouse"?
2. How do you justify to your staff the fact that Theresa is making a higher salary than any of them and that they didn't have a chance to interview for the position?
3. How does the personnel office handle this position in light of the city's civil service system?