Bobbi’s approach
Bobbi should understand that Paul is in a state of depression. Therefore, as a manager who is concerned about her employees, she has to approach Paul in a way that will boost his self-esteem by first inviting him for coffee (Mosley & Pietri, 2014). She should then show concern over Paul’s condition. Ideally, this can be a good start point for discussion where Bobbi may enquire on the issues that Paul has been battling with. Secondly, Bobbi’s comments should be focused on observable behaviors such as Bobbi’s flopped attendance (Lerner et al., 2010). Bobbi should acknowledge the transformation and provide an olive branch for Paul that can assist him on his state. Paul should then be referred to an employee assistance program through which he may be referred to an external professional counseling. Finally, Bobbi should bolster up her concern and the need to see Paul improve in his performance.

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Paul’s reaction(s)
After Bobbi’s approach, Paul is likely to air his grievances on his participation in the activities he is assigned. He is also likely to confess on his initial expectations on the assured promotion (Sy, Tram & O’Hara, 2006). Further, he is likely to express his dissatisfaction following adherence to the corporate policy which in one way disqualifies him from being involved in the organization’s activities as the graduates who are now eminent in the company(Sy, Tram & O’Hara, 2006).

Company Policy
I do not agree with the company’s policy because they overlooked Paul’s experience and expertise and considered academic qualifications. The maintenance manager admitted that although he had three-degree holders, Paul was the best in his department. Again, every time any worker experienced problems with their tasks, they would go to Paul for advice and even better used him as the plant’s troubleshooter. As the maintenance manager had earlier indicated, it would have been better if the experience was used to promote the individual fit for the superintendent position. Paul was a team player because he readily offered his services when help was sought by his fellow employees (Kulkami, Lengnick-Hall & Martinez, 2015).

    References
  • Kulkarni, M., Lengnick-Hall, M. L., & Martinez, P. G. (2015). Overqualification, mismatched qualification, and hiring decisions: Perceptions of employers. Personnel Review, 44(4), 529-549.
  • Lerner, D., Adler, D. A., Rogers, W. H., Lapitsky, L., McLaughlin, T., & Reed, J. (2010). Work performance of employees with depression: the impact of work stressors. American Journal of Health Promotion, 24(3), 205-213.
  • Mosley Jr, D., & Pietri, P. (2014). Supervisory management. Ontario: Nelson Education.
  • Sy, T., Tram, S., & O’Hara, L. A. (2006). Relation of employee and manager emotional intelligence to job satisfaction and performance. Journal of Vocational Behavior, 68(3), 461-473.