DJMH said in a comment to the last post:
I would like to know why you thought it was appropriate to involve the tech in this. You're the manager, and you put the tech in the uncomfortable situation of possibly ratting out a co-worker.
This decision, and in fact, management of techs, is very much a function of who the tech is.
In the last post I didn't include some background, etc, (like that post needed more length, anyway). So, here's some relevant information that when into my managing techs, in general, and this one in particular. I am, as readers know, old for these parts (being the internet). I'm doing my best to uphold Boomer Honor, which according to some is oxymoronic. Or just plain moronic. I've been a prof for about 30 years, and been pretty steadily NIH funded since the beginning. I've had 7 techs in that period of time, but some years with no tech at all. And they are all very different people, with different goals and different skill sets.
Also relevant is that I run a small lab. During the year, it's me, a postdoc, a tech. Now I've got a (yes, a, as in one) grad student, who is an MD/PhD, which is about the only kind of PhD student I'm willing to take at this point. In the summer I get another 2-4 summer types, and we really ramp up the experiments.
But irrespective of size I try to run a lab that in today's lingo is "flat". I try and reduce the hierarchy and the effects of hierarchy, as appropriate for people's goals and skills. This is much easier in a small lab. I involve the tech and postdoc in everything that is of even remote interest to them. Of course there are things, such as each other's salary, that they don't have to know. But we meet as a group and talk about what people are doing, and everyone gets some say in what they do. Yes, there are things, such as the nitty gritty of extracting data from electrophysiology recordings, that no one wants to do.
So why did I involve the tech in the problem of Jane? Firstly, it was Tech who brought the problem to me. She is the one who signs off on the time cards, something she & I discussed and agreed upon. Secondly, if Tech had said: I don't want to do this, it would have totally, and appropriately, fallen to me. But this particular person, Tech, is functions very much as a "lab manager", and is incredibly good with people. She had set up the complex schedules for our summer experiments (which involve extensive human labor, often working in pairs), and really knew the summer students. She was outraged that someone would take advantage of the lab in this way. She was outraged that someone would behave unethically.
In this situation, in this case, it did not occur to me NOT to include the tech in the problem. Even if I had discovered the problem, and I decided that I needed to be the one to handle it, I would have presented it to both the PD & Tech and gotten their opinions on what was happening, and what should be done about it.
Yet, I would have done this with all the techs I have had over the course of my career. There were some who were professionally younger, as opposed to chronological age. There were some who were computer/electronic wizards, but not so great in managing people. But by having this tech talk to the student first, it was one way to defuse the situation (if it was an honest mistake), and keep the inquiry casual.
If I had endless & bottomless money (hahaha) I would hire people of many different skills, and have lots of people with lots of different abilities. I'd have a programmer and a people manager and a data processor and an animal wrangler. But despite what some people think, even aging blue-haired profs don't have endless money, and hire the best they can and work with what they have.
So in hiring a tech, one needs to ask oneself, what is the most important thing I need in my lab, right now, to get the data, papers, results, I need for this stage of my career? Early career people have different needs then recently tenured, etc. Talking about how to hire and how to manage is another post. Stay tuned.