Write 2-3 page paper discussing the following: See attachment for instructions
· Paper must include a cover page, abstract and 3-4 reference. Do not use Wikipedia.
· All sources used must be cited both within the text and in a references section at the end of the lecture (use APA conventions for citing)
· No plagiarism
· APA conventions for citing
Social Media 1
Week 4 Assignment 1:
This week’s lecture focuses on employment law and the role it plays in organizations. Employment law has a significant impact on discrimination within the workforce. You will be reading about the different forms of discrimination, and the role of human resource specialists. The objective for this week is to evaluate the legal issues that affect compensation. Upon successful completion of this week’s lesson, you should be prepared to:
Evaluate the legal issues that affect compensation
Review this week’s Learning Resources, especially:
· Chapter 7 – Employment Law – (See attachment)
· Do you know the basics of employment law? – YouTube
Succession Planning, Outsourcing, Offshoring and Telework
Write 3-4 page paper discussing the following:
· Outlining the consequences of not abiding by the Civil Rights Act of 1964 (Title VII)
· Its impact on employees and the organization.
· Paper must include a cover page,
· Abstract and 2-3 reference. Do not use Wikipedia.
· APA citing – All sources used must be cited both within the text and in a references section at the end of the lecture (use APA conventions for citing)
· No plagiarism
Employment Law – Week #4 Lecture 1
Chapter 7 – Employment Law
Succession planning focuses on ensuring key critical management positions in organization remain filled with individuals who provide best fit. In order for managers to decide who the best fit for a position, the manager has to make sure that the potential employee is a good both in person and in looking at the resume. Managers want to ensure that the potential employee understands the organization’s culture and is also knowledgeable about the position.
Strategic Human Resources Management – Week #4 Lecture 1
Employment law can have a significant impact on organization’s cost structure. The establishment and maintenance of internal mechanisms, such as training and reporting systems, to ensure compliance with laws can be time consuming and costly. Violation of the law can result in significant monetary penalties and can damage an organization’s name and reputation (Mello, 2015). The HR office role is to ensure these laws are in place to avoid discrimination within the organization. To ensure this, many organizations develop and implement mandatory training for employees and managers to attend for compliance and awareness.
Discrimination in the Workforce
Employment laws are put into place as a deterrence against discrimination in the workforce. The Human Resources (HR) office ensures that there are preventative methods in place, and such methods can include mandatory training. HR specialists work with the organization’s managers to ensure that information on preventing discrimination is posted throughout the offices, along with points of contact. Some of the discriminatory issues affecting the workforce include the following:
Employment-at-Will– Employer and employee relationship is a private matter and can be terminated by either party at any time.
Equal Pay Act – Prohibits wage discrimination based on gender for jobs that require equal skill, effort, responsibility and are performed under similar working conditions. Civil Rights Act of 1964 (Title VII) – Title VII covers most of the discriminatory actions that takes place within the workforce.
· Title VII prohibits discrimination in employment based on race, color, religion, sex, & national origin
· Covers conditions of employment: hiring, firing, promotion, transfer, compensation, & admission to training
· Applies to all private employers with 15 or more employees, state & local governments, educational institutions, employment agencies, & unions
· Established the Equal Employment Opportunity Commission (EEOC) to oversee and enforce Title VII & all other federal labor laws
Racial Discrimination: Prohibits discrimination based on a class or group with common characteristics, interests, appearance, or habits derived from a common ancestor
· Prohibits employment discrimination against employees age 40 or older
· Prohibits setting of mandatory retirement ages except in cases of public safety (e.g., airline pilots)
· Amended in 1990 by the Older Workers Protection Act which prohibits discrimination in provision of benefits & required signing of age discrimination waivers at layoff
· Covers all employers including federal government
Rehabilitation of Act of 1973 – Prohibits discrimination by federal (but not private) contractors against handicapped applicants or employees. Employee must be “otherwise qualified” for the job. Provides for “reasonable accommodations”, usually decided case-by-case. Sexual Harassment – Sexual harassment can be either verbal or non-verbal. Sexual harassment is defined as unwelcome sexual advances that interfere with an employee’s work performance or create an intimidating, hostile, or offensive work environment. It is the duty of leadership to create and preserve a work environment that’s free from sexual harassment.
Verbal – telling jokes of a sexual connotations, sexually degrading language or profaning, whistling. promises of rewards or benefits for cooperating
Non-Verbal – leering, blowing kisses, winking, leaving sexual pictures, letters, magazines in the work environment
Sexual harassment comes in two forms:
Quid pro quo
· Promise or use of work-related benefits or threats to bargain with or coerce individual for sexual favors. These advances are unwelcomed in nature
Hostile working environment
· Presence (perceived or actual) of offensive or threatening environment, which can include making offensive remarks of a person’s clothing or forwarding emails that are sexual in nature
Strategies for Managing Sexual Harassment
Sexual harassment is one of the most costly forms of discrimination within the workforce, and majority of the times the harassment is between manager and employee. Preventing and management sexual harassment is everyone’s duty, therefore, proper training and reviewing the organization’s policy are just two of the ways to manage sexual harassment. Managers have an obligation to maintain a workplace free from harassment and discrimination; therefore it is important to educate and inform employees of the company’s policy and also the responsibility of the employee. As a manager or employee, if someone informs you that they are being harassed in the workplace, it is your civil duty to investigate all allegations. This can be done by meeting with both employees separately to gather information, treat all complaints seriously and confidentially, immediately informing the employee that he or she has the right to contact the Equal Employment Opportunity (EEO) office. The EEO will meet with the employee and appoint an EEO counselor to work with the employee in collecting the facts. Mello (2015) lists the guidelines for managing sexual harassment in the workplace; these guidelines include:
Investigate all allegations, ignorance not a defense
Conduct thorough & prompt investigation
Ensure investigator is unbiased & objective
Ensure no retaliation takes place
Treat accused employee fairly
Have both parties sign written statements to prevent “fact” from changing
Take prompt action and equate consequences with behavior
Have a clear, defined process for investigation, apply consistently, document everything
· Many HR offices work with the EEO office to ensure that new employees are aware of trainings and the legalities of inappropriate behavior within the workplace. New employee orientations should be conducted for every employee that is hired and should be followed up with yearly training. Sexual harassment is something that’s preventable; therefore, creating a climate of trust, conducting yearly trainings, and posting and disseminating EEO policies for everyone to see is essential.
Mello, J.A. (2015). Strategic human resource management. (4th Ed). Cengage Learning