Example Assignments at Southern New Hampshire University (SNHU)

Example Assignments at Southern New Hampshire University (SNHU)

Example Assignments at Southern New Hampshire University (SNHU)

Chapter One: Human Resource Management in Organizations

CLASS NOTES:
-“ Human Resources isn’t a thing we do, it’s the thing that runs our business”. –Steve Wynn, Wynn Las Vegas.
-Collaborative, Capacity, Commitment: The three C’s
-Patience two sided: upper management & human resource side.
-“ Great people without a great vision, you have nothing at all”
– 7 Basic Categories of Human Resources:
1. Total Rewards EX) Money, Benefits, Social Security, & Promote ability
2. Staffing: (102 days): Responsibility of HR & is a difficult process.
3. Talent Management: Right person for the right job & understanding the job.
4. Equal Employment opportunity: “Affirmative Action” “Doing with things incorrectly= lawsuits”.
5. Employee & Labor Relations: Unions have different rules, point of grievances changes.
6. Risk Management: EX) In Ohio if you don’t clean your driveway= walkers beware! / If you do clean your driveway= you are liable!
7. Strategic HR Management: Trying to know what is coming next for a company.
How to do This:
1. Look to the past
2. Technology (helps with strategies)
3. Administrative Process EX) E-check , making sure the right things are in the right place.
4. Corrective rather than punishable “This is not the right job for you, can I find you something else?”
5. Output driven rather than input oriented. Basic Categories of Human Resources:
-“If any company is making money, someone will always try to match it, or break it.”
-David Ulrich/ Human Resource Champions : “ The next agenda for adding value & delivering results” Boston: Harvard Business School Press:
1. Strategic partner/ helps others to be successful
2. Administrative Experts
3. Change Agent
4. Employee Champion
-Competencies: What a company does well/ what a company is known for/ what is their culture?
-SWOT: Strengths, Weaknesses, Opportunity, & Threats: Use this to find competencies.
-Internal: Strengths & Weaknesses –External: Opportunities & Threats
-Managing Shift to Human Resources: – Field Human Resources: Where you can know each other.
-Companies merge- No longer need as many Human Resource people.
-Centers of Excellence: Companies that merge make more specific HR jobs &/OR EX) no more overtime. Chapter Outline: Human Resources as Organizational Core Competency
-Core competency: Unique ability that creates high value and differentiates an organization from its competition.
Human Capital and HR
-Human Capital: The collective value of capabilities, knowledge, skills, life experiences and motivation of an organizational workforce.
HR Functions:
1. Strategic
2. Talent Management
3. Staffing
4. Equal Employment Oppurtunity
5. Total Rewards
6. Risk Management & Worker Protection
7. Employee and Labor Relations
Organizational Culture & HR.
-Organizational Culture: The shared values and beliefs in organization.
-Five dimensions useful in identifying and comparing cultures:
1. Inequality in power
2. Individualism
3. Masculinity
4. Uncertainty
5. Long-term/ Short-term orientation
Organizational Productivity:
Productivity: Measure of the quantity and quality of work done, considering the cost of the resources used.
Unit Labor Cost: Computed by dividing the average cost of workers by their average levels of output
-HR management efforts designed to enhance organizational productivity are as followed:
1. Organizational restructuring
2. Redesigning work
3. Aligning HR activities
4. Outsourcing analyses
Social Responsibilities of HR
-Sustainability: Being able to continue to operate, survive and adjust to significant changes.
-Global Social Responsibility and HR: Collecting/donating money for local charities or national disasters & numerous other activities.
Ethical Behavior and Organizational Culture:
Four Elements of Ethics Program:
1. A written code of ethics and standards of conduct
2. Training on ethical behavior
3. Advice to employees on situations they face
4. Systems for confidential reporting
-Organization for Economic Coorperation has emphasized the effects of ethics.
-People must be guided by values and personal behavior “codes” including these two questions:
1. Does behavior or result meet all applicable laws, regulations and government codes?
2. Does the behavior or result meet both organizational standards and professional standards of ethical behavior?
-Talent Management and Development: Some forces behind the emphasis on talent management have included:
1. The impending retirement of baby boomers
2. Shortages of skilled workers of certain types and at certain levels
3. Increasing global competition for human resource talent
4. Growth in technology capable of automating talent management processes
Globalization of Organizations & HR:
-Expatriate: A citizen of one country who is working in a second country and employed by an organization headquarted in the first country.
-Host-county National: A citizen of one country who is working in that country and employed by an organization headquarted in a second country.
-Third-country national: A citizen of one country who is working in a second country and employed by an organization headquarted in a third country.
HR Management Roles:
1. Strategic: Helping to define the strategy relative to human capital and its contribution to organizational results.
2. Operational and Employee advocate: Managing HR activities in line with the strategies and operations that have been identified by management and serving as employee “champion: for employee issues and concerns.
3. Administrative: Focusing on clerical administration and recordkeeping.
HR Competencies:
1. Strategic knowledge and impact means
2. Legal, administrative, and operational capabilities
3. Technology knowledge and usage abilities HR Professionalism and Certification:
-HR generalist: A person who has responsibility for performing a variety of HR activities
-HR specialist: A person who has in-depth knowledge and expertise in a limited area of HR Critical Thinking Activities: Question 1: Discuss several areas in which HR can affect organizational culture positively and negatively. Answer:
Human resources can affect organizational culture positively by helping organizational performance of culture by developing or revising current and new products and services, acquiring new businesses and performing other activities with competitive advantages. HR can positively play a significant role in organizations by helping to create a culture that emphasizes effectiveness and productivity. Human resources can affect organizational culture negatively by not utilizing workers and businesses in various countries. They may also affect organizational culture negatively by not treating their members of the company correctly or not addressing the problems of the members of that particular company. It is HR’s responsibility is to use values that are inherent in the company that affect the nature of the organizational culture. Question 2: Give some examples of ethical issues that you have experienced in jobs, and explain how HR did or did not help resolve them. Answer: I have experienced several ethical issues at jobs where I have worked. I currently work as a server at a restaurant and I notice sexual harassment of other employees occasionally. This happens when certain male cooks say derogatory comments to female servers. This problem has not ever been reported to HR or any of our management, however I believe that It is ethically wrong and a issue in my workplace. Moreover, where I work a server once stole another servers book with their money in it. The server reported the theft to HR, and the server who stole the money was terminated, and had to return the money. This is an example of employee relations, and is without a doubt an ethical issue. Question 3: Why is it important for HR management to transform from being primarily administrative and operational to becoming a more strategic contributor? Answer: It is important for HR management to transform from being primarily administrative and operational to becoming a more strategic contributor because they will have more effectiveness, and will increase effectiveness, metrics, technology, planning, and retention. They need to focus on more than one primary aspect of management. If they become a more strategic contributor they will help to define the strategy relative to human capital and its contribution to organizational results, and they are proactive in addressing business realities and focusing on future business needs. Question 4: Assume you are an HR director with a staff of seven people. A departmental objective is for all staff member to become professionally certified within a year. Using Internet resources of HR associations such as http://www.shrm.org andhttp://www.WorldatWork.org develop a table that identifies four to six certifications that could be obtained by your staff members and show the important details for each certification. Answer: 1. Certified Recognition Professional sponsored by the Recognition Professionals International
2. Certified Professional in Learning and Performance sponsored by the American Society for Training and Development
3. Certified Graphics Communications Manager and Certified Mail Manager sponsored by the International Personnel Management Association
4. Certified Compensation Professional
5. Certified Benefits Professional Case Study: Question 1: How does the integration of HR with the organizational culture contribute to the success of Google, Scripps, and UPS? To find ideas go to the corporate website for each of these companies and search for insights. Answer:
The integration of human resources with the organization culture contributes to the success of Scripps because human resource functions are used to support the culture and core values at Scripps. They have a pay-for-performance system and that is how they reward their employees to make them more successful, which leads to a more successful company.
For Google the integration of HR with the organizational culture contributes to its success because HR establishes an innovative effort for its people and the overriding key of HR at Google is its emphasis on organizational culture. The following passage is displayed on Google’s website, “It’s really the people that make Google the kind of company it is. We hire people who are smart and determined, and we favor ability over experience. Although Googlers share common goals and visions for the company, we hail from all walks of life and speak dozens of languages, reflecting the global audience that we serve”. This passage is describing Google’s very own culture, which informs me that they are such a successful company because they are a diverse company that integrates this one of a kind culture with their human resource branch.
The integration of HR with the organizational culture contributes to the success of UPS because there HR is linked with business objectives and uses communication intranet programs to ensure that employees are kept constantly informed on business objectives. Their culture is based around a code of conduct and the integrate that with HR by reviewing this code with their employees. Diversity is also a big part of UPS and their culture that allows them to be so successful. On their website they state “UPS is in the business of linking people, cultures, and commerce, with diversity as an integral part of its global strategy”. Question 2: Describe how some of the cultural facets mentioned compare to those among employers you have worked for, and explain the difference in the views of these various employers. Answer: There are a variety of cultural facets that were mentioned in the excerpt that can compare to employers I have worked for. One of UPS’s cultural facets was a code of conduct. This can compare to a job I once had at the YMCA. There, I too had a code of conduct that I had to follow, and I was constantly reminded of it as well at work. Another cultural facet that comparative to a previous job I had was Google’s approach to giving its employees flexibility to produce results, not just following core job requirements. This contrasts with my old job and the YMCA and compares with most recent job as a server at Margaritaville. At Margaritaville, they are extremely flexible to produce results, whereas at the YMCA everything was strictly by the book and core job requirements. 1/16/14
Chapter Two: Human Resource Management in OrganizationsCLASS NOTES: Strategic HR:
What is the difference between a strategic plan and a tactical plan?
-A strategic plan is a course of action to achieve long-term goals, generally up to five years.
-A tactical plan is a course of action to achieve short-term goals, generally within a year or less.
1. Compliance function
2. Consultative services
3. “Miracle workers”
-Corporate strategy: How HR can become a player
-A number of HR practices and programs are significantly associated with a stronger strategic role for HR including:
-Having an HR strategy that is integrated with the business strategy
-The use of info technology
-Focusing on HR talent development
-Having HR activities that focus on organization design, organization development, change management, employee development, and metrics
-Using computer systems for training and development
-Having effective HR metrics and analytics
-Having an HR staff with technical organizational dynamics, business partners and metric skills
-Levels of global competition: Firms differ in the extent to which they participate in global competition, depending on the level they participate in the global market
-Domestic: In the United States
-International
-Multinational
– Transnational
-HR as a pool of national capital:
-HR is valuable
-HR is rare: EXAMPLE: If you’re a coin collector and someone has a double eagle for sale, everyone will line up because they are rare and valuable.
-HR as limitable: We should be able to teach people so they can do it themselves: It is bad when HR people try to be the holders of all knowledge.
-HR should be seen as non-substitutable: You do it all, not half way.
-Two aspects of HR work together to create a competitive advantage for the firm.
-There are knowledge’s, skills, and abilities (KSAS) inherit in the individuals who make up the organizations or the power information, knowledge, and rewards (PIKERS) that can be developed for these individuals.
-There are the employee behaviors that are necessary for translating these into productivity for the firm.
-Capitalizing on multiple labor pools:
1. Managers from specific countries bring to the process tactic knowledge of aspects of that countries political, cultural, legal and economical situation.
2. Having managers from a variety of cultures increases the diversity of viewpoints in terms of values, problem definition, and problem solving
-The role of HR in mergers and Acquisitions: if this is not handled well each company will go out of business
1. Talent Acquisition goes Social-forcing a reinvention of agencies and job boards
2. New models, diversity and “girl-power” will drive leadership strategies
3. Performance management will go agile Chapter Outline: -Strategic planning:
-The process of defining an organizational strategy, or direction and making decisions on allocating the resources of the organization to pursue this strategy.
-Organizational mission: The core reason for the existence of the organization and what makes it unique.
-Strategic HR management: Refers to the use of employees to gain or maintain a competitive advantage
-Strategic Competencies for HR professionals refer to:
1. Credible Activist
2. Talent Manager/Organizational designer
3. Strategy Architect
4. Operational Executor
5. Business Ally
HR as Organizational Contributor :
-Hr management plays a significant role in the following strategies:
1. Organizational productivity
2. Customer service and quality
3. Financial contributions
-High- Performance Work Practices: Some recognized that HR’s best practices include:
1.Incentive compensation
2. Training
3. Employee participation
4.Selectivity
5.Flexible work arrangements
-HR Effectiveness and Financial Performance:
– Efficiency: The degree to which operations are done in an economical manner
-Environmental Analysis:
-Environmental Scanning: The assessment of internal and external environmental conditions that affect the organization.
-Succession planning: The process of identifying a plan for the orderly replacement of key employees.
-Geographic and Competitive Concerns: Where an organization locates it operations plays a role in how well it performs
-Multinational corporation: (MNC): A corporation that has facilities and other assets in at least one country other than its home country
-Off shoring: The relocation by a company of a business process or operation from one country to another
-HR Planning in Mergers and Acquisitions
-Due diligence: A comprehensive assessment of all aspects of business being acquired
-Before the Deal: Conduct due diligence, Assess Risks, Identify possible conflicts
-During Integration: Address key processes, Retain key talent, Recognize cultural differences
-Post Integration: Optimize workforce, Identify and establish new culture
-Four important factors in changing culture are:
1. Define the desired behaviors
2. Deploy role models
3. Provide meaningful incentives
4. Provide clear and consistent messages
-Best practices for companies carrying out layoffs include:
1. Identify the work that is core to sustaining a profitable business
2. Identify the knowledge, skills, and competencies
3. Protect the bottom line and the corporate brand
4. Constantly communicate with employees
5. Pay attention to the survivors
-Severance benefits: Temporary payments made to laid-off employees to ease the financial burden of unemployment
Managing a Talent Shortage
-Companies can use a number of alternative tactics to manage a talent shortage:
1. Use overtime
2. Outsource work
3. Implement alternative work arrangements
4. Bring back recent retirees
5. Use contingent workers
6. Reduce turnover
-Alternative work arrangements: Nontraditional schedules that provide flexibility to employees
-Outsourcing: Transferring the management and performance of a business function to an external service provider
-Electric human resource management systems: The planning, implantation, and application of information technology to perform HR activities.
-HR metrics: Specific measures tied to HR performance indicators
-Benchmarking: Comparing the business results to industry standards
-Balanced scorecard: A framework used to report a diverse set of performance measures Critical Thinking Activities: 1. Discuss how technology has changed jobs in an organization where you have worked. What are some HR responses to those changes? Answer:
Technology has changed jobs in an organization where I have worked because everything is computerized. I work at a restaurant where we use computers to send in all of our orders to the kitchen and the bar. At a previous diner I have worked at we did not do this nor have a computer to send our orders in. HR has responded to this change by changing with the technology. If we have any computer problems management is always willing to help out because they have been trained to use our computer systems effectively. Question 2. What steps can HR professionals take to ensure that mergers and acquisitions are successful? How can HR help during the integration process? Answer: Before the deal HR professionals can conduct due diligence, access risks, and identify possible conflicts. During integration HR professionals can address key HR processes, retain key talent, and recognize cultural differences. Post integration HR can optimize workforce and identify and establish new culture. Question 3. How can an organization maintain its image while dealing with a talent surplus? If layoffs are necessary, what would you recommend managers do to ensure that survivors remain committed and productive? Answer: Managers can keep survivors committed and productive by reminding them that they can be laid off as well. They also need to have one center person that talks to everyone that works for the company. If they do not have this, they need to make sure everyone is saying the same thing because it is painful to be laid off and to lay off others. Question 4.As the HR manager for a multinational corporation, you want to identify HR competencies that are critical for global companies. Visit the website for the World Federation of People Management Association to research the topic and to identify differences in the body of knowledge in different parts of the world. Answer:
As the HR manager for a multinational corporation you must understand the different language barriers, currencies and gender roles.
Case Study: Question 1: What are some reasons that more organizations do not implement HR analytics? How would you make the case for adopting HR analytics? Answer:
Organizations do not implement HR analytics because they rely more on their intuition and gut feelings. HRIS are commonly used to capture and store data about employees; however organizations do not mine their data to progress human capital decisions. Organizations should however adopt HR analytics to enhance the strategic contribution of HR executives and lead to better decisions and organizational outcomes. Question 2: How can HR professionals develop the needed skills to analyze and interpret metrics? What resources could an HR professional consult to begin building expertise in this area? Answer:
Human Resource professionals can develop the needed skills to interpret metrics by doing research and utilizing that research to keep employees happy where they work. For example, at the food service and convenience company Wawa, Inc. they did research to find that their employees were less likely to quit and be happy if they worked 30 hours or less a week. They took this information and applied it to their jobs, and in return their company was more successful.
An HR professional could use the resources of their own employees to consult to begin building expertise in this area. They could give their employees surveys to find out what will make them happy in their workplace, and find out what needs to improve in their specific branches of the companies. For example, at the Superior Energy Services in New Orleans, the blue-collared workers were staying, whereas the more skilled workers were leaving their jobs. With proper training and coaching, HR found that the skilled workers were more likely to stay with their jobs. If they were to ask these skilled workers in advanced what they needed (coaching and training) , they would not have experienced this. 1/23/14 Chapter Three: Equal Employment OpportunityChapter Notes: What is the purpose of Equal Employment Opportunity?
-The purpose of equal employment opportunity is to ensure fairness in hiring, promotion, and other workplace practices.
-EEP laws prevent employers from withholding job opportunities based on a workers sex, race, age, national or, origin, certain health conditions, and other reasons.
-Affirmative Action: EX) You are fishing, 20 % are good fish: $ 5/lb , 30% mediocre fish: $2/lb, 50% worthless fish. Competitors start fishing and take good fish. You find two more lakes, with a total of three lakes. Conclusion of fish story: We want good fish regardless of which lake they come from. Look for the best fish!
-Affirmative Action in Action: Affirmative Action’s first victim
-Ed Stevens.
-Rickey wanted the most talented players regardless of where they came from
-By concentrating on white players only, mediocre and bad players were filling the rosters
-The Dodgers spent money sending scouts into the Negro Leagues to find the most talented players
-The Dodgers didn’t wait for African-American players to knock down the doors demanding equal treatment.
-Bertrand and Mullainathan Study: More male call backs for job, rather than female, More white people being called back, rather than African-Americans
-Utilization analysis: Are there any pools that are not being tapped? Compare your workforce to the relevant labor force
What Affirmative Action is Not:
-Not a government mandate for many employers
-Not reverse discrimination
-Not quotas
-Equal Employment Opportunity
– Equal Pay Act of 1963: Women and men get paid the same amount
-250,000 Americans of all race march in Washington DC, in August 1963 to listen to Martin Luther King give his famous I have a dream speech
-In September 1963, four black children are killed when Birmingham’s 16th street Baptist church is fire bombed by individuals opposing integration efforts, the American public said “that was it”
-In 1964 there was the longest debate in history; the US Senate finally passes the Civil Rights Act of 1964
-LBJ appoints Franklin D. Roosevelt JR., Richard Graham (creator for NOW) , Aileen Hernandez= a political organization
-Under the original Title VII, EEOC has no authority to bring lawsuits of its own. However, private individuals may file actions in court and EEOC can recommend to the Department of Justice that it bring pattern and practice lawsuits.
-EEOC Chairman Franklin D. Roosevelt, Jr. appoints Charles T. Duncan an African American Howard University law professor, as EEOC’s first general counsel
-In January 1966, EEOC opens its first field office in Dallas, Texas. By years end, the office is relocated to Austin, Texas. Three other field offices open this year—Atlanta , Chicago and Cleveland
-President Lydon B. Johnson nominates Stephen N. Shulman to be chairman of EEOC. The Senate confirms Shulman within two weeks, when nominated Shulman is General Counsel of the U.S Air force
-In 1967 Congress passes the Age Discrimination in Employment Act of 1967 protecting individuals who are between 40-65 years of age from discrimination
-EEOC shifts the focus of its relationship with state and local Fair Employment Practice Agencies from research to action orientation
-EEOC now has seven regional offices and 27 district offices nationwide. Field directors are delegated authority to issue Findings of Fact to the parties to charge. The parties then have the right to file exceptions to the Findings before the Commission makes its decision.
-The 1970’s “The Toothless Tiger gets it’s Teeth”:
1.EEOC now has litigation authority.
2. Educational institutions are subject to Title VII.
3.State and local governments are no longer exempt from Title VII
4. The Federal Government is subject to Title VII
5.The number of employers covered by Title VII is increased by reducing the number of employees needed for an employer to be covered by the act.
-In Albermarle Paper Co. V. Moody, the Supreme Court decides that after a court has found an employer guilty of discrimination
-President Jimmy Carter nominates and the Senate confirms Eleanor Holmes Norton to be the fist African-American chair
-In 1978 amendments to the Rehabilitation Act of of 1973 make the processes for federal employees claims of discrimination on the basis of disability and the available remedies virtually identical to federal sector Title VII
-Ronald Regan nominates the Senate confirms Clarence Thomas: The first black Supreme Court justice. President George Bush then selects Thomas to be a judge on the U.S. Court of Appeals for the DC circuit and two years later nominates him and the Senate confirms Thomas to be an Associate Justice on the U.S. Supreme Court
-The Commission settles a sex discrimination suit against Teachers Insurance and Annuity Equities Fund. This suits results in recalculating pensions
-George Bush signs into law the Americans with Disabilities Act of 1990- the world’s first comprehensive civil rights law for people with disabilities
-In February of 2000 President Clinton signs an Executive Order prohibiting federal departments and agencies from making employment decisions based on genetic information. Ex) Does anyone in your family suffer from Cancer?
-“What you don’t know, can hurt you! I’ve never had this problem before.. I use common sense.”
CASE EXAMPLES:
– I do not want my employee to have a nose ring, and the girl says it is a part of her religious background, she is fired, and now she is suing the company. The employer wins this case, and the EEOC does not like this.
-EEOC represents this women: A Muslim women has a job operating with printing equipment, she wears loose clothing because of religious company. The employer determines her clothing as a safety hazard, the court sides with the employer. “Could there be a better job fit?”.
Understanding the EEOC: They are responsible for enforcing Federal Laws that make it illegal to discriminate against a job applicant or an employee because of the person’s race, color, religion, sex, national origin, age, disability or genetic information
-It is also illegal to discriminate against a person because the person complained about discrimination, filed a charge of discrimination or participated in an employment discrimination lawsuit or investigation
-Most employers with at least 15 employees are covered in EEOC laws
-The EEOC has the right to bring lawsuits against employers, but only has cone this in a small percentage of claims
-Often the will offer to organize a settlement conference to resolve the complaint
-EECO considers its mission to be valuable public service: Employers have expressed frustration with the EEOC and its pro-employee viewpoint
What should you do if your business receives a notice of a charge of discrimination from the EEOC?
1. Get organized and provide a thorough response within the assigned deadlines
2. Supporting documentation should be sued to provide evidence of your written records. It is a good strategy to give examples where you consistently used the same approach for all employees
3. Check your companies insurance policy
4. Do not retaliate
5. Cooperate with the investigation Chapter Outline: Nature of Equal Employment Opportunity:
-Protected category: A group identified for protection under EEO laws and regulations
-Disparate treatment: Occurs when members of a group are treated differently from others.
-Disparate Impact: Occurs when members of a protected category are substantially underrepresented as a result of employment decisions that work to their advantage
-Equal Employment Opportunity Concepts:
-Business necessity: A practice necessary for safe and efficient organizational operations.
-Bona fide occupational qualification: Characteristic providing a legitimate reason why an employer can exclude persons on otherwise illegal bases of consideration.
-Burden of Proof: What individuals who file suit against employers must prove in order to establish that illegal discrimination
-Retaliation: Punitive actions taken by employers against individuals who exercise their legal rights
-Equal employment: Employment that is not affected by illegal discrimination
-Blind to differences: Differences among people should be ignored and everyone should be treated equally
-Affirmative Action: Employers are urged to employ people based on their race, age, gender or national origin to make up for historical discrimination
-Affirmative action plan: A document reporting on composition of an employers workforce, required for federal contractors
Sex/Gender Discrimination Laws & Regulations:
-Availability Analysis: Identifies the number of protected-class member available to work in the appropriate labor markets for given jobs
-Utilization analysis: Indentifies the number of protected-class members employed in the organization and the types of jobs they hold
Equal Pay and Pay Equity:
-Pay equity: The ideas that pay for jobs requiring comparable levels of knowledge skill, and availability should be similar, even if actual duties differ significantly
-Sexual harassment: Actions that are sexually directed are unwanted and subject the worker to adverse employment conditions or create a hostile work environment
-Glass ceiling: Discriminatory practices that have prevented women and other protected class members from advancing to executive job levels
-Nepotism: Practice of allowing relative to work for the same employer
-Types of sexual harassment:
1. Quid pro que: Sexual harassment in which employment outcomes are linked to individual granting sexual favors
2. Hostile environment: Sexual harassment in which an individual’s work performance or psychological well-being is unreasonably affected by intimidating or offensive work conditions
Americans with Disabilities:
-Essential Job functions: Fundamental job duties
-Reasonable accommodation: A modification to a job or work environment that gives a qualified individual an equal employment opportunity to perform
-Undue hardship: Significant difficulty or expense imposed on an employer in making an accommodation for individuals with disabilities
-Disable person: Someone who has a physical or mental impairment that limits life activities who has record of such impairment, or who is regarded as having such an impairment
-Reasonable Accommodation:
1. Modified work schedules
2. Special Equipment
3. Job restructuring
4. Job reassignment
5. Employer-Provided assistance
Religion and Spirituality in the Workplace:
-Phased Retirement: Approach in which employees gradually reduce their workloads and pay levels
Managing Religious Diversity in the Workplaces:
1. Accommodations of Religious beliefs in Work Schedules
2. Respect for Religious practices Affecting Dress and Appearance
3. Accommodation of Religious Expression in the Workplace Critical Thinking Activities: Question 1: If your employer asked you to review the decision not to hire an African American applicant for a job, what would you need to consider? Answer:
If my employer asked me to review the decision not to hire an African American applicant for a job, I would consider whether the African American applicant fits the requirements for the job, fits the qualifications needed and the experience. If this person does fit the requirements I would consider the consequences of the EEOC. However, if they don’t fit the requirements I would consider my other hiring options and other candidates. I would try and find the best person for the job. Question 2: Explain why you agree or disagree with affirmative action and how affirmative action may be affected by growing workforce diversity? Answer:
I agree with affirmative action and how it may be affected by growing workforce diversity. I agree with it because it promotes the plan to get companies to become more varied and helps companies to have a more open mind when they are hiring applicants. Question 3: From your own experience or that of someone you know, give examples of the two types of sexual harassment. Answer:
The two types of sexual harassment are quid pro quo and hostile environment. Quid pro quo is sexual harassment in which employment outcomes are linked to the individual granting sexual favors. An example of this is when someone I knew had a boss that had a sexual relationship with a employee, and both employees are fired. Hostile environment is sexual harassment in which an individual’s work performance or psychological well-being is unreasonably affected by intimidating or offensive working conditions. An example of this that someone I knew felt violated at work when another employee kept making sexual passes, and remarks at her. Question 4: Use this text and the U.S. Department of Justice website (www.usdoj.gov/crt/ada/) to identify what is reasonable accommodation and how it is determined. ‘ Answer:
Reasonable accommodation is a modification to a job or work environment that gives a qualified individual an equal employment opportunity to perform. EEOC guidelines are used to determine reasonable accommodation with guidelines that encourage employers and individuals to work together to determine what are appropriate reasonable accommodations, rather than employers alone making those judgments. Reasonable accommodation is restricted to actions that do not place an undue hardship on an employer. Case Study: Question 1: What is the legal basis for the EEOC to hold the JBS-SWIFT had violated the employees civil rights? Answer:
The EEOC ruled that JBS-SWIFT had violated the civil rights of the employees that they had fired because it is those employees had the constitutional right to pray at work for their religious holiday. Conversely, instead these specific people were fired, which in turn is illegal. Question 2: Contrast the solutions to the Tyson situation and the JBS-SWIFT situation. Which is likely to have the greatest positive impact on the company and why? Answer:
The solutions to the Tyson and JBS-SWIFT situations contrast because they had two different outcomes. In the JBS-SWIFT situation, the EEOC ruled that the company was wrong and had violated the civil rights of their employees, whereas in the Tyson situation they said the employers may not treat people more or less favorably because of their religion. The solution to the JBS-SWIFT situation is more likely to have the greatest impact on the company because they later on set up prayer rooms at its plants and allow Muslims workers to meet their religious obligations. 1/30/14 Chapter Four: Workers, Jobs, and Job Analysis

Example Assignments at Southern New Hampshire University (SNHU)