Employment Law

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Employment Law Scoring Guide

CRITERIA NON-PERFORMANCE BASIC PROFICIENT DISTINGUISHED
Develop an anti-harassment workplace policy. Does not explain an anti-harassment workplace policy. Explains but does not develop an anti-harassment workplace policy. Develops an anti-harassment workplace policy. Develops an anti-harassment workplace policy and customizes relevant components for the selected organization.
Explain the legal basis for protecting employees from harassment. Does not identify the legal basis for protecting employees from harassment. Identifies but does not explain the legal basis for protecting employees from harassment. Explains the legal basis for protecting employees from harassment. Explains the legal basis for protecting employees from harassment and provides best practices.
Describe the types of sexual harassment found in the workplace. Does not identify the types of sexual harassment found in the workplace. Identifies but does not describe the types of sexual harassment found in the workplace. Describes the types of sexual harassment found in the workplace. Describes the types of sexual harassment found in the workplace, and provides relevant workplace examples.
Explain other types of harassment to consider in a workplace policy. Does not identify other types of harassment to consider in a workplace policy. Identifies but does not explain other types of harassment to consider in a workplace policy. Explains other types of harassment to consider in a workplace policy. Explains other types of harassment to consider in a workplace policy, and discusses the relevancy of these types of harassment.
Articulate the steps that can be taken to best legally protect the selected organization. Does not identify the steps that can be taken to best legally protect the selected organization. Identifies but does not articulate the steps that can be taken to best legally protect the selected organization. Articulates the steps that can be taken to best legally protect the selected organization. Analyzes the steps that can be taken to best legally protect the selected organization using cited resources.
Analyze organizational benefits realized by the anti-harassment policy’s approach. Does not describe organizational benefits realized by the anti-harassment policy’s approach. Describes but does not analyze organizational benefits realized by the anti-harassment policy’s approach. Analyzes organizational benefits realized by the anti-harassment policy’s approach. Analyzes organizational benefits realized by the anti-harassment policy’s approach, and summarizes key findings.
Write in a professional style using APA citations and format with correct grammar, usage, and mechanics. Does not write in a professional style using APA citations and format with correct grammar, usage, and mechanics. Inconsistently writes using APA citations and format and use of grammar, usage, and mechanics are inconsistent. Writes in a professional style using APA citations and format with correct grammar, usage, and mechanics. Writes exceptionally and in a professional style using APA citations and format, with correct grammar, usage, and mechanics that are error free.
 
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2-2 Assignment: Communications Plan Template

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Using the Communications Template, identify two overall issues that are present in the final project case that can be addressed using internal and external communications. For each issue, note the red flags that contribute to the issue and list those factors in the first column in the template. For each factor, identify potential communications that would need to be developed to address that component of the issue, the audience that the communication would need to reach, and the objective for the communication.

From this template, you should be able to select one of the two issues to focus on for the purpose of your final project and develop the ideas you have noted for Milestone One.

Use Communications Planning: Getting the Right Messages Across in the Right Way to assist you in completing the template.

 
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Management Team Briefing On Employment Laws

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Overview

In your new role as chief human resources officer (CHRO) for a major retail organization, you have been tasked by the CEO to conduct a presentation to the management team on employment law awareness within your first 30 days. The CEO informed you that under the previous CHRO, the company was subject to legal action resulting from lack of knowledge of employment law, which had unfavorable outcomes. Avoiding similar experiences is a high priority, and your thorough presentation to the management team is the first big step to success.

Instructions

Prepare a 15 slide PowerPoint presentation in which you:

1. Include cover, agenda, conclusion, and reference list slides, all of which may count toward total slide count.

2. Provide a 1–2 slide overview of employment law based on information found in Chapter 1 of Employment Law for Human Resource Practice (attached below). Note: You may use your discretion to decide which information needs to be addressed as long as your overview is descriptive and relevant.

3. Include in the remaining slides the following required presentation information:

  • o Provide a three-slide minimum covering at least six strong bullet points highlighting a discussion on the roles of employees and employers in terms of determining employment relationships.
  • o Provide a three-slide minimum covering at least six strong bullet points highlighting a discussion on the concept of employment discrimination.
  • o Provide a three-slide minimum covering at least six strong bullet points highlighting a discussion on the types of discrimination.
  • o Provide a three-slide minimum covering at least six strong bullet points highlighting a discussion on retaliation.

1. Go to Basic Search: Strayer University Online Library to locate at least three quality academic resources for this assignment. Note: You may only use the resources listed in the course syllabus and those that are specifically provided by the instructor.

 
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Human Resource

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Summer 2 Online 2020

HRM410: Techniques of Employee Selection & Recruitment

FINAL WEEKLY ASSESSMENT – Individual

 

Chapters covered: Chapter 8 – External Selection I

Chapter 9 – External Selection II

Chapter 10 – Internal Selection

Chapter 12 – Final Match

 

Name University ID No.

 

1. Do you think employers have a right to check into applicants’ backgrounds when there is no suspicion of misbehavior and the job poses no security or sensitive risks? Give two examples to support your argument. (20 Points)

 

2. Please read the case and answer the question given underneath the case.

Google knows that to maintain its fast-growth strategy, it must keep innovating new services. To support that strategy, Google needs its employees engaged and collaborating with each other. Having employees thinking of themselves in isolated “silos” would inhibit the cross-pollination that Google’s strategy depends on. In formulating its employee selection practices, Google therefore found a way to foster the employee engagement and collaboration its success depends on. Google uses “crowdsourcing” when it comes to making hiring decisions.

Here’s how it works. When a prospective employee applies for a job, his or her information (such as school and previous employers) goes into Google’s applicant tracking system (ATS). The ATS then matches the applicant’s information with that of current Google employees. When it finds a match, it asks those Google employees to comment on the applicant’s suitability for the position. This helps give Google recruiters a valuable insight into how the Google employees actually doing the work think the applicant will do at Google. And it supports Google’s strategy, by fostering a sense of community and collaboration among Google employees, who see themselves working together to select new “Googlers.” Source: Based on Wright, “At Google, It Takes a Village to Hire an Employee.”

 

a) Explain advantages and disadvantages of ‘crowdsourcing’ technique of Google in external selection. Is

‘crowdsourcing’ technique applicable for other companies? Discuss your answer. (15 Points)

b) Which substantive assessment methods can be used to support ‘crowdsourcing’ technique in external selection? Please justify your answer. (15 Points)

 

3. Please read the case and answer the question given underneath the case.

Talent management Garvey Group have a segment in their balanced scorecard termed ‘talent management’, which was introduced because, in previous years of relatively full employment there had been a real difficulty in recruiting talent. For the retail sector this is a challenge because a career in the sector is not seen as offering great potential. Having found it difficult to attract supervisors and good trainee managers they made the decision to home-grow their own. The Garvey understanding of ‘talent’ is people ‘having capacity to be more than they currently are’. There is also a recognition that talent in this sector is very much related to personality and whether a person can relate to the customers or has people management skills, regardless of the degree they have on paper. To grow their own, investment was made in spotting and developing talent. Managers

 

had, once a month, to identify someone who had

 

the potential to progress. Often, they were someone working

on the till for a few hours after

 

school or in their college breaks. Talent develo

pment consisted of an 18

–

month

trainee

 

manager structured fast track development. Trainee managers can also be recruited directly

 

to the

programme, which involves on

–

the

–

job training to learn all aspects of the job as well as

 

external training

 

to be

retail specific. During the 18 months they

 

would be met bi

–

monthly to agree training objectives and there were

monthly milestones.

 

Their line manager was accountable for making sure they progressed and were adding

value

 

to the store. Eac

h ‘talent’ is assigned a mentor, with regular review meetings held. Mentoring,

 

however,

has proved something of a challenge, because in most cases the mentor has been

 

the trainee’s direct line

manager, with the result that meetings became more performance

 

reviews than true mentoring sessions. It has

proved difficult with the size of the company to

 

give people a different mentor. Mentoring has been more

successfully used with the store

 

managers, who each have been mentored by one of the Board members who

is

not their line

 

manager. Another unresolved aspect of the company’s talent management is that the system

 

only developed towards the position of trainee manager. There was no similar system for

 

development

towards supervisor although until the recent

economic downturn there was a

 

need. With the recession, there

is now a flood of external supervisors to choose from so

 

growing internal talent is no longer essential.

 

Source: Garavan, T.N., Hogan, C. and Cahir

–

O’Donnell, A. (2009) Developing

Managers and

 

Leaders. Dublin: Gill and Macmillan. Chapter 7, ‘Managing talent and succession in organizations.

’

 

 

c)

 

What are some of the specific challenges for talent management in the retail sector?

(

1

5

 

Points)

 

d)

 

Give any three recommendations to

improve talent management practices at Garvey? Critically explain

in light of the case about benefits your recommended practices will bring to the company. (1

5

 

Points)

 

 

4.

 

If you were the HR staffing manager for an organization, what guidelines might you rec

ommend

regarding formulation of a job offer

content

for a new joiner?

Explain your answer with examples

.

(2

0

 

Points)

 
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DISCUSSION POST – WEEK 3

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Discussion 1 — Benefits of Training and Return on Investment (ROI) Strategies Use at least two resources from the class.

 

Companies are looking to cut costs. Unfortunately, some of the first cuts are felt in the training department. If you were a manager of a training division, how would you present your “Return on Investment” case that training is an important entity to your company? Support your position with at least one scholarly source (provide citation).

 

Discussion 2 – Reflection on Course Outcomes

 

Since we are at the end of this class, this is the perfect time to reflect upon the achievement of Course Outcomes. Please review the syllabus for the list of course outcomes. Considering the activities, assignments, etc., what course outcome has been most useful? What is one of the most surprising and/or valuable thing(s) you learned from this course that you did not know before or that you did not know you would study? How will it help you in the future? What would you recommend as an activity/assignment (or an improvement to an existing assignment)?

 

Discussion 3

 

As you read chapter 6 of your text, reflect on your own writing skills. How did you learn how to write? In your response, briefly describe your writing strengths and weaknesses and then describe the steps you plan to take to bolster your strengths and turn around your weaknesses. Be specific. Be sure to respond to the postings of at least 2 of your colleagues.

 

Discussion 4

 

Conduct a brief internet search and locate a piece of business writing. Be sure to provide a link to the page for us. Develop and share your in-depth analysis of the writing using the 8 Elements of Communication discussed in chapter 4 of the text. Respond to the ideas shared by at least 2 of your colleagues.

 

Discussion 5:

 

Assume you are employed as an HR manager for a large retail clothing store. You are tasked with hiring a sales clerk for an open position. The ideal candidate for this position will possess the following factors:

 

1. Have at least a high school education (bachelor’s or associate’s degree desirable).

 

2. Have experience as a sales clerk or in a related field (such as customer service).

 

3. Ability to work with currency and balance a cash drawer correctly.

 

4. Have good communication skills (for example, speak clearly, make good eye contact)

 

5: Have good interpersonal skills (for example, demonstrate patience and flexibility and develop rapport easily).

 

5: Have good selling skills (for example, ability to influence, persuasiveness).

 

6. Be motivated to work.

 

Part A: Evaluating Selection Methods

 

Identify which selection method (e.g., résumé, interview, test, role-play exercise, reference check or personality inventory) you would recommend for each of the six factors listed below. You can use the same selection method more than once if you believe it is appropriate for more than one factor.

 

1. Education – selection method: _________________________________________

 

Justification:

 

2. Work experience – selection method: _________________________________________

 

Justification:

 

3 Ability to work with currency – selection method: _____________________________

 

Justification:

 

4.Communication skills – selection method: ___________________________________

 

Justification:

 

5. Interpersonal skills – selection method: _______________________________________

 

Justification:

 

Work motivation – selection method: _________________________________________

 

Justification:

 

2007 SHRM. Marc C. Marchese, Ph.D.

 

Part B: Evaluating a Selection System

 

There are different ways to ensure that a selection system is working. One important method focuses on legal compliance. As indicated in the reading material, there are two types of discrimination: disparate treatment and disparate impact (also known as adverse impact).

 

Disparate treatment discrimination refers to treating applicants differently based on a protected characteristic (for example, age, sex, national origin, religion). Disparate impact discrimination may be unintentional because the intention was for all applicants to be treated equally; however, this equal treatment had an unequal effect related to a protected characteristic. The most common approach to identify adverse impact is to apply the four-fifths rule. The four-fifths rule states that adverse impact exists if the selection ratio of the minority group is less than four-fifths (or 80 percent) of the selection ratio of the majority group. The simplest way to calculate adverse impact is to divide the selection ratio of the minority group by the selection ratio of the majority group. If the result is less than 80%, then adverse impact exists.

 

The retail clothing store collected the following hiring data over the past seven years for Department Manager positions:

 

Males applied: 75; Males hired: 15

 

Females applied: 115; Females hired: 20

 

Caucasians applied: 150; Caucasians hired: 30

 

Minorities applied: 40; Minorities hired: 5

 

Calculate the selection ratios for the two groups:

 

Males: —————-

 

Females: ————–

 

Minorities: —————-

 

Non-Minorities: ___________

 

Does adverse impact exist when you compare the minority applicant pool with the non-minority applicant pool? Does adverse impact exist when you compare the female applicant pool with the male applicant pool? Show your calculation for both questions.

 

2007 SHRM. Marc C. Marchese, Ph.D.

 

Part C: Evaluating a Selection Process

 

Think about the concepts of reliability and validity in the context of the selection process. Describe what each one means, why it is important, and provide an example. How are reliability and validity related to each other and why is important for a selection process to be both valid and reliable?

 

You may use a word document if you like or provide your answers in the content of your response window.

 

Be sure to provide the references for the sources of the information you used to inform your analysis including the material provided in the classroom.

 

Discussion 6: Application

 

Read the Module 3 Case and in-depth scenario 1. Draft a 1 – 2 page (double-spaced) memo to the founders of HSS to address the issues with the selection practices. Specifically, include a) a discussion of the reasons why a selection strategy is necessary to hire the best candidates; b) an explanation to the founders regarding how the selection process should be based on valid and reliable selection criteria, including some examples; and c) a discussion of the selection criteria and methods that could have been used to avoid hiring the wrong candidate for the marketing manager position. You may use a word document if you like or provide your proposal in the content of your response window. Be sure to provide the references for the sources of the information you used including the material provided in the classroom.

 
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MGMT310 Quiz 1

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Question 1 of 25

4.0 Points

Managers are responsible for getting activities completed efficiently and achieving the firm’s goals by utilizing:

[removed]A.Human, financial, and material resources

[removed]B.Information, human, and service resources

[removed]C.Human resources, organizational competitiveness, and organizational goals

[removed]D.Financial resources, top management, and organizational goals

Reset Selection

 

Question 2 of 25

4.0 Points

A difference between management and leadership can be defined in the following way

[removed]A.management is human capital, and leadership is directing staff

[removed]B.management is getting things done, and leadership is deciding what needs to be done

[removed]C.management is getting things done, and leadership is inspiring action taken by others

[removed]D.management is a position of authority or power, and leadership is inspiring action taken by others

Reset Selection

 

 

Question 3 of 25

4.0 Points

Three different types of planning used in the function of management are

[removed]A.strategic, tactical, and operational

[removed]B.strategic, organizational design, and job design

[removed]C.job design, job enrichment, and teamwork

[removed]D.strategic, organizational design, and operational

Question 4 of 25

4.0 Points

Triple bottom line refers to the measurement of business performance along

[removed]A.social, economic and organizational dimensions

[removed]B.social, economic and environmental dimensions

[removed]C.economic, organizational, and human performance dimensions

[removed]D.environmental, organizational and corporate responsibility

Question 5 of 25

4.0 Points

The difference between group and team is

 

 

[removed]A.A collection of people is a group and not necessarily a team

[removed]B.Complementary skills are found in a group but not a team

[removed]C.The aim and purpose of a group is to perform in the workplace

[removed]D.Groups are defined by their relatively small size

 

Question 6 of 25

4.0 Points

“The interests of one person should never take precedence over what is best for the company as a whole” is an explanation of which of Fayol’s principles of management:

[removed]A.Unity of command

[removed]B.Unity of direction

[removed]C.Subordination of individual interest

[removed]D.Discipline

Question 7 of 25

4.0 Points

The term social movement refers to a type of group that:

[removed]A.Imitates corporations to improve employee morale in organizations

[removed]B.Is focused on specific political or social issues

[removed]C.Mimic society

[removed]D.Performs activities outside the workplace

Question 8 of 25

4.0 Points

Working with people from different countries can be a challenge because of:

[removed]A.Language issues and different cultural norms

[removed]B.Cross-cultural misunderstandings

[removed]C.Different work skills according to cultural norms

[removed]D.Global strategic communication

 

Question 9 of 25

4.0 Points

People in societies where uncertainty avoidance is high want:

[removed]A.Are less rule-oriented

[removed]B.Tolerate a variety of opinions

[removed]C.Are open to change and taking risks

[removed]D.Want strict rules, laws and policies

uestion 10 of 25

4.0 Points

Firms with clearly communicated, widely understood and collectively shared mission and vision have been shown:

[removed]A.To create and advance technology

[removed]B.To embrace diversity

[removed]C.To perform better than those without them

[removed]D.To employ a smarter workforce

 

Question 11 of 25

4.0 Points

Organizational culture is defined by all of the following EXCEPT:

[removed]A.

Life experiences of the employees

[removed]B.Strengths and weakness of the staff

[removed]C.Organizational mission and vision statements

[removed]D.Education of the employe

Question 12 of 25

4.0 Points

The number of people who participate in a nominal group technique is generally:

 

[removed]A.1-5 participants

[removed]B.3-8 participants

[removed]C.6-10 participants

[removed]D.8-14 participants

 

Question 13 of 25

4.0 Points

Mission and vision development are analogous to which step in the principles of management framework:

[removed]A.

Planning

[removed]B.Organizing

[removed]C.Leading

[removed]D.Controlling

Question 14 of 25

4.0 Points

Strategy formulation answers the question:

[removed]A.

How do we execute a chosen strategy?

[removed]B.What should our strategy be?

[removed]C.Where does strategy fit in?

[removed]D.How is strategy applied to me?

Question 15 of 25

4.0 Points

The different aspects of strategy as distinguished by Mintzberg include which of the following?:

[removed]A.

Consequential

 

[removed]B.Differentiate

[removed]C.Realized

[removed]D.Permanent

Question 16 of 25

4.0 Points

Firms that do the product leadership strategy well include which of the following factors:

[removed]A.

Do not focus on innovation

[removed]B.Have superb operations and execution

[removed]C.Are in stagnant markets

[removed]D.Focus on development, innovation, design, and time to market

Question 17 of 25

4.0 Points

Which of the following is considered an intangible resources?:

[removed]A.

Scientific capabilities

[removed]B.Production equipment

[removed]C.Manufacturing plants

[removed]D.Formal reporting structures

 

Question 18 of 25

4.0 Points

The intensity of industry competition and an industry’s profit potential are a function of which of the following forces of competition?:

[removed]A.

Power of stockholders

[removed]B.Power or employees

[removed]C.Gobal economic conditions

[removed]D.Threats posed by new entrants

Question 19 of 25

4.0 Points

Goals are outcome statements that define what an organization is trying to accomplish:

[removed]A.

Programmatically

[removed]B.Organizationally

[removed]C.Both programmatically and organizationally

[removed]D.Internally

Question 20 of 25

4.0 Points

Characteristics of MBO includes which of the following?:

[removed]A.

Systematic and organized approach

[removed]B.Aims to improve employee morale

[removed]C.It improves communication by centralizes decision making

[removed]D.Used by managers to track their best customers

Question 21 of 25

4.0 Points

The following is NOT considered a best practice when managing performance evaluations:

[removed]A.Determine how best to use the Balanced Scorecard

[removed]B.Ensure that all key staff are involved in the development of the performance management processes

[removed]C.Provide additional training for supervisors on how to conduct the mid-year and year-end performance reviews

[removed]D.Plan to modify the performance management system over time

 

 

 

Question 22 of 25

4.0 Points

Among the top motivators driving corporations to engage in CSR include all of the following reasons EXCEPT:

[removed]A.Meeting or exceeding budget

[removed]B.Ethical considerations

[removed]C.Innovation and learning

[removed]D.Employee motivation

 

Question 23 of 25

4.0 Points

Self-development, individual initiative and organizational loyalty are:

[removed]A.Necessary in current principles of behavior in organizations

[removed]B.Examples of organizational citizenship behaviors

[removed]C.In-role performance standards

[removed]D.CSR standards for individual performance

Question 24 of 25

4.0 Points

The Gilbreths are most famous for:

[removed]A.Content Packaging

[removed]B.Times studies

[removed]C.Productivity reports

[removed]D.Time and motion studies

 

Question 25 of 25

4.0 Points

Social networks are often referred to as:

 

[removed]A. The invisible organization

[removed]B.Important to organizational culture

[removed]C.NIH

[removed]D.Important to the mission and vision of the organization

 

 
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Compare And Contrast The Types Of Nursing Programs

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Compare and contrast the types of nursing programs described in Cockerham (2007) to the available nursing programs listed on the All Nursing Schools Web site

 

 

Assignment 2: Grading Criteria

Discussed your interest in some alternate health profession.

Discussed your goals regarding the alternate health profession, and described the plan you have made towards meeting the goal in the past year.

Analyzed and explained Florence Nightingale’s role in establishing nursing as a formal occupation.

Compared and contrasted the types of nursing programs described in Cockerham (2007) to the available nursing programs listed on the All Nursing Schools Web site.

Used correct spelling, grammar, and professional vocabulary. Cited all sources using the correct APA style.

 
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Case Study: Privatizing Police Forces

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Case Study: Privatizing Police Forces

Requirement: 1 – 1/2 pages

Facing pressure to crack down on crime amid a record budget deficit, Oakland is joining other U.S. cities that are turning over more law-enforcement duties to private armed guards. In 2009, the Oakland City Council voted to hire International Services Inc., a private security agency, to patrol crime-plagued districts. While a few Oakland retail districts have pooled cash to pay for unarmed security services, using public funds to pay for armed guards would mark a first for the city. Hiring private guards is less expensive than hiring new officers. Oakland police say they consider unarmed guards acceptable, but don’t support armed guards. However, some local leaders say that they have few other options to reduce the city’s violence.

Source: National Center for Policy Analysis (“Cash Strapped Cities Try Private Guards Over Police,” Bobby White, “Cash-Strapped Cities Try Private Guards Over Police,”

Wall Street Journal, April 21, 2009, or April 22, 2009; http://www.ncpa.org/sub/dpd/index.php?Article_ID=17885.)

Questions:

1. Do you think that privatization of public services is a good thing? Why or why not?

2. What are the ethical and political questions at stake in the privatization of police?

3. Is the privatization of police forces comparable to the privatization of other public services, say, mail delivery, or food services? Why or why not?

 
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Human Resources Assignment

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is an individual assignment.  Read Ex3.2 (Goebel et al. v. Frank Clothiers; p.631) and complete Questions 2–5. The questions are listed on pages 633 and 634 in the textbook. You are expected to read relevant sections in Chapter 3 as you work on these questions. In the attachment, you will find information on what you are expected to learn from this exercise.

MGT367 Fall 2019

 

Exercise 3.2: Goebel et al. v. Frank Clothiers

 

Purpose: The purpose of this assignment is to analyze a case scenario.

Skills:

– Be able to determine adverse/disparate impact using the “four-fifth rule”

Knowledge:

Know when the “four-fifth rule” should be used

Know what to do (and not do) when disparate impact is evident

Task: The details of this exercise can be found on page 631 in the textbook. You should be

prepared to answer Questions #2–5 at the end of the exercise.

 

Criteria for Success: Students will need to be able to demonstrate their understanding of this exercise by

correctly answering the questions related to this exercise on the exam.

 
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Weighted Matrix To Select New CRM System And Evaluation

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In this assignment, you will be using a weighted decision model (also known as a weighted matrix) to help a company select a new CRM system.

Use the information given below and construct a weighted matrix model that accounts for all information to help the company make the most appropriate choice.

Begin by reading the article titled: Constructing a Weighted Matrix.

You may also want to familiarize yourself with CRM selection criteria.

Video to help on youtube

https://www.youtube.com/watch?v=MJsWEMDhRQ8

 

The company is evaluating several facets of CRM systems. These facets and their relative importance are listed below:

Each vendor’s ability to meet these criteria is rated on a scale of 1 to 5. With 5 indicating good alignment, and 1 indicating poor alignment.

Assignment Requirements:

  • Create a weighted decision model that evaluates these CRM systems.
  • Include a copy of your Microsoft Excel file that includes this model.
  • In one page briefly describe the evaluation and make a recommendation to the company on the system that they should select.
 
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