This document outlines the key points from a chapter about equal employment opportunity (EEO) legislation. It discusses the historical reasons for EEO laws, including changing social values and economic disparity. It also summarizes the major federal EEO laws, including the Civil Rights Act, the Age Discrimination in Employment Act, the Americans with Disabilities Act, and the Immigration Reform and Control Act. Additionally, it covers topics such as sexual harassment, reasonable accommodation, enforcement agencies, and affirmative action.
The Equal Employment Opportunity (EEO) Act – Benefits, Rights and Responsibil...Amelia Figueroa
The Equal Employment Opportunity (EEO) Act, implemented by the Federal government, applies to private employers, labor organizations, employment agencies, and educational institutions under states and Federal governments. In this article, we briefly discuss the benefits, rights and responsibilities under the EEO Act.
These slides are intended to help the Kannur University MBA - HRM students of MBA. It deals with topics of Challenges in HRM, Managing protean careers, Moonlighting Phenomenon, Workforce Diversity, Employee empowerment, Competitive Challenges,
The Equal Employment Opportunity (EEO) Act – Benefits, Rights and Responsibil...Amelia Figueroa
The Equal Employment Opportunity (EEO) Act, implemented by the Federal government, applies to private employers, labor organizations, employment agencies, and educational institutions under states and Federal governments. In this article, we briefly discuss the benefits, rights and responsibilities under the EEO Act.
These slides are intended to help the Kannur University MBA - HRM students of MBA. It deals with topics of Challenges in HRM, Managing protean careers, Moonlighting Phenomenon, Workforce Diversity, Employee empowerment, Competitive Challenges,
The HR Manager is the most critical role in the HR Organization. The HR Manager represents Human Resources and shares responsibilities with the HR team and the internal client.
The role of the HR Manager is difficult, and the most experienced HR Professionals should be promoted to the role of the HR Manager.
this presentation is all about rewarding employees to keep them motivated and boost their performance. the detailed description is in presentation itself so no need to describe below. hope you will enjoy my presentation. this presentation is for academic course showcase not for practical hr reference as i have talked about theotrical aspects only.
Understand and Differentiate between strategic recruitment and selection.
Identify the dual goals of recruiting.
Comprehend recruitment process from organizational as well as individual perspective.
Identify what strategic decisions are involved in recruiting.
Explain the major recruitment methods and analyze their advantages and disadvantages.
Identify the basic selection criteria.
Design and administer an effective selection process.
Evaluate the three methods e.g., information gathering, tests and interviewing used in employee selection.
Appreciate varied contemporary interviewing techniques used by interviewers.
Design interview form and evaluation matrix.
Title VII of the Civil Rights Act (1964)
An employer cannot discriminate on the basis of race, color, religion, sex, or national origin with respect to employment.
Coverage
All public or private employers of 15 or more persons.
All private and public educational institutions, the federal government, and state and local governments
All public and private employment agencies
All labor unions with 15 or more members
The HR Manager is the most critical role in the HR Organization. The HR Manager represents Human Resources and shares responsibilities with the HR team and the internal client.
The role of the HR Manager is difficult, and the most experienced HR Professionals should be promoted to the role of the HR Manager.
this presentation is all about rewarding employees to keep them motivated and boost their performance. the detailed description is in presentation itself so no need to describe below. hope you will enjoy my presentation. this presentation is for academic course showcase not for practical hr reference as i have talked about theotrical aspects only.
Understand and Differentiate between strategic recruitment and selection.
Identify the dual goals of recruiting.
Comprehend recruitment process from organizational as well as individual perspective.
Identify what strategic decisions are involved in recruiting.
Explain the major recruitment methods and analyze their advantages and disadvantages.
Identify the basic selection criteria.
Design and administer an effective selection process.
Evaluate the three methods e.g., information gathering, tests and interviewing used in employee selection.
Appreciate varied contemporary interviewing techniques used by interviewers.
Design interview form and evaluation matrix.
Title VII of the Civil Rights Act (1964)
An employer cannot discriminate on the basis of race, color, religion, sex, or national origin with respect to employment.
Coverage
All public or private employers of 15 or more persons.
All private and public educational institutions, the federal government, and state and local governments
All public and private employment agencies
All labor unions with 15 or more members
Human Resource Management : Constitutional and Legal FrameworkJohn Edward Estayo
Human Resource Management,
Constitutional and Legal Framework.
Mostly tackles about the Labor Law which comprises the law on termination, health safety and insurances, right to strike and right to lockout ,
Sexual Harassment and Etc.
Competitive advantage - strategic human resource managementmanumelwin
The concept of competitive advantage was formulated by Michael Porter (1985). Competitive advantage, Porter asserts, arises out of a firm creating value for its customers. To achieve it, firms select markets in which they can excel and present a moving target to their competitors by continually improving their position.
Harassment and Discrimination Prevention Training for California Managers provides a comprehensive and interactive learning experience that satisfies California AB 1825 requirements but also offers practical, real-world strategies for today’s manager.
The state requires that all managers in California complete two hours of harassment training every other year and that new managers complete the training within six months of hire or promotion. Although managers outside of California are exempt from the requirement, it is highly recommended that any manager responsible for employees working in California also dedicate time to this learning opportunity to ensure there is a strong understanding of California’s broad protections for workers and steps that a business and a manager can take to reduce their exposure to risk in this area.
Log in for a basic understanding of California regulations as well as updates on:
• The affirmative obligation
• Personal liability of supervisors
• Updated disability protections
• New protected classes
Presented by Human Resources Account Manager, Rebecca McDonough, CA-SPHR.
Learning Objective: Discuss sexual harassment in the workplace and techniques to combat
Despite great efforts to train employees and enforce strong consequences for sexually harassing behavior, it still remains a great challenge for many. Victims of sexual harassment are often afraid to speak up and fear the consequences or impact on professional success and image. In this workshop, we break the silence by addressing this issue head on and supporting each other in protecting our rights to respect and honor in the workplace.
At the end of this seminar, participants will be able to:
a. Clarify the difference between appropriate, inappropriate, and illegal behaviors associated with sexual harassment
b. Practice sending convincing messages to set appropriate boundaries.
c. Practice making positive decisions based on context and relationships.
d. Explore consequences of decisions and behavior.
e. Examine and challenge beliefs, definitions, and assumptions around sexual harassment.
25
HR—MEETING MANAGEMENT CHALLENGES
Equal employment opportunity and diversity of the workforce represent major
issues for HR in most organizations. To explain why, this chapter considers:
The legal underpinnings of EEO•
The controversy surrounding affirmative action•
Sources of increasing diversity•
EEO remains one of an organization’s challenges because of the amount of
litigation associated with it. Yet the diversity in the workforce will increase
in the years ahead, making it necessary to manage this part of the human
resources function effectively.
EQUAL EMPLOYMENT OPPORTUNITY (EEO)
In the United States, using race, gender, disability, age, religion, and certain
other characteristics as the basis for choosing among people at work is gener-
ally illegal. Doing so can also be quite expensive, as fines and back wages can
be awarded as well as sizable lawsuit settlements. Inequality in the treatment
of people with different backgrounds has been an issue for many years, but
it was the Civil Rights Act of 1964 that started a legislative movement toward
leveling the playing field in employment. Initially focus was on race, gender,
and religion, but these characteristics were soon followed by age, pregnancy,
and individuals with disabilities. Since then numerous Executive Orders, reg-
ulations, and interpretations by courts have affected the employer/employee
relationship. Perhaps nothing has had the impact of Equal Employment
Opportunity (EEO) on HR during the same period of time.
At the core of equal employment is the concept of discrimination. The
word discrimination simply means “recognizing differences among items or
people.” For example, employers must discriminate (choose) among appli-
cants for a job on the basis of job requirements and candidates’ qualifica-
tions. However, when discrimination is based on race, gender, or some other
C H A P T E R 2
Equal Employment Opportunity
and Diversity
81700_ch02_ptg01_025-050.indd 2581700_ch02_ptg01_025-050.indd 25 5/26/11 4:27:08 PM5/26/11 4:27:08 PM
26 CHAPTER 2
factors, it is illegal and employers face problems. The following bases for
protection have been identified by various federal, state, and/or local laws:
Race, ethnic origin, color (including multiracial/ethnic backgrounds)•
Sex/gender (including pregnant women and also men in certain •
situations)
Age (individuals over age 40)•
Individuals with disabilities (physical or mental)•
Military experience (military status employees and Vietnam-era •
veterans)
Religion (special beliefs and practices)•
Marital status (some states)•
Sexual orientation (some states and cities)•
These categories are composed of individuals who are members of a protected
category under EEO laws and regulations.
Disparate Treatment
The first type of illegal discrimination occurs with employment-related situ-
ations in which either: (1) different standards are used to judge individua.
- FIRST EXAM SPRING 20201. Describe how the view of operations.docxgertrudebellgrove
- FIRST EXAM SPRING 2020
1. Describe how the view of operations as a process can be applied to the following:
a. Acquisition of another company
b. Marketing Research for a New Product
c. Design of an Information System
2. An operations manager was heard complaining
“My boss never listens to me ----- all the boss wants from me is to avoid making waves. I rarely get any capital to improve operations. Also, we do not have weekly, biweekly or even monthly meetings with our product managers, supply chain department, customer service or the sales department. We only meet with the accounting and finance departments when there are issues with the monthly budgets. Furthermore, our department has interacted with information service department about four times in past fiscal year”
Please assess the following:
a. Whether this business has a business strategy ?
b. Does it have an operations strategy?
c. What would you recommend?
3. Firm A has recorded the following costs in 2018:
Incoming materials and inspection $20,000
Training of Personnel $40,000
Warranty $45,000
Process Planning $15,000
Scrap $13,000
Quality Laboratory $30,000
Rework $25,000
Allowances $10,000
Complaints $14,000
a. What are the Prevention, Appraisal, Internal Failure and External Failure costs?
b. What inferences can you draw on Quality Measures taken by Firm A?
c. What would you recommend to improve quality programs in Firm A?
d. What initiatives should Firm A implement for 2019 and 2020?
4. Please explain the House of Quality (QFD) as discussed in class.
5. A certain process is under statistical control and has a mean value of 130 and a standard deviation of 8. The specifications for the process are:
a. USL (upper specification limit) = 150
b. LSL(lower specification limit) =100
a. Calculate the cp and cpk
b. Which of these indices is a better measure of process capability and why?
c. Assuminng a normal distribution what percentage of output is expected to fall ourside the specification. Why is it important to know this?
d. What would you recommend?
2
Chapter 7
Government Ethics
and the Law
William A. Myers, Ph.D.
Learning Objectives (1 of 2)
• Describe some of the reasons why there has
been a loss of trust in government.
• Explain the purpose of various government
committees on ethics.
• Discuss how public policy protects the rights of
citizens.
Learning Objectives (2 of 2)
• Describe federal laws designed to protect each
individual’s rights.
• Explain the concept of political malpractice.
• Understand the importance of ethics in public
service.
Let every American, every lover of liberty, every
well wisher to his posterity, swear by the blood
of the Revolution, never to violate in the least
particular, the laws of the country; and never to
tolerate their violation by others.
—Abraham Lincoln
Executive Branch:
U.S. Office of Government Ethics
• Exercises leadership ...
- FIRST EXAM SPRING 20201. Describe how the view of operations.docxgertrudebellgrove
- FIRST EXAM SPRING 2020
1. Describe how the view of operations as a process can be applied to the following:
a. Acquisition of another company
b. Marketing Research for a New Product
c. Design of an Information System
2. An operations manager was heard complaining
“My boss never listens to me ----- all the boss wants from me is to avoid making waves. I rarely get any capital to improve operations. Also, we do not have weekly, biweekly or even monthly meetings with our product managers, supply chain department, customer service or the sales department. We only meet with the accounting and finance departments when there are issues with the monthly budgets. Furthermore, our department has interacted with information service department about four times in past fiscal year”
Please assess the following:
a. Whether this business has a business strategy ?
b. Does it have an operations strategy?
c. What would you recommend?
3. Firm A has recorded the following costs in 2018:
Incoming materials and inspection $20,000
Training of Personnel $40,000
Warranty $45,000
Process Planning $15,000
Scrap $13,000
Quality Laboratory $30,000
Rework $25,000
Allowances $10,000
Complaints $14,000
a. What are the Prevention, Appraisal, Internal Failure and External Failure costs?
b. What inferences can you draw on Quality Measures taken by Firm A?
c. What would you recommend to improve quality programs in Firm A?
d. What initiatives should Firm A implement for 2019 and 2020?
4. Please explain the House of Quality (QFD) as discussed in class.
5. A certain process is under statistical control and has a mean value of 130 and a standard deviation of 8. The specifications for the process are:
a. USL (upper specification limit) = 150
b. LSL(lower specification limit) =100
a. Calculate the cp and cpk
b. Which of these indices is a better measure of process capability and why?
c. Assuminng a normal distribution what percentage of output is expected to fall ourside the specification. Why is it important to know this?
d. What would you recommend?
2
Chapter 7
Government Ethics
and the Law
William A. Myers, Ph.D.
Learning Objectives (1 of 2)
• Describe some of the reasons why there has
been a loss of trust in government.
• Explain the purpose of various government
committees on ethics.
• Discuss how public policy protects the rights of
citizens.
Learning Objectives (2 of 2)
• Describe federal laws designed to protect each
individual’s rights.
• Explain the concept of political malpractice.
• Understand the importance of ethics in public
service.
Let every American, every lover of liberty, every
well wisher to his posterity, swear by the blood
of the Revolution, never to violate in the least
particular, the laws of the country; and never to
tolerate their violation by others.
—Abraham Lincoln
Executive Branch:
U.S. Office of Government Ethics
• Exercises leadership .
Thanks to FosterThomas for a great TechFocus Program: Compliance Challenges for Small Businesses doing Business with the Government
Thursday, July 28, 2011, 7:30 am - 9:30 am
Missed the program? Don\'t miss the resources: Here are the slides from the presentation!