This document provides an overview and training on anti-discrimination laws and the Fair Labor Standards Act for interns at A New Day, Inc. It discusses key principles from an employment law course including sustainability, responsibility, respect, fairness and compassion. It then summarizes laws prohibiting discrimination based on age, disability, equal pay, genetic information, and national origin. The document emphasizes complying with both the letter and spirit of anti-discrimination laws to avoid litigation and protect employees.
The document discusses various employee rights and responsibilities in the workplace. It covers statutory rights based on laws, contractual rights based on employment agreements, and implied rights based on promises made by employers. It also discusses employment-at-will, exceptions to at-will employment, wrongful discharge, constructive discharge, and ensuring fairness and due process. Finally, it outlines policies, procedures, rules, discipline processes, and other HR responsibilities regarding employees.
The authoritative source for small business employee handbooks. Includes editable, customizable Word file for handbook.
Versions for six industries, including Offices, Contractors, Healthcare Providers, Manufacturers, Restaurants and Retailers.
Includes Handbook. Companion Forms, Employer's Poster Kit, Supervisor's Guide, Basic Safety Program and more.
Plus free membership to http://www.YourEmployeeHandbook.com for "Forever Access" to your purchase.
This document summarizes a presentation about the current National Labor Relations Board and active issues affecting union and non-union employers. It discusses the current board members and acting general counsel. It also outlines employees' rights to engage in protected concerted activities under Section 7 and reviews NLRB decisions related to at-will disclaimers, confidentiality of investigations, off-duty access, and social media policies. Upcoming trends include increased protected concerted activity charges in non-union settings and more labor-friendly NLRB decisions and rulemaking.
A Walmart benefits manager wrote a memo to the national VP for benefits refusing to implement directives that would cut costs in unethical ways. Specifically, the memo disagreed with discouraging unhealthy or part-time workers from being hired and reducing spouse benefits, as these violate principles of equal opportunity, just dismissal, and compensation. While aware disciplinary action could result, the manager prioritized ethical practices over unethical cost-cutting or obedience to directives that lack ethics.
Employee Handbooks: From Boring to ModernBryan Timsah
The document discusses making employee handbooks and policies more modern and engaging for employees. It argues that handbooks are currently written like legal documents that are boring and unread. The author advocates using images, graphics, charts, and column formatting to improve readability and encourage employees to actually read the content. An example harassment policy is shown in its original dense format compared to a revised version using formatting techniques like bullets and boxes. The future of handbooks is envisioned as online, interactive documents using links and multimedia created by creative departments beyond just HR.
The document is an employee handbook for Panama Canal Elevator Parts, Inc. that outlines company policies and employee benefits and responsibilities. It covers topics such as equal employment, sexual harassment policy, communications procedures, job categories and responsibilities, wages, fringe benefits like health insurance and retirement, time off policies, attendance guidelines, and health and safety practices. The handbook is intended to inform employees and act as a reference guide for workplace rules and standards.
Top Ten Reasons Employees Sue Their EmployerPraxiom
Every potential job applicant, employee who enters your workplace, and every former employee who leaves it, represents a potential plaintiff in a lawsuit against your company. This is increasingly true in these difficult economic times. An employee may believe he or she has been discriminated against, harassed, or subjected to retaliation. The employee may just be looking for money - or payback. If your company finds itself in a lawsuit tomorrow, will it be ready to defend its business decisions? In this seminar, Mr. Ussery will discuss the most common factors that motivate employees to sue their employers. More importantly, he will discuss the steps your company can take to defend against liability, if not avoid the lawsuit all together.
This document discusses ethics and fair treatment in human resources. It defines ethics as principles guiding individual or group conduct. Ethical decisions are shaped by norms, morals, and laws. Organizational culture and leadership also influence ethics through policies, stories, and ceremonies reflecting company values. The human resources function can foster ethics through fair staffing, training, performance reviews, discipline, and respecting employee privacy. Managers must consider ethics when making human resources decisions around hiring, firing, discipline, monitoring, and more.
The document discusses various employee rights and responsibilities in the workplace. It covers statutory rights based on laws, contractual rights based on employment agreements, and implied rights based on promises made by employers. It also discusses employment-at-will, exceptions to at-will employment, wrongful discharge, constructive discharge, and ensuring fairness and due process. Finally, it outlines policies, procedures, rules, discipline processes, and other HR responsibilities regarding employees.
The authoritative source for small business employee handbooks. Includes editable, customizable Word file for handbook.
Versions for six industries, including Offices, Contractors, Healthcare Providers, Manufacturers, Restaurants and Retailers.
Includes Handbook. Companion Forms, Employer's Poster Kit, Supervisor's Guide, Basic Safety Program and more.
Plus free membership to http://www.YourEmployeeHandbook.com for "Forever Access" to your purchase.
This document summarizes a presentation about the current National Labor Relations Board and active issues affecting union and non-union employers. It discusses the current board members and acting general counsel. It also outlines employees' rights to engage in protected concerted activities under Section 7 and reviews NLRB decisions related to at-will disclaimers, confidentiality of investigations, off-duty access, and social media policies. Upcoming trends include increased protected concerted activity charges in non-union settings and more labor-friendly NLRB decisions and rulemaking.
A Walmart benefits manager wrote a memo to the national VP for benefits refusing to implement directives that would cut costs in unethical ways. Specifically, the memo disagreed with discouraging unhealthy or part-time workers from being hired and reducing spouse benefits, as these violate principles of equal opportunity, just dismissal, and compensation. While aware disciplinary action could result, the manager prioritized ethical practices over unethical cost-cutting or obedience to directives that lack ethics.
Employee Handbooks: From Boring to ModernBryan Timsah
The document discusses making employee handbooks and policies more modern and engaging for employees. It argues that handbooks are currently written like legal documents that are boring and unread. The author advocates using images, graphics, charts, and column formatting to improve readability and encourage employees to actually read the content. An example harassment policy is shown in its original dense format compared to a revised version using formatting techniques like bullets and boxes. The future of handbooks is envisioned as online, interactive documents using links and multimedia created by creative departments beyond just HR.
The document is an employee handbook for Panama Canal Elevator Parts, Inc. that outlines company policies and employee benefits and responsibilities. It covers topics such as equal employment, sexual harassment policy, communications procedures, job categories and responsibilities, wages, fringe benefits like health insurance and retirement, time off policies, attendance guidelines, and health and safety practices. The handbook is intended to inform employees and act as a reference guide for workplace rules and standards.
Top Ten Reasons Employees Sue Their EmployerPraxiom
Every potential job applicant, employee who enters your workplace, and every former employee who leaves it, represents a potential plaintiff in a lawsuit against your company. This is increasingly true in these difficult economic times. An employee may believe he or she has been discriminated against, harassed, or subjected to retaliation. The employee may just be looking for money - or payback. If your company finds itself in a lawsuit tomorrow, will it be ready to defend its business decisions? In this seminar, Mr. Ussery will discuss the most common factors that motivate employees to sue their employers. More importantly, he will discuss the steps your company can take to defend against liability, if not avoid the lawsuit all together.
This document discusses ethics and fair treatment in human resources. It defines ethics as principles guiding individual or group conduct. Ethical decisions are shaped by norms, morals, and laws. Organizational culture and leadership also influence ethics through policies, stories, and ceremonies reflecting company values. The human resources function can foster ethics through fair staffing, training, performance reviews, discipline, and respecting employee privacy. Managers must consider ethics when making human resources decisions around hiring, firing, discipline, monitoring, and more.
The document discusses employee rights and responsibilities in the workplace. It covers statutory and contractual rights, employment contracts, non-compete agreements, employment-at-will, exceptions to at-will employment, alternative dispute resolution methods, individual employee rights regarding free speech, privacy, and personal behavior, balancing employer security and drug testing with employee rights, HR policies and procedures, employee discipline processes, and separation agreements.
Ethics, Justice, and Fair Treatment in HR Managementadi
The document discusses ethics and fair treatment in the workplace, including defining ethics, examining ethical dilemmas employees may face, and the role of human resources in promoting ethics through activities like training, performance appraisal, and disciplinary processes. It also addresses concepts like organizational culture and managing employee privacy and dismissals in an ethical manner.
Providing answers to healthcare reform questions including small employers, employee calculations, Penalty 4980H9, Affordability and other issues related to the pay or play provision of the healthcare reform - Obamacare.
Chapter 13 Employee Rights and DisciplineRayman Soe
This document discusses employee rights and privacy in the workplace. It covers topics such as employment-at-will, exceptions to at-will employment like public policy violations, implied contracts and implied covenants. It also discusses privacy issues for employees such as substance abuse testing, searches, surveillance, access to personnel files and discipline policies. The objectives are to explain employee rights and employer responsibilities, exceptions to at-will employment, privacy rights and how to establish disciplinary policies.
This document provides guidance to managers on properly conducting corrective action with employees. It emphasizes the importance of documentation in avoiding wrongful termination lawsuits. The key points are:
1) Managers should follow a step-by-step corrective action process that includes informal and formal warnings documented using the FOSA+ system, which outlines the facts, objectives, solutions, actions, and overall efforts to help the employee succeed.
2) Proper documentation is critical because employment lawsuits often hinge on whether managers treated employees fairly and documented interactions appropriately. Without documentation, managers' memories may not be accurate in legal proceedings.
3) Following corrective action best practices helps improve employee performance and relations while protecting the company and managers
This document discusses employee training, rights, responsibilities and motivation. It covers statutory employee rights including contracts, anti-discrimination and holidays. Non-statutory rights like procedures and codes of practice are also mentioned. Employer rights like supporting business aims and health and safety are discussed along with their responsibilities to observe employment law and provide training. Motivation theories by Maslow and Herzberg on financial and non-financial motivators are summarized.
This document outlines the HR policies and procedures of AALAT L.L.C based on UAE Labor Law No 8 from 1980. It discusses recruitment and selection procedures, including manpower planning, recruitment methods, job descriptions, interview and selection processes. The recruitment and selection process is to be approved by HR and management. The document provides details on forming interview panels, their roles and responsibilities, and the steps to fill vacancies both internally and externally in accordance with company policies and budget.
Business Ethic Chap 6: Ethical Decision Making - Employer Responsibilities an...Shandy Aditya
This document provides an overview of key concepts related to ethical decision making regarding employer responsibilities and employee rights in the workplace. It discusses two perspectives on workplace ethics, the concept of due process, employment at will, health and safety responsibilities, and approaches to diversity and affirmative action. The chapter objectives are outlined and various workplace scenarios are presented to illustrate ethical issues around downsizing, health and safety standards, and the role of government regulation.
This document provides an employee handbook that outlines the personnel policies, rules, regulations, and code of conduct for a company. It discusses employment status and movement within the company. It details regular work hours, leaves, benefits, and compensation for employees. Finally, it establishes rules of conduct and potential disciplinary actions for violations. The handbook aims to introduce new employees to the company and its expectations while clarifying employment terms and conditions.
Dessler ch 14-ethics, justice, and fair treatment in hr managementShamsil Arefin
The PowerPoint presentation summarizes key topics from Chapter 14 of the textbook on ethics, justice, and fair treatment in human resource management. It discusses the meaning of ethics and organizational culture, and how HR can influence ethical behavior through activities like selection, training, performance appraisal, and disciplinary systems. It also covers managing dismissals and terminations, avoiding wrongful discharge suits, providing termination assistance and outplacement counseling, and compliance with plant closing laws. The presentation aims to explain the concepts and compliance issues around ethics, discipline, privacy, and managing employee separations.
1. Baker Hughes established an organizational ombuds office (OOO) in 2012 to provide employees a safe place to discuss concerns confidentially and evaluate options. Over 1000 employees have utilized the OOO.
2. The OOO supports Baker Hughes' corporate social responsibility objectives by considering employee needs and well-being. It demonstrates the company's values are not just philosophical but guide how employees work.
3. Unlike human resources which represents company interests, the ombuds ensures confidentiality and neutrality. The OOO helps embed CSR into the company's operations and competencies to boost outcomes like retention and engagement.
Legal and Regulatory Issues in Human Resource Managementtabbycat24
Human Resource Management covers several key legal and regulatory issues including equal employment opportunity to prevent discrimination, compensation laws regarding minimum wage, overtime pay, and pension protections, labor relation regulations for union formation and bargaining, requirements for employers to ensure employee safety and health, prohibitions against sexual harassment and hostile work conditions, limited employee privacy rights, and the development of organizational policies by HR to educate on compliance with employment laws.
The document summarizes the HR policy of Leads Media Pvt. Ltd., a full-service advertising agency located in Nepal. It discusses the company's mission, organizational hierarchy, services offered, recruitment process, selection process, performance appraisal methods, leave policies, benefits, termination process, compensation, and grievance policies. It also outlines policies regarding health and safety, workplace violence, drug and alcohol use, harassment, and trainings. The overall purpose is to establish guidelines around human resource management and employee welfare.
This "Brief Guide" gives information on the Employee Handbook or Staff Handbook including list of policies and procedures required by law, those recommended highly so as to enable a company to defend itself and finally, discretionary policies. This document can be downloaded at http://www.collierbroderick.ie/Services/HR%20Compliance/Employee%20Handbook.asp
The document discusses employer-employee relations, including communication between representatives, areas of discussion like pay and work conditions, and tests used to determine an employer-employee relationship. It also covers the history of public sector unionism in the Philippines and rights gained after the end of martial law, allowing government employees to form unions. Specific unions for Department of Environment and Natural Resources employees are also mentioned.
Industrial Relations Advice for Small to Mid-Sized BusinessesJames Price
JPAbusiness managing director James Price and First IR Consultancy principal Dan Houlihan discuss practical industrial relations issues and what employers need to do to meet their IR obligations to staff.
The document provides an employment law update from Lander Associates' HR division. It summarizes new guidance from Acas on managing staff during the Olympics, changes to agency worker regulations and minimum wage rates coming into effect next month. It also summarizes two court cases, one where a sick employee was entitled to carry over statutory holiday pay and one where dismissals for driving without licenses were deemed fair.
This document discusses components of an HR manual and service rules in Bangladesh. It provides details on what should be included in an HR manual such as introductions, policies, recruitment procedures, benefits, codes of conduct, and forms. It also lists some of the existing service rules in Bangladesh such as leave rules, retirement acts, and conduct rules. The document emphasizes that an HR manual is meant to serve as a central reference for all employees and managers to understand terms of employment and standards of excellence at an organization.
This document discusses negligence and duty of care in a workplace. It notes that duty of care extends not just to clients but also visitors, parents, and other staff. Breach of duty of care that results in injury, whether physical, psychological, emotional, or financial, to another person could be considered negligence. To avoid negligence, employees should familiarize themselves with workplace policies and procedures through discussions with supervisors and by reading relevant documents. The document also discusses how employers may be held responsible for negligent acts of employees if insufficient training or guidance was provided.
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.
The document discusses employee rights and responsibilities in the workplace. It covers statutory and contractual rights, employment contracts, non-compete agreements, employment-at-will, exceptions to at-will employment, alternative dispute resolution methods, individual employee rights regarding free speech, privacy, and personal behavior, balancing employer security and drug testing with employee rights, HR policies and procedures, employee discipline processes, and separation agreements.
Ethics, Justice, and Fair Treatment in HR Managementadi
The document discusses ethics and fair treatment in the workplace, including defining ethics, examining ethical dilemmas employees may face, and the role of human resources in promoting ethics through activities like training, performance appraisal, and disciplinary processes. It also addresses concepts like organizational culture and managing employee privacy and dismissals in an ethical manner.
Providing answers to healthcare reform questions including small employers, employee calculations, Penalty 4980H9, Affordability and other issues related to the pay or play provision of the healthcare reform - Obamacare.
Chapter 13 Employee Rights and DisciplineRayman Soe
This document discusses employee rights and privacy in the workplace. It covers topics such as employment-at-will, exceptions to at-will employment like public policy violations, implied contracts and implied covenants. It also discusses privacy issues for employees such as substance abuse testing, searches, surveillance, access to personnel files and discipline policies. The objectives are to explain employee rights and employer responsibilities, exceptions to at-will employment, privacy rights and how to establish disciplinary policies.
This document provides guidance to managers on properly conducting corrective action with employees. It emphasizes the importance of documentation in avoiding wrongful termination lawsuits. The key points are:
1) Managers should follow a step-by-step corrective action process that includes informal and formal warnings documented using the FOSA+ system, which outlines the facts, objectives, solutions, actions, and overall efforts to help the employee succeed.
2) Proper documentation is critical because employment lawsuits often hinge on whether managers treated employees fairly and documented interactions appropriately. Without documentation, managers' memories may not be accurate in legal proceedings.
3) Following corrective action best practices helps improve employee performance and relations while protecting the company and managers
This document discusses employee training, rights, responsibilities and motivation. It covers statutory employee rights including contracts, anti-discrimination and holidays. Non-statutory rights like procedures and codes of practice are also mentioned. Employer rights like supporting business aims and health and safety are discussed along with their responsibilities to observe employment law and provide training. Motivation theories by Maslow and Herzberg on financial and non-financial motivators are summarized.
This document outlines the HR policies and procedures of AALAT L.L.C based on UAE Labor Law No 8 from 1980. It discusses recruitment and selection procedures, including manpower planning, recruitment methods, job descriptions, interview and selection processes. The recruitment and selection process is to be approved by HR and management. The document provides details on forming interview panels, their roles and responsibilities, and the steps to fill vacancies both internally and externally in accordance with company policies and budget.
Business Ethic Chap 6: Ethical Decision Making - Employer Responsibilities an...Shandy Aditya
This document provides an overview of key concepts related to ethical decision making regarding employer responsibilities and employee rights in the workplace. It discusses two perspectives on workplace ethics, the concept of due process, employment at will, health and safety responsibilities, and approaches to diversity and affirmative action. The chapter objectives are outlined and various workplace scenarios are presented to illustrate ethical issues around downsizing, health and safety standards, and the role of government regulation.
This document provides an employee handbook that outlines the personnel policies, rules, regulations, and code of conduct for a company. It discusses employment status and movement within the company. It details regular work hours, leaves, benefits, and compensation for employees. Finally, it establishes rules of conduct and potential disciplinary actions for violations. The handbook aims to introduce new employees to the company and its expectations while clarifying employment terms and conditions.
Dessler ch 14-ethics, justice, and fair treatment in hr managementShamsil Arefin
The PowerPoint presentation summarizes key topics from Chapter 14 of the textbook on ethics, justice, and fair treatment in human resource management. It discusses the meaning of ethics and organizational culture, and how HR can influence ethical behavior through activities like selection, training, performance appraisal, and disciplinary systems. It also covers managing dismissals and terminations, avoiding wrongful discharge suits, providing termination assistance and outplacement counseling, and compliance with plant closing laws. The presentation aims to explain the concepts and compliance issues around ethics, discipline, privacy, and managing employee separations.
1. Baker Hughes established an organizational ombuds office (OOO) in 2012 to provide employees a safe place to discuss concerns confidentially and evaluate options. Over 1000 employees have utilized the OOO.
2. The OOO supports Baker Hughes' corporate social responsibility objectives by considering employee needs and well-being. It demonstrates the company's values are not just philosophical but guide how employees work.
3. Unlike human resources which represents company interests, the ombuds ensures confidentiality and neutrality. The OOO helps embed CSR into the company's operations and competencies to boost outcomes like retention and engagement.
Legal and Regulatory Issues in Human Resource Managementtabbycat24
Human Resource Management covers several key legal and regulatory issues including equal employment opportunity to prevent discrimination, compensation laws regarding minimum wage, overtime pay, and pension protections, labor relation regulations for union formation and bargaining, requirements for employers to ensure employee safety and health, prohibitions against sexual harassment and hostile work conditions, limited employee privacy rights, and the development of organizational policies by HR to educate on compliance with employment laws.
The document summarizes the HR policy of Leads Media Pvt. Ltd., a full-service advertising agency located in Nepal. It discusses the company's mission, organizational hierarchy, services offered, recruitment process, selection process, performance appraisal methods, leave policies, benefits, termination process, compensation, and grievance policies. It also outlines policies regarding health and safety, workplace violence, drug and alcohol use, harassment, and trainings. The overall purpose is to establish guidelines around human resource management and employee welfare.
This "Brief Guide" gives information on the Employee Handbook or Staff Handbook including list of policies and procedures required by law, those recommended highly so as to enable a company to defend itself and finally, discretionary policies. This document can be downloaded at http://www.collierbroderick.ie/Services/HR%20Compliance/Employee%20Handbook.asp
The document discusses employer-employee relations, including communication between representatives, areas of discussion like pay and work conditions, and tests used to determine an employer-employee relationship. It also covers the history of public sector unionism in the Philippines and rights gained after the end of martial law, allowing government employees to form unions. Specific unions for Department of Environment and Natural Resources employees are also mentioned.
Industrial Relations Advice for Small to Mid-Sized BusinessesJames Price
JPAbusiness managing director James Price and First IR Consultancy principal Dan Houlihan discuss practical industrial relations issues and what employers need to do to meet their IR obligations to staff.
The document provides an employment law update from Lander Associates' HR division. It summarizes new guidance from Acas on managing staff during the Olympics, changes to agency worker regulations and minimum wage rates coming into effect next month. It also summarizes two court cases, one where a sick employee was entitled to carry over statutory holiday pay and one where dismissals for driving without licenses were deemed fair.
This document discusses components of an HR manual and service rules in Bangladesh. It provides details on what should be included in an HR manual such as introductions, policies, recruitment procedures, benefits, codes of conduct, and forms. It also lists some of the existing service rules in Bangladesh such as leave rules, retirement acts, and conduct rules. The document emphasizes that an HR manual is meant to serve as a central reference for all employees and managers to understand terms of employment and standards of excellence at an organization.
This document discusses negligence and duty of care in a workplace. It notes that duty of care extends not just to clients but also visitors, parents, and other staff. Breach of duty of care that results in injury, whether physical, psychological, emotional, or financial, to another person could be considered negligence. To avoid negligence, employees should familiarize themselves with workplace policies and procedures through discussions with supervisors and by reading relevant documents. The document also discusses how employers may be held responsible for negligent acts of employees if insufficient training or guidance was provided.
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.
The document discusses several human resource and employee welfare policies that companies should consider including in an employee handbook, such as policies around attendance, sick leave, drugs and alcohol, sexual harassment, and workplace violence. It provides examples of different approaches companies take to addressing issues like AIDS/HIV in the workplace and monitoring employee health. It also notes that policies should be guidelines and keeping them simple is best.
This article elucidates the significance of Online employment law assignment help as students discover that the subject is more relevant than they had previously thought. These services will be useful resources that help them in their academic careers and assist them in conquering all the challenges that they face while they are academic.
The document discusses the importance of establishing clear company policies for employees. It provides a list of 17 common policies that companies should consider, such as equal opportunity, health and safety, code of conduct, attendance and time off, and disciplinary action policies. The document explains that formal policies help set standards, ensure legal compliance, define expectations, and protect both the business and its employees. It provides examples of how to write policies and the steps to developing, communicating, and revising policies over time.
Glossary of Human Resources Management TermsMazhar Masood
This document provides definitions for many commonly used terms in human resources management. It notes that the glossary is developed and continuously updated by the SHRM Knowledge Center to include new emerging terms. Alternative reference materials for HR terminology are also mentioned. Readers are invited to submit additional terms for consideration to be added to the glossary. The glossary then provides definitions for over 100 terms beginning with the letters A through B in alphabetical order.
This document is an introduction to the SHRM Glossary of HR Terms, which defines commonly used terms in human resources management. It notes that the glossary is continually updated and is not comprehensive, and recommends an alternative reference book. It also describes a separate SHRM resource that provides plain English definitions of legal terms. The document concludes by inviting submissions to add new terms to the glossary.
This document provides definitions for many common human resources terms used by HR professionals. It notes that the glossary is developed and continuously updated by the SHRM Knowledge Center to include emerging HR terms. Alternative reference materials for HR terminology are also mentioned. Readers are invited to submit additional terms for inclusion in the glossary. The document then provides a long alphabetical list of defined HR terms beginning with the terms "Ability test" through "Blood-Borne Pathogens Standard".
As well as undermining employee’s motivation and morale, illegal discrimination can lead to employee grievances.We have prepared a guide on discrimination which outlines what is classed as discrimination and how to avoid it.
Preventing Workplace Harassment - Creating a Safe and Respectful Environment.pdfLisa Bell
Discover how to halt workplace harassment. Establish a safe, respectful, and inclusive work environment. Effective methods for enhancing your workplace.
HRM UNIT II Lesson 1 EQUAL EMPLOYMENT OPPORTUNITY (EEO)_58f235c213585377c241c...VielMarvinPBerbano
Equal employment opportunity (EEO) laws prohibit discrimination in hiring and employment decisions based on certain protected characteristics. Under EEO, all qualified candidates should have an equal chance of being hired or promoted based solely on job-related merits regardless of their race, gender, religion, or other protected attributes. EEO regulations require employers to make employment decisions only based on factors like qualifications, performance, and conduct, rather than personal characteristics. Employers who violate EEO laws can face lawsuits and penalties.
This document is a glossary of human resources terms developed by the SHRM Knowledge Center. It includes commonly used HR terms and definitions that are significant to the profession. The glossary is continuously updated to include new terms. It provides definitions for over 200 terms from A to Z but is not a complete listing. An alternative reference is a printed glossary book available for purchase. Legal terms in the glossary are also defined in plain English on the SHRM website. Readers are invited to submit additional terms for inclusion.
The document discusses the legal concept of duty of care that individuals working with vulnerable people have. It explains that duty of care means acting with reasonable care and caution to prevent harm or injury. Failure to meet this standard can result in negligence claims if damages occur. Specific duties mentioned include following organizational policies, prioritizing client safety, seeking guidance from supervisors when uncertain, and having proper training. The document stresses the importance of understanding one's legal and ethical obligations to avoid breaching duty of care.
Business and Admin Level 2 Unit 1 assessment answersDeepaliSoni12
This document provides guidance for completing an assessment for a Business and Administration course. It outlines 7 sections that make up the assessment and includes 15 pages of questions to answer. The questions relate to employment rights and responsibilities, health and safety procedures, communication skills, and other topics relevant to working in a business environment. Learners are instructed to save their work regularly, print a copy for their records, and submit their completed assessment online through their study portal for review by their tutor.
This document contains a summary of a legal case study assignment. It provides feedback from a faculty member on the student's performance based on various criteria. Overall, the feedback indicates areas where the student's analysis and application of concepts like disparate impact theory need further development. The faculty member asks for more citations and references in the response to fully address the analysis required. It also contains the student's paper on the legal case study, covering topics like disparate impact vs treatment, evidence of discrimination, and guidelines to avoid adverse impact.
What Is Bfoq And List To Which Characteristics It AppliesSheena Crouch
1. Military status protection covers the employment rights of military veterans and reservists under laws like VERA and USERRA.
2. VERA prohibits employment discrimination against Vietnam veterans. USERRA protects the reemployment rights of those serving in the uniformed services.
3. USERRA seeks to ensure those serving their country can retain civilian employment and benefits, and seek employment free from discrimination due to their service. It expands the time absent from work for military duty while retaining reemployment rights.
Overall Comments Overall you made a nice start with your U02a1 .docxjacksnathalie
This document provides feedback from a faculty member on an assignment analyzing legal and regulatory issues related to staffing management. For most criteria evaluated, the faculty member provided basic or non-performance feedback, noting the student did not sufficiently analyze the key aspects of the case such as important issues, outcome, evidence of discriminatory effects, and how guidelines help avoid issues. The faculty member recommended developing more in-depth content on the case analyzed and ensuring it is a disparate impact case. Minor errors in formatting references were also noted.
This document provides a summary of an HR safety training presentation on labor law issues and risks ("labor landmines") in 2017. It covers several topics:
1. Harassment/discrimination training requirements for California employers with 50+ employees.
2. Recent changes to the Fair Employment and Housing Act regulations in California regarding written policies, protected classifications, and anti-bullying training.
3. Considerations for employers regarding transgender employees' access to facilities, California law on harassment protections for unpaid interns/volunteers, and EEOC guidance on questioning prospective employees about HIV/AIDS.
Similar to Intern Anti-Discrimination and Fair Labor Standards Act Training Overview HRM 6030 Final Assignment (20)
LDR 7980 Capstone Essay Four Assignment Ethics and LeadershipArdavan Shahroodi
This document provides an analysis of ethics and leadership in organizations. It discusses how the modern organization structure can deprive employees of engagement needed for ethical development. Researchers found unethical decisions often stem from pressure from managers and lack of support from executives. The document recommends leaders develop strong value systems, avoid oversimplifying problems, be objective in evaluations, and seek diverse perspectives to make ethical decisions. Cultivating an authentic culture of engagement between leaders and followers is key to sustainable ethics.
LDR 7980 Capstone Essay Three Assignment Influencing Motivating and Leading t...Ardavan Shahroodi
The document discusses influencing, motivating, and leading knowledge workers. It defines knowledge workers as highly educated employees who contribute through specialized knowledge rather than manual labor. While knowledge workers are increasingly seen as the main source of competitive advantage, organizations struggle to measure their value and understand how to empower them. The document argues that knowledge workers respond best to leadership that inspires trust, clarifies purpose, aligns systems to support goals, and unleashes talent through individual support and setting an example. An effective performance review system focuses on skills development rather than decisions about pay. Overall, organizations must transition to a new model that recognizes all employees, including so-called unskilled workers, as potential knowledge workers in order to fully benefit from their human
There are several reasons why women are underrepresented in elite leadership roles. First, women's family responsibilities often force them to leave their careers voluntarily, and it can be difficult to return or regain their previous status. Additionally, women are less likely than men to promote themselves for leadership positions due to gender biases and social pressures. Finally, prevalent gender stereotypes associate women with communal rather than agentic leadership traits, resulting in prejudice that views women as less qualified than men for elite roles.
LDR 6135 Paper One Case Analysis of Values in Tension ArticleArdavan Shahroodi
The document summarizes the key points of the article "Values in Tension: Ethics Away from Home" by Thomas Donaldson. It discusses two approaches to dealing with ethical dilemmas abroad - cultural relativism and ethical imperialism. However, Donaldson proposes following three core principles instead: respect for core human values, respect for local traditions, and understanding that context matters. He provides examples of core human values like human dignity, basic rights, and good citizenship. The document also discusses how companies can establish codes of conduct and reward ethical behavior to operate ethically abroad while respecting different cultures.
LDR 6135 Student Research Paper Corporate Social ResponsibilityArdavan Shahroodi
This document provides an overview of corporate social responsibility (CSR) including definitions, theories, and arguments for and against CSR. It discusses how there is no universally agreed upon definition of CSR and presents definitions from various sources. It also summarizes different theoretical approaches that categorize theories of CSR as well as arguments made by prominent thinkers like Milton Friedman that the sole responsibility of businesses is to maximize profits for shareholders. The document provides a concise yet comprehensive introduction to the topic of CSR.
HRM 6045 Research Paper Why Change Efforts Fail Within OrganizationsArdavan Shahroodi
1) The document discusses Kotter's 8-step model for leading organizational change and why change efforts often fail. It analyzes each step in Kotter's model, using examples from PepsiCo's diversity strategy.
2) Establishing urgency, creating a guiding coalition, developing a vision and communicating the vision are some of the critical early steps. Failures at these stages are common reasons for change efforts to falter.
3) Effective communication is key - it must go beyond a single meeting and involve multiple opportunities to disseminate information through words and visible leadership support of the new vision.
How the vision of the founder can impact culture years after the company is f...Ardavan Shahroodi
The founder's vision can impact an organization's culture years later through six primary embedding mechanisms: (1) what leaders pay systematic attention to, (2) how they react to crises, (3) their visible behaviors, (4) how they allocate rewards and status, (5) who they hire and promote, and (6) how they deal with disagreements. These messages become embedded through six secondary articulation and reinforcement mechanisms over time: organizational design, structure, rituals, physical space, stories, and formal statements. In mature organizations, the secondary mechanisms act to reinforce and maintain the founder's assumptions even as new leaders take over.
Best Practices in Creating and Using Employee Survey Feedback Data as a Means...Ardavan Shahroodi
This document summarizes best practices for using employee survey feedback to improve retention and engagement. It discusses how competently designed surveys can provide valuable insight into organizational dynamics. Surveys should focus on questions that are essential to understanding how employees feel about their workplace. Proper design includes involving cross-functional teams, learning from past surveys, and communicating frequently with stakeholders before, during and after the survey process. The document also provides examples of how companies like Heinz and Astellas Pharma have successfully used survey data to implement policies to attract top talent and create dynamic work environments.
This document discusses developing effective mentoring programs in organizations. It defines mentoring as an extended relationship where a more experienced mentor transfers knowledge to a less experienced mentee. Effective programs improve employee engagement, productivity, diversity and retention. The document outlines steps to create a program, including assessing organizational goals, selecting mentors and mentees, matching pairs, and providing training and feedback. It emphasizes the voluntary nature and emphasizes allowing all, especially underrepresented groups, to participate. Programs should be measured through surveys and comparing metrics of participants versus non-participants.
The document discusses trends in the use of employee self-service technology in human resources. It describes how self-service systems have evolved from mainframe computers that automated basic HR functions to modern web-based and mobile platforms that allow employees to independently access and update their personal information, benefits, training records, and other employment-related data. The document also examines how social networking and dashboard technologies have expanded the scope of self-service HR to include communication, engagement, and strategic workforce analytics. While self-service systems provide benefits to both employees and employers, the document notes they also present risks like security breaches and legal liabilities that companies must mitigate through clear policies and procedures.
Anti-Discrimination Laws In United States and United KingdomArdavan Shahroodi
The document provides an overview and comparison of anti-discrimination laws in the United States and United Kingdom. It notes that while the US was earlier to enact substantive anti-discrimination legislation, the UK has narrowed this gap in recent years through laws like the 2010 Equality Act. Both countries rely on anti-discrimination statutes and agencies to address unequal treatment in employment, though class action lawsuits remain rare in the UK. The document also analyzes differences in the conceptual approaches taken by the two countries, such as the UK referring to disparate treatment as "direct discrimination" rather than using that term.
HMG 6110 Final Term Paper Important Historical and Current Trends in Health C...Ardavan Shahroodi
This document discusses important historical and current trends in the U.S. healthcare system that have led to demands for change. It outlines how healthcare costs have risen unsustainably over time, with total expenditures increasing from $73 billion in 1970 to $2.5 trillion in 2009. Specific programs like Medicare and Medicaid have also seen dramatic cost increases. Attempts to control costs through managed care plans were initially successful but failed to adequately address quality and patient satisfaction issues over the long run. The reforms in the Affordable Care Act aim to address longstanding problems around coverage, costs, and quality.
An Opinion on the U. S. Supreme Court Decision on the Affordable Care ActArdavan Shahroodi
The document provides an analysis of the U.S. Supreme Court decision on the Affordable Care Act. It argues that the Court's ruling was well-reasoned and respected the Constitution. The Court found that while Congress cannot mandate commerce, it can impose a tax penalty for not having health insurance. Additionally, the Court found that Congress cannot coerce states into expanding Medicaid by threatening to take away existing Medicaid funds. Overall, the author argues the Court interpreted the Constitution moderately and maintained its credibility despite political controversy surrounding the ACA.
Elements of the Health Care Eco-Sytem that Pose as Barriers to Care Week 5 Wr...Ardavan Shahroodi
This document discusses several barriers to healthcare access in the United States. It first examines the lack of health insurance, noting that around 17% of Americans were uninsured in 2009. Other barriers discussed include the type of insurance coverage (HMOs had better outcomes than fee-for-service or Medicaid), out-of-pocket costs deterring necessary care, Medicaid providing inadequate access and quality of care due to low reimbursement rates, and racial disparities resulting in worse treatment and outcomes for non-white groups. The Affordable Care Act aims to reduce many of these barriers through expanding insurance coverage and improving Medicaid.
Historical factors that have influenced health care, Health ManagementArdavan Shahroodi
The document discusses five historical factors that have influenced how healthcare is delivered in the US: 1) The authority of the medical profession in organizing care, 2) Viewing healthcare as a market commodity, 3) Limited role of government in healthcare, 4) Influence of technology, and 5) Effect of medical malpractice litigation. It analyzes each factor in more depth, particularly the role of physicians in establishing standards and controlling financing mechanisms, and how this led to physicians operating as self-interested entrepreneurs and healthcare as a market-based system. The document also discusses the increasing but still limited role of government in healthcare financing and regulation.
This document discusses factors that influence payments to physicians, including moral, ethical, political and economic considerations. It focuses on three key moral/ethical dimensions in American society that must be considered when developing payment controls: the love of liberty and independence, the passion for fairness and equity, and the urge for volunteerism. Any solution that places controls on physician payments must respect these enduring American institutions and principles that are deeply rooted in U.S. history and culture.
Bishop Desmond Tutu is known globally for his leadership in the fight against apartheid in South Africa and his advocacy for forgiveness and reconciliation. As the Archbishop of Cape Town, Tutu was a vocal critic of apartheid and promoted non-violent resistance. He chaired South Africa's Truth and Reconciliation Commission following the end of apartheid to document human rights abuses and promote healing. Tutu's moral philosophy emphasizes speaking truth to power, forgiveness, and restoring justice and human dignity for both victims and oppressors.
This document is a personal action paper written by Ardavan A. Shahroodi for a course on ethical leadership. It first analyzes philosophical theories of ethics discussed in the course, including utilitarianism, justice, rights, relativism, and egoism. It then discusses Donaldson's concept of core human values and a universal code of ethics. The paper reviews materials on ethical and unethical organizational leadership. It includes personal action journals completed in the course. The conclusion discusses how lessons from the course will help with ethical analysis, decision making, and leadership.
This document is a strategic leadership self-reflection paper by Ardavan A. Shahroodi. It discusses Shahroodi's understanding and practice of strategic leadership, with a focus on stakeholders, mission statements, and competitive advantage. The paper analyzes Shahroodi's view that customer service and employee satisfaction are key priorities. It also reflects on how Shahroodi's values of fairness and service were influenced by his mother and wife.
LDR 6140 Second Case Study Analysis--United TechnologiesArdavan Shahroodi
United Technologies is a highly diversified conglomerate with divisions in aerospace, building systems, and other industries. It has pursued an unrelated diversification strategy through acquisitions to reduce risk and dependence on any single market. The company implements an operating system called ACE to standardize processes and continuously improve efficiency, quality, and innovation across divisions. United Technologies has experienced significant growth and increased profitability through this strategy and operating system. The analysis recommends UTC continue refining ACE to strengthen its competitive position going forward.
LDR 6140 Second Case Study Analysis--United Technologies
Intern Anti-Discrimination and Fair Labor Standards Act Training Overview HRM 6030 Final Assignment
1. RunningHead: InternAnti-DiscriminationandFLSA TrainingOverview
Intern Anti-Discrimination and Fair Labor Standards Act (FLSA) Training Overview
A New Day, Inc.
Ardavan A. Shahroodi
Northeastern University
HRM 6030—Employee Rights and Employee Obligations
Professor Elaine M. Walker
Saturday, June 22, 2013
2. InternAnti-DiscriminationandFLSA Training Overview
Welcome & Introduction
On behalf of all our associates, we would like to welcome you to our company and wish
you the best of success in pursuing your career goals. In A New Day, Inc., we are fully
committed to engage in our commercial enterprise by enthusiastically adhere to all applicable
laws that regulate our business environment. Anti-Discrimination and Fair Labor Standards Act
(FLSA) policies and practices empower us to achieve one of the primary goals of our company
in being a model corporate citizen. We are grateful for all the opportunities that have facilitated
the success of our company and view anti-discrimination and FLSA compliant organizational
policies and practices as manifestations of our patriotic duty and the love that we hold for our
country.
We also believe that anti-discrimination and FLSA compliant policies and practices
facilitate the creation of high performance and creative organizational environments that will
offer our company a competitive edge in our business sector. Nevertheless, it is most crucial as
you embark on your career in our company that you are continuously cognizant of a most
fundamental understanding that anti-discrimination and FLSA compliant policies and practices
are some of the most essential regulatory parameters that create the legal environments of
business conduct. Consequently, irrespective of a business justification for conduct that is
commensurate with the aforementioned laws, you must always adhere to and similarly advise
others regarding the indispensable necessity of complying with both the spirit and letter of these
regulations.
Experience has shown us that genuine and consistent implementation of anti-
discrimination and FLSA compliance efforts at a minimum will help avoid the potential of costly
litigation and negative publicity. In addition, adherence to these regulations allows us to
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continue strengthening our branding efforts in the positive promotion of our company and
products. Furthermore, we are also particularly aware of the fact that strong anti-discriminatory
and FLSA compliant policies and practices are important for our present and future
client/customer base and the markets where our products are consumed or will be consumed in
the future. Most importantly, we believe that our present and future associates are the most
valuable assets of our company. Consequently, an organizational culture that is committed to
anti-discriminatory and FLSA compliant policies and practices insure that our associates’ legal
rights are protected and that they are treated fairly and respectfully.
Background
In preparation for your new position, you were enrolled in the Employee Rights and
Employer Obligations course in Northeastern University. Here, we would like to re-emphasize
four fundamental principles that your professors discussed with you in the above said course:
Sustainability
In the Employer Rights and Employee Obligations course, Professor Elaine Walker
introduced the principle of sustainability as one of the most essential elements influencing the
practice of human resources management (HRM) during Week 1 Lecture Material titled
Overview & Discrimination. Professor Walker described sustainability as conducting business
in a manner by which we are “socially responsible citizens of the world” (3 Competitive
Challenges Influencing HRM Slide). Professor Walker added that such a mind-set also entails
thinking about “how our business will be sustainable for a long period of time” (3 Competitive
Challenges Influencing HRM Slide). As you attempt to be a valuable resource to our line
managers and employees regarding anti-discrimination and FLSA compliance inquiries, we
4. InternAnti-DiscriminationandFLSA Training Overview
encourage you to be particularly conscious that your responses enhance the sustainability of our
brand by being socially responsible. In turn, this approach will also strengthen the durability of
our business model.
Responsibility
In Week 2 Lecture Material titled Hiring, Professor Walker brought to your attention that
one of the primary responsibilities of HRM is to protect the employer and to promote litigation
avoidance by engaging in anti-discrimination advocacy (Key Elements of this Chapter Slide).
As Professor Walker has emphasized to you and we paraphrase her comments in this Overview,
your primary fiduciary responsibility to our organization is not to balance “employee needs vs.
employer rights” (Key Elements of this Chapter Slide) or to engage in advocacy on behalf of
individual employees or managers. Your primary responsibility is to inform our associates
regarding the legal environments that regulate our business existence that accordingly protects
the interests of our company.
Respect, Politeness, Patience and Positive Solutions
In the Announcements section of the Blackboard, Professor Walker wrote that HRM’s
responsibility in serving “as the first line of defense in protecting the company” (Week 3
Discussion Board Learnings, Wednesday, June 12, 2013) must also include “balancing feedback
about laws, with feedback and suggestions that contain other forms of solutions” (Ibid). This
important statement will occupy a significant portion of your responsibilities that mandates a
type of behavior that is constantly generating positive and effective solutions/options for our
associates regarding employment matters delivered with the outmost respect, politeness and
patience.
5. InternAnti-DiscriminationandFLSA Training Overview
Fairness and Compassion
In the Announcements section of the Blackboard, Professor Perkins highlighted the
importance of “fairness and compassion” (Week 4 Discussion Board—Djuna Perkins, Monday,
June 17, 2013) in the conduct of HRM by engaging in the kind of behavior that is “just the right
thing to do” (Ibid) in order to “prevent the hard feeling” (Ibid) that accompanies unsympathetic
and callous approach to employment matters. You must always remind yourself that your
responses to our associates will have a deep impact on people’s lives and thereby tailor your
temperament and conduct in order that you are regarded by others as fair and compassionate in
the performance of your duties.
Age Discrimination
The Age Discrimination in Employment Act of 1967 (ADEA) outlaws age discrimination
involving persons (job applicants or employees) who “are age 40 or older” (Age Discrimination,
EEOC Web site, n.d.) or “treating someone…less favorable because of their age” (Ibid). ADEA
does not “protect workers under the age of 40” (Age Discrimination, n.d.) nor under the
provisions of the Act is it “illegal for an employer or other covered entity to favor an older
worker over a younger one, even if both workers are age 40 or older” (Ibid). ADEA “forbids
discrimination when it comes to any aspect of employment, including hiring, firing, pay, job
assignments, promotions, layoffs, training, fringe benefits and any other term or condition of
employment” (Age Discrimination & Work Situations, n.d.).
Under ADEA it is also illegal to “harass a person because of his or her age” (Age
Discrimination & Harassment, n.d.) such as “offensive remarks about a person’s age” (Ibid) that
are “so frequent or sever that creates a hostile or offensive work environment or when it results
6. InternAnti-DiscriminationandFLSA Training Overview
in an adverse employment decision (such as the person being fired or demoted)” (Ibid). Please
be advised that under ADEA the aforementioned disparate treatment of individuals over the age
of 40 is clearly illegal. However, you must also remember that under ADEA any “employment
policy or practice that applies to everyone, regardless of age, can be illegal if it has a negative
impact on applicants or employees age 40 or older and is not based on a reasonable factor other
than age” (Age Discrimination & Employment Policies/Practices, n.d.). In legal parlance this is
referred to as disparate impact.
Please make absolutely clear to our associates that it is “unlawful to retaliate against an
individual for opposing employment practices that discriminate based on age or for filing an age
discrimination charge, testifying, or participating in any way in an investigation, proceeding, or
litigation under the ADEA” (Facts About Age Discrimination, n.d.). In general, under ADEA, it
is also “unlawful to include age preferences, limitations, or specifications in job notices or
advertisements” (Job Notices and Advertisements, n.d.). Although, a “job notice or
advertisement may specify an age limit only in the rare circumstances where age is shown to be a
bona fide occupational qualification (BFOQ) reasonable necessary to the normal operation of the
business” (Job Notices and Advertisements, n.d.). Please advise our associates that ADEA
related best practices deem it prudent to inquire regarding an applicant’s age or date of birth
“after the employee is hired” (Pre-Employment Inquiries, n.d.).
In relation to benefits, The Older Workers Benefit Protection Act of 1990 (OWBPA)
amended to ADEA made it unlawful for employers to deny “benefits to older employees”
(Benefits, n.d.), however “in limited circumstances” (Ibid) employers “may reduce benefits
based on age, as long as the cost of reduced benefits to older workers is no less than the cost of
providing benefits to younger workers” (Ibid).
7. InternAnti-DiscriminationandFLSA Training Overview
Disability Discrimination
Title I of the Americans with Disabilities Act of 1990 (ADA) “prohibits private
employers…from discriminating against qualified individuals with disabilities in job application
procedures, hiring, firing, advancement, compensation, job training, and other terms, conditions,
and privileges of employment” (Facts About the Americans with Disabilities Act, n.d.). A
disabled person is described as one that “has a physical or mental impairment that substantially
limits one or more major life activities…Has a record of such an impairment…Is regarded as
having such an impairment” (Facts about the Americans with Disabilities Act, n.d.). Under
ADA, it is also unlawful “to harass an applicant or employee because [they have] a
disability…had a disability in the past” (Disability Discrimination & Harassment, n.d.) by
making “offensive remarks about a person’s disability” (Ibid) that are “so frequent or sever that
it creates a hostile or offensive work environment or when it results in an adverse employment
decision (such as victim being fired or demoted)” (Ibid).
ADA mandates that employers “provide reasonable accommodation to an employee or
job applicant with a disability, unless doing so would cause significant difficulty or expense for
the employer” (Disability Discrimination & Reasonable Accommodation, n.d.). ADA describes
reasonable accommodations as any “change in the work environment (or in the way things are
usually done) to help a person with a disability apply for a job, perform the duties of a job, or
enjoy the benefits and privileges of employment” (Disability Discrimination & Reasonable
Accommodations, n.d.). ADA does not compel employers to “provide an accommodation if
doing so would cause undue hardship to the employer” (Disability Discrimination & Reasonable
Accommodation & Undue Hardship, n.d.). Here, undue hardship refers to the difficulty and
expense of an accommodation, however an “employer may not refuse to provide an
8. InternAnti-DiscriminationandFLSA Training Overview
accommodation just because it involves some cost” (Disability Discrimination & Reasonable
Accommodation & Undue Hardship, n.d.) although an employer “does not have to provide the
exact accommodation the employee or job applicant wants” (Ibid).
ADA “places strict limits on employers when it comes to asking job applicant to answer
medical questions, take a medical exam, or identify a disability” (Disability & Medical Exams
During Employment Application & Interview Stage, N.D.), although employers “may ask job
applicants whether they can perform the job and how they would perform the job, with or
without a reasonable accommodation” (Ibid). Nevertheless, ADA does allow employers to
“condition the job offer on the applicant answering certain medical questions or successfully
passing a medical exam, but only if all new employees in the same type of job have to answer the
questions or take the exam” (Disability & Medical Exams After A Job Offer For Employment,
n.d.).
With respect to current employees, ADA allows employers to inquire regarding medical
conditions or require appropriate medical exams if verification is needed to “support an
employee’s request for an accommodation or if the employee is not able to perform a job
successfully or safely because of a medical condition” (Disability & Medical Exams for Persons
Who Have Started Working As Employees, n.d.). Under ADA all medical records are treated as
confidential and must be kept in separate compartments. Similar to cases of age discrimination,
under ADA, it is unlawful “to retaliate against an individual for opposing employment practices
that discriminate based on disability or for filing a discrimination charge, testifying, or
participating in any way in an investigation, proceeding, or litigation under the ADA” (Facts
About the Americans with Disabilities Act, n.d.).
9. InternAnti-DiscriminationandFLSA Training Overview
Equal Pay/Compensation Discrimination
The Equal Pay Act of 1963 (EPA) mandates that “men and women be given equal pay for
equal work in the same establishment…The jobs need not be identical, but they must be
substantially equal…It is job content, not job titles, that determines whether jobs are
substantially equal” (Facts About Equal pay and Compensation Discrimination, n.d.). EPA
requires that employers pay equal wages to “men and women who perform jobs that require
substantially equal skill, effort and responsibility, and that are performed under similar working
conditions within the same establishment” (Facts About Equal Pay and Compensation
Discrimination, n.d.).
Other laws such as Title VII and ADA also act to “prohibit compensation discrimination
on the basis of race, color, religion, sex, national origin, age, or disability” (Facts About Equal
Pay and Compensation Discrimination, n.d.). Examples of these types of pay/compensation
discrimination are employers who pay employees “with a disability less than similarly situated
employees without disabilities” (Facts About Equal Pay and Compensation Discrimination, n.d.)
without a justifiable explanation, employers who compensate “women or African Americans
below that suggested by the employer’s job evaluation study” (Ibid) while paying men or whites
rates that are “consistent with the level suggested by the job evaluation study” (Ibid) or
employers whose neutral compensation practices result in an “adverse impact on employees in a
protected class and cannot be justified as job related and consistent with business necessity”
(Ibid).
You must inform our associates that the laws against compensation discrimination
include “salary, overtime pay, bonuses, stock options, profit sharing and bonus plans, life
insurance, vacation and holiday pay, cleaning or gasoline allowances, hotel accommodations,
10. InternAnti-DiscriminationandFLSA Training Overview
reimbursement for travel expenses and benefits” (Facts About Equal Pay and Compensation
Discrimination, n.d.). Similar to other anti-discrimination laws also it is unlawful to “retaliate
against an individual for opposing employment practices that discriminate based on
compensation” (Facts About Equal Pay And Compensation Discrimination, n.d.) or to retaliate
against them if they are involved in any manner of form in an compensation discrimination
investigation (Ibid).
Genetic Information Discrimination
You must be aware that as a company we do not collect, gather or purchase genetic
information concerning our past, present and future associates or employment applicants. In
addition, our company’s policy and practice is to treat all “inadvertent acquisitions” (Genetic
Information Discrimination, n.d.) of genetic information or other legally acquired material with
extreme confidentiality and entirely excluded from our employment related decision making
processes. Nevertheless, you must also be aware that under Title II of the Genetic Information
Nondiscrimination Act of 2008 (GINA) “discrimination on the basis of genetic information when
it comes to any aspect of employment, including hiring, firing, pay, job assignments, promotions,
layoffs, training, fringe benefits, or any other term or condition of employment” (Genetic
Information Discrimination, n.d.) is unlawful. Here, it must be mentioned that “an employer
may never use genetic information to make an employment decision because genetic information
is not relevant to an individual’s current ability to work” (Genetic Information Discrimination,
n.d.).
11. InternAnti-DiscriminationandFLSA Training Overview
National Origin Discrimination
Title VII of the Civil Rights Act of 1964 mandates that “it is unlawful to discriminate
against any employees or applicant because of the individual’s national origin…No one can be
denied equal employment opportunity because of birthplace, ancestry, culture, linguistic
characteristics common to a specific ethnic group, or accent” (Facts About National Origin
Discrimination, n.d.). In addition, Title VII also requires that “equal employment opportunity
cannot be denied because of marriage or association with persons of a national origin;
membership or association with persons of a national origin group; membership or association
with specific ethnic promotion groups; attendance or participation in schools, churches, temples
or mosques generally associated with a national origin group; or a surname associated with a
national origin group” (Facts About National Origin Discrimination, n.d.).
You must always keep in mind that Title VII covers all areas of employment “including
hiring, firing, pay, job assignments, promotions, layoffs, training, fringe benefits, and any other
term or condition of employment” (National Origin Discrimination, n.d.). Similar to other anti-
discrimination laws, it is also illegal “to harass a person because of his or her national origin”
(National Origin Discrimination, n.d.) when harassment “is so frequent or sever that it creates a
hostile or offensive work environment or when it results in an adverse employment decision such
as the victim being fired or demoted” (Ibid). Furthermore, under Title VII, employers are not
allowed to utilize general employment practices that have an unfavorable impact (disparate
impact) “on people of a certain national origin and is not job-related or necessary to the operation
of the business” (National Origin Discrimination, n.d.). Please also inform our associates that
“English fluency” (Facts About National Origin Discrimination, n.d.), “English-only rules”
12. InternAnti-DiscriminationandFLSA Training Overview
(Ibid) or other linguistic requirements having to do with accents are only permissible “if it is
needed to promote the safe or efficient operation of the employer’s business (Ibid).
Pregnancy Discrimination
The Pregnancy Discrimination Act (PDA) is an amendment to the Title VII of the Civil
Rights Act of 1964 that outlaws discriminatory employment policies and practices “based on
pregnancy when it comes to any aspect of employment, including hiring, firing, pay, job
assignments, promotions, layoff, training, fringe benefits, such as leave and health insurance and
any other term or condition of employment” (Pregnancy Discrimination, n.d.). Accordingly, any
discrimination that is based on “pregnancy, childbirth, or related medical conditions constitutes
unlawful sex discrimination under Title VII” (Pregnancy Discrimination, n.d.) and “pregnant
employees must be permitted to work as long as they are able to perform their jobs” (Ibid)
including holding a “job for a pregnancy related absence the same length of time that jobs are
held open for employees on sick or disability leave” (Ibid).
PDA also provides for pregnancy related medical conditions by mandating that
employers “provide light duty, alternative assignments, disability leave, or unpaid leave to
pregnant employees if it does so for other temporarily disabled employees” (Pregnancy
Discrimination, n.d.) and make “reasonable accommodations …for a disability related to
pregnancy” (Ibid). Similar to other protected classes, under PDA “it is unlawful to harass a
woman because of pregnancy, childbirth or a medical condition related to pregnancy”
(Pregnancy Discrimination, n.d.) when harassment “is so frequent or sever that it creates a
hostile or offensive work environment or when it results in an adverse employment decision”
(Ibid). You must also inform our associates that under Family and Medical Leave Act (FMLA)
of 1993 “a new parent (including foster and adoptive parents) may be eligible for 12 weeks leave
13. InternAnti-DiscriminationandFLSA Training Overview
(unpaid, or paid if the employee has earned or accrued it) that may be used for care of the new
child” (Pregnancy Discrimination, n.d.).
Race/Color Discrimination
Under Title VII of the Civil Rights Act of 1964, it is illegal to “discriminate against any
employee or applicant for employment because of race or color in regard to hiring, termination,
promotion, compensation, job training, or any other term, condition or privilege of
employment…Title VII also prohibits employment decisions based on stereotypes and
assumptions about abilities, traits, or the performance of individuals of certain racial groups”
(Facts About Race/Color Discrimination, n.d.). Most importantly, you must continuously remind
our associates that race discrimination is considered one of the most egregious and undesirable
types of conduct in our organization and any manner of harassment large or small is viewed by
extreme disfavor in our culture, nevertheless Title VII regards harassment as illegal when “it is
so frequent or sever that it creates a hostile or offensive work environment or when it results in
an adverse employment decision” (Race/Color Discrimination, n.d.).
You must also be cognizant of the subtleties associated with the application of Title VII
in regards to race/color discrimination. As an example, “even if a job requirement is applied
consistently, if it is not important for job performance or business needs, the requirement may be
found unlawful if it excludes persons of a certain racial group or color significantly more than
others (Facts About Race/Color Discrimination, n.d.). Please be advised that Title VII “also does
not permit racially motivated decisions driven by business concerns-for example, concerns about
the effect on employee relations, or the negative reaction of clients or customers…Nor may race
or color ever be a bona fide occupational qualification” (Facts About Race/Color
Discrimination, n.d.).
14. InternAnti-DiscriminationandFLSA Training Overview
Religious Discrimination
Religious orientation is a protected category under Title VII of the Civil Rights Act of
1964 and employment related discrimination “against individuals because of their religion in
hiring, firing, and other terms and conditions” (Facts About Religious Discrimination, n.d.) is
unlawful. Under the provisions of the Act, employers must “reasonably accommodate the
religious practices of an employee or prospective employee, unless to do so would create an
undue hardship upon the employer (Facts About Religious Discrimination, n.d.). Please also be
aware that the aforementioned provisions discussed in earlier sections concerning harassment
and retaliation directed towards other protected categories also applies to matters involving
religious discrimination. However, in the event that accommodating an applicant’s or
employee’s “religious practices…requires more than ordinary administrative costs, diminishes
efficiency in other jobs, infringes on other employees’ job rights or benefits, impairs workplace
safety, causes co-workers to carry the accommodated employee’s share of potentially hazardous
or burdensome work, or if the proposed accommodation conflict with other law” (Facts About
Religious Discrimination, n.d.), the employer may claim “undue hardship” (Ibid) and be relieved
of facilitating such above said accommodation.
Sex-Based Discrimination & Sexual Harassment
Title VII of the Civil Rights Act of 1964 also regards sex as a protected category in
employment matters and any sex oriented discrimination in “any aspect of employment,
including hiring, firing, pay, job assignments, promotions, layoff, training, fringe benefits, and
any other term and condition of employment” (Sex-Based Discrimination, n.d.) is unlawful.
Please emphasize to our associates that regulations against harassment and retaliation or other
protections imbedded in Title VII and discussed in earlier sections are also applicable in this
15. InternAnti-DiscriminationandFLSA Training Overview
particular category. Please also inform our associates that our organization regards any manner
of sexual harassment with particular disfavor and maintain a zero tolerance policy towards this
type of conduct and behavior. In this light any form of sexual harassment such as unwelcomed
comments that compromise the professional, productive and performance oriented nature of our
organizational culture “will not be tolerated” (Facts About Sexual Harassment, n.d.) and will
result in “immediate and appropriate action when an employee complains” (Ibid).
Fair Labor Standards Act (FLSA)
The following are the general requirements of Fair Labor Standards Act (FLSA)
pertaining to our organization. FLSA is the federal law that “establishes minimum wage,
overtime pay, recordkeeping and child labor standards affecting full-time and part-time workers
in the private sector and in Federal, State and local governments” (Handy Reference Guide to the
Fair Labor Standards Act, n.d.). Many states also maintain their own wage oriented statutes that
may be distinct from federal law; nevertheless, our organization must always err on the side of
the more employee-centered set of regulations. In line with the parameters established by FLSA,
we maintain two distinct wage structures labeled as nonexempt and exempt wage
earners/employees.
In line with the provisions of FLSA, all nonexempt employees “are entitled to a
minimum wage of $7.25 per hour…must be paid overtime pay at a rate of not less than one and
one-half times their regular rates of pay after 40 hours of work in a workweek” (Basic Wage
Standards, n.d.). Nonexempt employees under FLSA are not limited in the amount of hours that
they “may work in any workweek” (aged 16 and older) (Fact Sheet #23: Overtime Pay
Requirements of the FLSA, n.d.). Most importantly, please be advised that “The overtime
requirement may not be waived by agreement between the employer and employees….An
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announcement by the employer that no overtime work will be permitted, or that overtime work
will not be paid for unless authorized in advance, also will not impair the employee’s right to
compensation for compensable overtime hours that are worked” (Fact Sheet # 23: Overtime Pay
Requirements of the FLSA, n.d.).
Under FLSA exemptions are provided “from both minimum wage and overtime pay for
employees employed as bona fide executive, administrative, professional and outside sales
employees…certain computer employees…be paid on a salary basis at not less than $455 per
week (Fact Sheet # 17A: Exemptions for Executive, Administrative, Professional, Computer &
Outside sales Employees Under the Fair Labor Standards Act /FLSA, n.d.). Most importantly,
you must inform our associates that “job titles do not determine exempt status…In order for an
exemption to apply, an employee’s specific job duties and salary must meet all the requirements”
(Fact Sheet # 17A, n. d.). As an example, in addition to the minimum salary requirement, for an
executive employee exemption, the individual “must be managing the enterprise…or managing a
…department or subdivision of the enterprise…authority to hire or fire other
employees…or…promotion…of other employees” (Fact Sheet # 17A, n. d.).
In regards to the administrative employee exemption, in addition to the minimum salary
requirement, the individual must perform work “related to the management or general business
operations…the exercise of discretion and independent judgment with respect to matters of
significance” (Fact Sheet # 17A, n.d.). In this light also in regards to the professional employee
exemption, in addition to the minimum salary requirement, the individual must perform work
“requiring advanced knowledge, defined as work which is predominantly intellectual in
character…exercise of discretion and judgment…advanced knowledge in science or
learning…acquired by a prolonged course of specialized intellectual instruction…performance of
17. InternAnti-DiscriminationandFLSA Training Overview
work requiring invention, imagination, originality or talent in a recognized field of artistic or
creative endeavor” (Fact Sheet #17A, n.d.).
In relation to the computer employee exemptions, in addition to the minimum salary
requirement, the individual must be employed “as a computer systems analyst, computer
programmer, software engineer or other similarly skilled worker” (Fact Sheet #17A, n.d.). FLSA
requirements mandate that computer employee exemption does not extend to “employees
engaged in the manufacture or repair of computer hardware and related equipment” (Fact Sheet #
17E, n.d.). In the cases of outside sales exemptions, the individual’s “primary duty must be
making sales…or obtaining orders…for which a consideration will be paid by the client or
customer…the employee must be customarily and regularly engaged away from the employer’s
place or places of business” (Fact Sheet #17A, n.d.).
You must inform all supervisors, managers and HR staff that recordkeeping is an essential
aspect of FLSA and “every covered employer must keep certain records for each nonexempt
worker” (Fact Sheet #21: Recordkeeping Requirements under the Fair Labor Standards
Act/FLSA, n.d.). These records must include the employees’ “name…social security
[#]…address…birth date (if younger than19)…sex/occupation” (Fact Sheet #21, n.d.). The
records must also include all information related to the particular nonexempt employee’s regular
or overtime schedule, wages, deductions, pay rate and the “date of payment and the pay period
covered by the payment” (Fact Sheet #21, n.d.). Our legal obligations, also requires certain legal
and court ordered garnishments (separate from federal/state taxes, social security, etc.) to be
withheld from potential employees’ “disposable earnings” (Fact Sheet #30: The Federal Wage
Garnishment Law, Consumer Credit Protection Act’s Title 3/CCPA, n.d.). The amount of wage
garnishment may not “exceed the lesser of two figures: 25 percent of the employee’s disposable
18. InternAnti-DiscriminationandFLSA Training Overview
earnings, or the amount by which an employee’s disposable earnings are greater than 30 times
the federal minimum wage (currently $7.25 an hour). In child support or alimony obligations
owed by an employee “the garnishment law allows up to 50 percent of a worker’s disposable
earnings to be garnished for these purposes if the worker is supporting another spouse or child,
or up to 60 percent if the worker is not…An additional 5 percent may be garnished for support
payments more than 12 weeks in arrears” (Fact Sheet # 30, n.d.).
7 Questions that will shed further light on Anti-Discrimination & FLSA Related
Matters
Question # 1: Define the concept of constructive discharge: Answer: Anti-Discrimination
laws that are enforced by EEOC also cover constructive discharge which means “forcing an
employee to resign by making the work environment so intolerable a reasonable person would
not be able to stay” (Prohibited Employment Policies/Practices, n.d.).
Question # 2: Give an example of a recruitment practice that may be unlawful under Title VII
and other anti-discrimination regulations: Answer: “An employer’s reliance on word-of-mouth
recruitment by its mostly Hispanic work force may violate the law if the result is that almost all
new hires are Hispanic” (Prohibited Employment Policies/Practices, n.d.). Best practice: In
general, job openings must be advertised in widely circulated media outlets that are to be
accessible by diverse audiences or are produced in diverse communities.
Question # 3: Give an example of a job advertisement that may be unlawful under Title VII and
other anti-discrimination regulations: Answer: “A help-wanted ad that seeks females or recent
college graduates may discourage men and people over 40 from applying and may violate the
law” (Prohibited Employment Policies/Practices, n.d.).
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Question # 4: Define the concept of a reasonable accommodation: Answer: “A reasonable
accommodation is any change in the workplace (or in the ways things are usually done) to help a
person with a disability apply for a job, perform the duties of a job, or enjoy the benefits and
privileges of employment…ramp for a wheelchair…interpreter for a blind or deaf employee or
applicant” (Prohibited Employment Policies/Practices, n.d.).
Question # 5: Does reasonable accommodation also applies to employees’ religious beliefs and
practices: Answer: “An employer may have to make reasonable adjustments at work that will
allow the employee to practice his or her religion, such as allowing an employee to voluntarily
swap shifts with a co-worker so that he or she can attend religious services” (Prohibited
Employment Policies/Practices, n.d.).
Question # 6: Is an “employee who remains at his/her desk while eating lunch and regularly
answers the telephone and refer callers is working” (Fact Sheet #22: Hours Worked Under the
Fair Labor standards Act/FLSA, n.d.): Answer: In this case the “time must be counted and paid
as compensable hours worked because the employee has not been completely relieved from
duty” (Fact Sheet #22, n.d.).
Question # 7: Are employers that are covered under the FLSA and anti-discrimination/EEO
regulations mandated to display specific U.S. Department of Labor and EEOC approved posters
in their place of employment and what are the Web addresses of samples of these posters:
Answer: Yes, by law, all employers that are covered under the FLSA and anti-
discrimination/EEO regulations must display such posters with the following Web addresses:
EEOC Poster: http://www.dol.gov/whd/regs/compliance/posters/minwagebw.pdf
FLSA Poster: http://www.dol.gov/whd/regs/compliance/posters/minwagebw.pdf
20. InternAnti-DiscriminationandFLSA Training Overview
Important Anti-Discrimination, FLSA and HR Related Web Sites
1---The U.S. Equal Employment Opportunity Web site is an indispensable resource that will help
you understand the different anti-discrimination laws and regulations: Web Address:
http://www.eeoc.gov/
2---The U.S. Department of Labor, Wage and Hour Division Web site will help you gain a
strong foundation in Fair Labor Standards Act (FLSA) and other wage related matters. Web
Address: http://www.dol.gov/whd/
3---The Society for Human Resources Management (SHRM) is an authoritative repository of
services, resources and information in the field of HRM and associated disciplines. The
certification and preparatory educational processes of SHRM are widely accepted as the standard
in the HRM field. Web Address: http://www.shrm.org/
4---The Northeast Human Resources Association (NEHRA) is the local chapter of SHRM in our
area of operations including the state of Massachusetts. NEHRA offers valuable educational
resources and provides an indispensable community for her members. Web Address:
http://www.nehra.org/
5---The FindLaw Web site is a general resource containing information in all matters and
applications of law. You may find information on Employment Law, Immigration Law, Civil
Rights Law, Social Security/Retirement Planning, Arbitration/Mediation and other legal matters
in their web site. Web Address: http://www.findlaw.com
21. InternAnti-DiscriminationandFLSA Training Overview
References
Age Discrimination, Retrieved June 16, 2013, form U.S. Equal Employment Opportunity
Commission Web site: http://www1.eeoc.gov//laws/types/age.cfm
Age Discrimination, Retrieved June 16, 2013, from U.S. Equal Employment Opportunity
Commission Web site: http://www1.eeoc.gov//eeoc/publications/age.cfm
Disability Discrimination, Retrieved June 16, 2013, from U.S. Equal Employment Opportunity
Commission Web site: http://www1.eeoc.gov//laws/types/disability.cfm
Facts About Equal Pay and Compensation Discrimination, Retrieved June 16, 2013, from U.S.
Equal Employment Opportunity Commission Web site:
http://www1.eeoc.gov//eeoc/publications/fs-epa.cfm
Facts About National Origin Discrimination, Retrieved June 16, 2013, from U.S. Equal
Employment Opportunity Commission Web Site:
http://www1.eeoc.gov//eeoc/publications/fs-nator.cfm
Facts About Race/Color Discrimination, Retrieved June 16, 2013, from U.S. Equal Employment
Opportunity Commission Web site: http://www1.eeoc.gov//eeoc/publications/fs-race.cfm
Facts About Religious Discrimination, Retrieved June 16, 2013, from U.S. Equal Employment
Opportunity Commission Web site: http://www1.eeoc.gov//eeoc/publications/fs-
religion.cfm
Facts About Sexual Harassment, Retrieved June 16, 2013, from U.S. Equal Employment
Opportunity Commission Web site: http://www1.eeoc.gov//eeoc/publications/fs-sex.cfm
22. InternAnti-DiscriminationandFLSA Training Overview
Facts About the Americans with Disabilities Act, Retrieved June 16, 2013, from U.S. Equal
Employment Opportunity Commission Web site:
http://www1.eeoc.gov//eeoc/publications/fs-ada.cfm
Fact Sheet # 17A: Exemptions for Executive, Administrative, Professional, Computer & Outside
Sales Employees Under the Fair Labor Standards Act (FLSA), Retrieved June 16, 2013,
from U.S. Department of Labor, Wage and Hour Division Web site:
http://www.dol.gov/whd/regs/compliance/fairpay/fs17a_overview.pdf
Fact Sheet #17E: Exemption for Employees in Computer-Related Occupations Under the Fair
Labor Standards Act (FLSA), Retrieved June 16, 2013, from U.S. Department of Labor,
Wage and Hour Division Web site:
http://www.dol.gov/whd/regs/compliance/fairpay/fs17e_computer.pdf
Fact Sheet #21: Recordkeeping Requirements under the Fair Labor Standards Act (FLSA),
Retrieved June 16, 2013, from U.S. Department of Labor, Wage and Hour Division Web
site: http://www.dol.gov/whd/regs/compliance/whdfs21.pdf
Fact Sheet #22: Hours Worked Under the Fair Labor Standards act (FLSA), Retrieved June 16,
2013, from U.S. Department of Labor, Wage and Hour Division Web site:
http://www.dol.gov/whd/regs/compliance/whdfs22.pdf
Fact Sheet #23: Overtime pay Requirements of the FLSA, Retrieved June 16, 2013, from U.S.
Department of Labor, Wage and Hour Division Web site:
http://www.dol.gov/whd/regs/compliance/whdfs23.pdf
23. InternAnti-DiscriminationandFLSA Training Overview
Fact Sheet #30: The Federal Wage Garnishment Law, Consumer Credit Protection Act’s Title 3
(CCPA), Retrieved June 16, 2013, from U.S. Department of Labor, Wage and Hour
Division Web site: http://www.dol.gov/whd/regs/compliance/whdfs30.pdf
Fair Labor Standards Act (FLSA) Minimum Wage Poster, Employee Rights Under the Fair
Labor Standards Act, Retrieved June 16, 2013, from U.S. Department of Labor, Wage
and Hour Division Web site:
http://www.dol.gov/whd/regs/compliance/posters/minwagebw.pdf
Genetic Information Discrimination, Retrieved June 16, 2013, from U.S. Equal Employment
Opportunity Commission Web site: http://www1.eeoc.gov//laws/types/genetic.cfm
Handy Reference Guide to the Fair Labor Standards Act, Retrieved June 16, 2013, from U.S.
Department of Labor, Wage and Hour Division Web site:
http://www.dol.gov/whd/regs/compliance/hrg.htm
National Origin Discrimination, Retrieved June 16, 2013, from U.S. Department of Labor, Wage
and Hour Division Web site: http://www1.eeoc.gov//laws/types/nationalorigin.cfm
OFCCP Equal Employment Opportunity Posters, Equal Employment Opportunity is the Law,
Retrieved June 16, 2013, from U.S. Department of Labor, Office of Federal Contract
Compliance Programs Web site:
http://www.dol.gov/ofccp/regs/compliance/posters/pdf/eeopost.pdf
Perkins, D. (2013, June 17). Announcements. Week 4 Discussion Board. HRM6030 81539
Employee Rights/Employer Oblig SEC 02 Spring 2013 CPS Quarter Graduate[VTL-B-
Second Half Start-OL]. Message posted to
24. InternAnti-DiscriminationandFLSA Training Overview
http://nuonline.neu.edu/webapps/portal/frameset.jsp?url=%2Fwebapps%2Fblackboard%2
Fexecute%2Flauncher%3Ftype%3DCourse%26id%3D_1692878_1%26url%3D
Pregnancy Discrimination, Retrieved June 16, 2013, from U.S. Equal Employment Opportunity
Commission Web site: http://www1.eeoc.gov//eeoc/publications/fs-preg.cfm
Pregnancy Discrimination, Retrieved June 16, 2013, from U.S. Equal Employment Opportunity
Commission Web site: http://www1.eeoc.gov//laws/types/pregnancy.cfm
Prohibited Employment Policies/Practices, Retrieved June 16, 2013, from U.S. Equal
Employment Opportunity Commission Web site:
http://www1.eeoc.gov//laws/practices/index.cfm
Race/Color Discrimination, Retrieved June 16, 2013, from U.S. Equal Employment Opportunity
Commission Web site: http://www1.eeoc.gov//laws/types/race_color.cfm
Religious Discrimination, Retrieved June 16, 2013, from U.S. Equal Employment Opportunity
Commission Web site: http://www1.eeoc.gov//laws/types/religion.cfm
Sex-Based Discrimination, Retrieved June 16, 2013, from U.S. Equal Employment Opportunity
Commission Web site: http://www1.eeoc.gov//laws/types/sex.cfm
Walker, E. M. (2013, June 12). Announcements. Week 3 Discussion Board Learnings.
HRM6030 81539 Employee Rights/Employer Oblig SEC 02 Spring 2013 CPS (VTL-B-
Second Half Start-OL]. Message posted to
http://nuonline.neu.edu/webapps/portal/frameset.jsp?url=%2Fwebapps%2Fblackboard%2
Fexecute%2Flauncher%3Ftype%3DCourse%26id%3D_1692878_1%26url%3D
25. InternAnti-DiscriminationandFLSA Training Overview
Walker, E.M. (2013). 3 Competitive Challenges Influencing HRM, Welcome/Overview to the
Course [PDF document, Camtasia recording]. HRM 6030 Legal Environment Overview
Revised Lecture Notes /Camtesia Recoding 6030 Welcome to Class. Retrieved from
Northeastern University, College of Professional Studies Blackboard Web site:
http://nuonline.neu.edu/webapps/portal/frameset.jsp?url=%2Fwebapps%2Fblackboard%2
Fexecute%2Flauncher%3Ftype%3DCourse%26id%3D_1692878_1%26url%3D
Walker, E.M. (2013). Key Elements of this Chapter, Chapter 1: Hiring [PDF document,
Camtasia recording]. HRM 6030 Legal Environment Hiring Part PDF Notes Revised/
Camtasia Recording: Hiring Part 1. Retrieved from Northeastern University College of
Professional Studies Blackboard Web site:
http://nuonline.neu.edu/webapps/portal/frameset.jsp?url=%2Fwebapps%2Fblackboard%2
Fexecute%2Flauncher%3Ftype%3DCourse%26id%3D_1692878_1%26url%3D