Running Head: BITCOIN WALLET 1 BITCOIN WALLET 2 Bitcoin Wallet Student’s Name: Sandeep Kumar Jannu Professor’s Name: Micheal Soloman Date: 08/09/2019 Question 1: Set up your own Bitcoin wallet and take a screen shot that includes My Bitcoin URI and Address.  MHR 6401, Employment Law 1 Course Learning Outcomes for Unit V Upon completion of this unit, students should be able to: 1. Discuss the legal significance of the employer-employee relationship. 1.1 Explain the regulation of wages and hours under the Fair Labor Standards Act (FLSA). 1.2 Assess the legal issues surrounding FLSA that employers face. 4. Characterize conduct that violates federal anti-discrimination laws in employment. 4.1 Determine the elements of a prima facie case of pay discrimination under the Equal Pay Act. Course/Unit Learning Outcomes Learning Activity 1.1 Unit Lesson Chapter 12 Unit V Case Study 1.2 Unit Lesson Chapter 12 Unit V Case Study 4.1 Unit Lesson Chapter 12 Unit V Case Study Reading Assignment Chapter 12: Wages, Hours, and Pay Equity, pp. 419–455 Unit Lesson In a 2013 survey by the Society of Human Resource Management (SHRM as cited in Miller, 2014), 60 percent of employees rated pay as “very important” and 36 percent rated it as “important.” These ratings made pay the top contributor to overall job satisfaction, surpassing job security. While pay may not always take the top spot in survey results such as the SHRM survey, pay is usually much higher among the leadership of an organization, and the significance and sometimes disparity of pay in the employer-employee relationship cannot be refuted (Miller, 2014). Employees rely on compensation to support themselves and their families. Employers have an interest in holding expenses down, including pay, but must pay what the market requires for talent that drives the organization’s success. Employees want equitable pay relative to their coworkers and commensurate with their skills. Employers must navigate complex legal regulation of wages and hours, as individual states become more active in adding regulations and requirements to existing federal law. UNIT V STUDY GUIDE Wages and Hours MHR 6401, Employment Law 2 UNIT x STUDY GUIDE Title As pay and compensation is an issue that affects every worker in an organization, human resources must play a key role in setting policy and insuring practices are fair and compliant. At the federal level alone, there are five laws that address compensation and equal pay. Title VII of the Civil Rights Act of 1964 prohibits discrimination based on race, color, national origin, gender, and religion in pay and pay-related terms of employment, including promotion and job placement. The first bill signed into law by President Obama was the Lilly Ledbetter Fair Pay Act of 2009. It addressed the situation where the discriminatory act that caused an employee in a pro ...

1. Running Head: BITCOIN WALLET 1
BITCOIN WALLET 2
Bitcoin Wallet
Student’s Name: Sandeep Kumar Jannu
Professor’s Name: Micheal Soloman
Date: 08/09/2019
Question 1: Set up your own Bitcoin wallet and take a screen
shot that includes
My Bitcoin URI and Address.
MHR 6401, Employment Law 1
Course Learning Outcomes for Unit V
Upon completion of this unit, students should be able to:
1. Discuss the legal significance of the employer-employee
relationship.
1.1 Explain the regulation of wages and hours under the Fair

2. Labor Standards Act (FLSA).
1.2 Assess the legal issues surrounding FLSA that employers
face.
4. Characterize conduct that violates federal anti-discrimination
laws in employment.
4.1 Determine the elements of a prima facie case of pay
discrimination under the Equal Pay Act.
Course/Unit
Learning Outcomes
Learning Activity
1.1
Unit Lesson
Chapter 12
Unit V Case Study
1.2
Unit Lesson
Chapter 12
Unit V Case Study
4.1
Unit Lesson
Chapter 12
Unit V Case Study
Reading Assignment
Chapter 12: Wages, Hours, and Pay Equity, pp. 419–455

3. Unit Lesson
In a 2013 survey by the Society of Human Resource
Management (SHRM as cited in Miller, 2014), 60
percent of employees rated pay as “very important” and 36
percent rated it as “important.” These ratings
made pay the top contributor to overall job satisfaction,
surpassing job security.
While pay may not always take the top spot in survey results
such as the SHRM survey, pay is usually much
higher among the leadership of an organization, and the
significance and sometimes disparity of pay in the
employer-employee relationship cannot be refuted (Miller,
2014). Employees rely on compensation to support
themselves and their families. Employers have an interest in
holding expenses down, including pay, but must
pay what the market requires for talent that drives the
organization’s success. Employees want equitable pay
relative to their coworkers and commensurate with their skills.
Employers must navigate complex legal
regulation of wages and hours, as individual states become more
active in adding regulations and
requirements to existing federal law.
UNIT V STUDY GUIDE
Wages and Hours

4. MHR 6401, Employment Law 2
UNIT x STUDY GUIDE
Title
As pay and compensation is an issue that
affects every worker in an organization,
human resources must play a key role in
setting policy and insuring practices are
fair and compliant. At the federal level
alone, there are five laws that address
compensation and equal pay. Title VII of
the Civil Rights Act of 1964 prohibits
discrimination based on race, color,
national origin, gender, and religion in pay
and pay-related terms of employment,
including promotion and job placement.
The first bill signed into law by President
Obama was the Lilly Ledbetter Fair Pay
Act of 2009. It addressed the situation
where the discriminatory act that caused
an employee in a protected category to be
paid less than a similar situated coworker
but was unaware of the disparity until it
was too late to sue. This law provides that
each paycheck of discriminatory wages is
a violation of Title VII.
Title VII addresses wage discrimination based on any protected
status. However, as women have grown to
comprise almost half of the U.S. workforce, equal pay as a
gender issue has garnered a great deal of
attention. Despite the passage in 1963 of the third federal law

5. addressing pay, and specifically pay for women
relative to men, women on average earn 79 cents of every dollar
earned by men (U.S. Equal Employment
Opportunity Commission [EEOC], 2016). The Equal Pay Act
requires that employers pay men and women
equally in the same establishment when they perform jobs that
require the same skill, effort, and
responsibility, and when the job is performed under similar
working conditions. Employers can defend pay
differences by proving that pay differences are seniority-based,
established with a merit or incentive system,
or a factor other than sex, such as education or training relevant
to the job (EEOC, n.d.).
Equal Pay Act cases tend to be hard to prove, often because of
the broad range of factors that can be a factor
other than sex. Oftentimes, employers chalk up salary
differentials to negotiation skills. However, in a federal
appeals court case, the court held that an employer is not
allowed to satisfy its obligation of proving a wage
disparity was based on a factor other than sex by showing that
the male negotiated a higher salary (Drum v.
Leeson Elec. Corp., 2009). A female human resource manager
was promoted into another position and her
male replacement negotiated a salary of more than $20,000
more than the female had been paid. The court
held that the employer had not justified the difference in the
two employees’ pay. The court also rejected the
employer’s argument that the replacement was hired under a
new salary structure that was tied to market
rates, while the female employee had been hired under an
earlier policy that set pay at slightly below market.
Employers should therefore be cautious in allowing negotiation
to create a salary disparity unless there are
also skills, experience, or some other objective factor not
related to sex that justify a difference. Further, if a

6. higher rate of pay for a successor is desired, the employer
should consider making salary adjustments for
employees in the same position.
As part of the efforts to investigate and identify potential pay
discrimination, EEOC has adopted new a EEO-1
Report requiring employers with more than 100 employees to
submit pay information. The EEO-1 Report is a
document that for the length of the EEOC’s existence has
required some employers to collect and submit
data on employees’ race, ethnicity, and sex in 10 job categories.
Beginning in 2018, employers with more
than 100 employees will need to require and report W-2 income
data for employees in the 10 job categories,
broken down by 12 pay bands. In addition, employers must
report hours worked by employees in each job
category and pay band. Actual hours worked must be reported
for nonexempt employees, and for exempt
employees, who generally do not track their hours, employers
may use 40 hours per week for full-time and 20
hours per week for part-time employees, or provide actual hours
if the hours are tracked (EEO-1 Joint
Reporting Committee, n.d.).
President Obama signs into law the Lilly Ledbetter Act on
January 29, 2009.
(Boghosian, 2009)
MHR 6401, Employment Law 3
UNIT x STUDY GUIDE

7. Title
The other federal laws that address pay discrimination are the
National Labor Relations Act (NLRA) and
Executive Orders (EO) applicable to federal contractors. The
NLRA prohibits employers from taking adverse
action against non-supervisory employees for discussing their
wages or other working conditions with
coworkers, even if there is no union involved. The issues under
this law are discussed in another unit. For
federal contractors, EO 11246 mirrors Title VII by prohibiting
pay and other discriminations by federal
contractors and subcontractors. The Obama Administration
increased regulation of federal contractors
through EO 13665, which became effective in January 2016,
prohibiting firing or discriminating against
employees and applicants who ask about, discuss, or disclose
their own pay or that of another employee or
applicant. Additionally, EO 13673 requires that effective
January 2017, federal contractors must provide a
“paycheck transparency” notice to all workers on a weekly basis
specifying the hours and overtime hours
worked for nonexempt employees, rate of pay, gross pay, and
itemized additions to or deductions from gross
pay (Executive Order No. 13665, 2014).
The action in the pay equity area has by no means been limited
to the federal government. Several states
have enacted tough laws on fair pay that go beyond the Equal
Pay Act, and more states are expected to
follow. California, New York, Maryland, and Massachusetts led
the way with new laws that broaden the
definition of jobs that are regarded as comparable for purposes
of comparing the pay of males and females.

8. The standard used is substantially similar as opposed to the
substantially equal standard under the Equal
Pay Act.
Employers must continue to work to ensure that pay remains a
positive term of employment and not subject
to challenge by federal or state agencies or the employer’s
workers. HR professionals must review pay
practices, identify any issues, and correct areas of pay disparity.
Pay in some areas may need to be adjusted
upward to rectify areas of inequality. These costs will be lower
than the legal and public relations costs of
being sued for pay discrimination.
The federal Fair Labor Standards Act also regulates wages and
hours. This is an area especially fraught with
risk for employers; wage and hour cases are the most active
types of litigation in the area of employment law.
According to Vehling (2016), litigation in this area has
exploded since 2000, and the number of cases have
increased every year to a high of almost 9,000 filings in 2015.
Issues that fuel this explosion in litigation
include minimum wage rate hikes passed by many states and
municipalities, issues related to independent
contractor classification, and joint employer issues.
There are many hot areas in the wage and hour realm, and one
of those is the use of unpaid interns. The
DOL uses a restrictive six-factor test to determine if the intern
is appropriately unpaid. Appellate courts have
recently rejected this test in favor of a primary beneficiary test,
which applies flexible factors to determine the
primary beneficiary of the interns’ work – the organization or
the individual. Key factors that an employer
should consider in designing an intern program include a
duration that is not excessive in terms of the period

9. of beneficial learning and the displacement of paid employees
by the intern so that interns are not doing work
that would otherwise be done by paid workers.
Perhaps the most significant development in the wage and hour
area in decades was derailed in 2016 after a
federal judge issued a preliminary injunction just days before
new regulations were initially set to become
effective on December 1, 2016. The new rules were set to make
over four million exempt employees eligible
for overtime pay. Under existing rules, employees who make up
to $23,660 annually and engage in work that
is exempt under the administrative, professional, or executive
exemptions do not have to be paid overtime.
The new rules would have required that an employee must make
at least $47,476 per year and perform
exempt work to avoid having to be paid overtime pay. Further,
the $47,476 amount was to increase every
three years to keep pace with inflation. However, a federal court
prevented the regulation from going into
effect and put the future of the regulation into question when it
ruled that the “significant increase to the salary
level creates essentially a de facto salary-only test” (Nevada v.
U.S. Dep’t of Labor, 2016, p. 14). In Nevada v.
U.S. Dep’t of Labor, (2016) the court held that “Congress did
not intend salary to categorically exclude an
employee with EAP [executive, administrative, and
professional] duties from the exemption” (p. 14). This
regulation, or another version of this regulation, may still be
considered and implemented in the future.
In the busy areas of employment law that relate to pay and
hours worked, HR professionals must stay
updated on recent developments, ahead of regulators, and in
tune with the needs and goals of applicants
and workers.

10. MHR 6401, Employment Law 4
UNIT x STUDY GUIDE
Title
References
Boghosian, J. (2009, January 29). President Barack Obama signs
Lilly Ledbetter Fair Pay Act of 2009
[Photograph]. Retrieved from
https://obamawhitehouse.archives.gov/blog/2014/04/08/taking-
action-
honor-national-equal-pay-day
Drum v. Leeson Elec. Corp., 565 F.3d 1071 (8th Cir. 2009).
EEO-1 Joint Reporting Committee. (n.d.). Standard Form 100,
Rev/ March 2018, Employer information report
EEO-1 instruction booklet. Retrieved from
https://www.eeoc.gov/employers/eeo1survey/2017survey-
instructions.cfm
Executive Order No. 13665, 79 Fed. Reg. 20749 (Apr. 11,

11. 2014).
Miller, S. (2014, May 12). Why pay is driving employee
satisfaction. Retrieved from
https://www.shrm.org/resourcesandtools/hr-
topics/compensation/pages/pay-drives-satisfaction.aspx
Nevada v. U.S. Dep’t of Labor, Civil Action No. 4:16-CV-
00731 (E.D. Tex. 2016).
U.S. Equal Employment Opportunity Commission. (n.d.). Facts
about equal pay and compensation
discrimination. Retrieved from
https://www.eeoc.gov/eeoc/publications/fs-epa.cfm
U.S. Equal Employment Opportunity Commission. (2016).
Written testimony of Lisa M. Maatz Vice President
of Government Relations American Association of University
Women. Retrieved from
https://www.eeoc.gov/eeoc/meetings/3-16-16/maatz.cfm
Vehling, A. (2016, January 12). FLSA class actions to hit
record high in 2016. Law360. Retrieved from
http://www.law360.com/articles/745603/flsa-class-actions-to-
hit-record-high-in-2016
Suggested Reading
The following PowerPoint presentations are supplements to the

12. textbook chapter readings and are provided
for further knowledge and review of the unit materials.
Chapter 12:
Click here to access the PowerPoint presentation.
Click here to access a PDF file of the PowerPoint presentation.
Learning Activities (Nongraded)
Nongraded Learning Activities are provided to aid students in
their course of study. You do not have to submit
them. If you have questions, contact your instructor for further
guidance and information.
At the end of each chapter of your textbook, scenario-driven
questions provide legal issues and realistic
situations that relate to employment law. Exploring these
questions allows you the opportunity to further your
understanding of the concepts in each chapter and prepares you
for similar situations you may encounter in
your workplace.
n your textbook on pages
455–457.
https://online.columbiasouthern.edu/bbcswebdav/xid-
70588584_1
https://online.columbiasouthern.edu/bbcswebdav/xid-
70588564_1