...Managing Talent: General Motors’ Commitment to Diversity Sophia Laing Kaplan University Mt203: Human Resources Management – 02 Dr Dana Williams January 20, 2014 General Motors the automobile giant had problems within its’ company where equal employment opportunities (EEO) were not practised. This resulted in the women and the minorities making complaints to the Equal Employment Opportunity Commision (EEOC) about the disparate treatment that they encounter and the need for something to be done. Such discrimination was evident in the 1980’s and as a result of the complaints, a settlement of $42.4 million dollars was reached between the EEOC and General Motors. Complying with the rules of the EEOC meant that General Motors would therefore place more emphasis and value on promoting diversity within its company thereby eliminating any form of discrimination. The EEOC is responsible for enforcing most of the EEO laws, (Gerhart, Hollenbeck, et.al, 2009). Question 1. Of the activities and accomplishments described in this case, which does General Motors need to do in order to meet legal requirements? Which go beyond legal requirements? General Motors took a step in the right direction when they presented more opportunities for women and minorities. Legally, their only legal obligation is not to discriminate based on an individual’s sex, color, race, religion, and national origin (Gerhart, Hollenbeck, et.al, 2009). Did they have to promote so many women executives? No, they...
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...policies, will give InterClean the strategic advantage to expand. Responsibility will be placed on our supervisory team to successfully integrate employees into our new system. Intensive structural changes, training and evaluations ensure that our organizational structure is aligned with this vision. In response to the anticipated changes and potential challenges, it is my responsibility to explain the considerable impact you, as first-level managers, have on the way employees behave. Exhibiting proper behavior is important and impacts productivity, profit increases, and employee attitude regarding the quality of work life. Supervisory cooperation is necessary to promote high-performance work practices, maintain diversity, equal employment opportunities and fair treatment for employees. Management Behavior Managers must utilize available resources to enhance productivity, quality of work life, and profit by enabling employees to utilize their talents and maximize their usefulness. Managers have considerable impact on employee behavior by influencing their actions and attitudes. Research states that critical factors for business success are (1) recruiting and retaining skilled employees, (2) increasing customer satisfaction, and (3) employing and developing leaders (Clark, 2004). High-performance work practices rely on how effectively managers utilize sources to enhance organizational performance. Our company’s philosophy is demonstrated in the following statement: “People...
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...U.S. Equal Employment Opportunity Laws: Small Business During his presidency the 1920’s, President Calvin Coolidge was famously quoted as saying, “After all, the chief business of the American people is business” . Over ninety years later, this quote still has merit. America is a country that was built on small businesses and continues to survive because of them. Small businesses currently employ close to half of American jobs and are responsible for a majority of job creation . Although small businesses must comply with government laws and regulations in order to operate legally in the United States, there are some exceptions to the rule. The Equal Employment Opportunity Committee states that, “Not all employers are covered by the laws we enforce, and not all employees are protected. This can vary depending on the type of employer, the number of employees it has, and the type of discrimination alleged”. More specific to small businesses, “If a complaint against a business (or some other private employer) involves race, color, religion, sex (including pregnancy), national origin, disability or genetic information, the business is covered by the laws we enforce if it has 15 or more employees who worked for the employer for at least twenty calendar weeks (in this year or last)”. In regards to age discrimination, an employer must have less than 20 employees to be exempt from this law (US EEOC , 2009). The Equal Employment Opportunity...
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...Acts When exploring the many laws and regulations set forth by government it appears the original intentions were to demonstrate compassion for individuals by protecting employees from unfair practices in the workplace. According to U.S. Department of Labor - A Summary of Major DOL Laws (n.d.), The Department of Labor (DOL) administers and enforces more than 180 federal laws. The Fair Labor Standards Act requires employers to pay a minimum wage for regular and overtime work. OSHA administers the Occupational Safety and Health Act to ensure the workplace is free from hazards. The Equal Employment Opportunity Commission (EEOC) protects individuals from discrimination in the workplace in regard to race, color, national origin, religion, sex, age, disability, genetic information, and retaliation for reporting, participating in, and or opposing a discriminatory practice ("Equal Employment Opportunity Commision," n.d.). These are only a few examples of employee workplace protection actions currently in place among the numerous...
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...therefore is not considered a legal document. Mission Nirvana Boutique offers its clients a one-of-a-kind, personally tailored shopping experience. Our unique line of inventory is not available at any other retail outlet. It is our passion to expose our clients to a worldly array of clothing and accessories as we continue to be the leaders in the boutique industry. Policies Harassment Nirvana will not tolerate harassment of any kind, prohibited by law, including race, color, sex, age, religion, national origin, handicap, disability, marital status, or veteran status. According to the The U.S. Equal Employment Opportunity Commission sexual harassment is defined as: Unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature constitute sexual harassment when this conduct explicitly or implicitly affects an individual's employment, unreasonably interferes with an individual's work performance, or creates an intimidating, hostile, or offensive work environment. Sexual harassment can occur in a variety of circumstances, including but not limited to the following: • The victim as well as the harasser may be a woman or a man. The victim does not have to be of the opposite sex. • The harasser can be the victim's supervisor, an agent of the employer, a supervisor in another area, a co-worker, or a non-employee. • The victim does not have to be the person harassed but could be anyone affected by...
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...Employment Laws (Module 5- SLP) Alisa West Trident University Employment Laws Professor Fandrich March 16, 2013 Employment Laws (Module 5- SLP) In reviewing this module I found there was some main legislation laws that ACOSTA needs to consider and be sure they are following and are in compliance with. The need is to be sure that the employee and employer relationship is followed to ensure that all rights are followed and each and everyone has equal opportunities. Some of the most important for ACOSTA are: • Age/date of birth: This is due to ACOSTA hiring people from the age of 18 to retirees. They will need to be sure to read, consider, and be in compliance with this employment law. • Gender, race, religion, and nationality: This law would be on the list to be sure that they are in complete compliance and following the laws as ACOSTA has a diversity of people that hire from all cultures. • Arrest, conviction records: This should be on their list for consideration as most employees of ACOSTA are contracted with grocery stores, warehouse stores, and convenience stores to keep stock and build displays. Most of these jobs would be considered “security sensitive” and arrest records would be needed before a job offer can be made. • Citizenship: This is a legislation that each and every employer must be sure they are handling. • Drug Screens: Legislation on how and when these can be a requirement for fitness for duty and pre-employment offers. Equal employment...
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...Ely's three paradigms of diversity focuses on: (1) discrimination and fairness, (2) access and legitimacy, and (3) learning and effectiveness paradigm as shown. "Most people assume that workplace diversity is about increasing racial, national, gender, or class representation - in other words, recruiting and retaining more people from traditionally underrepresented identity group." [1] This is true for both discrimination and fairness and access and legitimacy paradigms. Although these two paradigms are the most common way that companies approach diversity, they are not the most effective way for companies to manage diversity. Discrimination and fairness paradigm focuses on hiring women and people of color according to the Equal Employment Opportunity federal laws, fair treatment, and recruitment purposes. Companies that use this style to manage diversity will continue to face issues because their employees will feel that they were only hired to fill a void and not really hired based on their qualifications. Employees will not feel as though they are valued or even an asset to the company. The goal with this paradigm is to hire people from diverse backgrounds in order for them to increase its numbers for minorities and women. Access and legitimacy paradigm method is used to hire people to fit in a specific group. The focus is to hire people based on the consumer market. For instance, a company located in "Spanish Harlem" hires Hispanics in order for them to identify with...
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...Introduction Psychosocial hazards are workplace stressors or work organizational determinant that can place pressure on the psychological and physical health of employees which includes absence of social support from superior or colleagues, role uncertainty, absence of rewards and lack of respect for workers and the work they perform (Leka and Houdmont 2010). In this article, research was conducted on a group of Japanese workers to analyse the relationship concerning organizational justice (procedural and interactional) and psychological distress. The purpose of this study is (a) to determine whether low procedural justice and low interactional justice will result in higher risks of psychological distress and (b) to investigate whether it influence more on permanent or non-permanent employees. Summary of article A study was conducted in a manufacturing listed organization situated in Kanton. The overall number of qualified employees considered for the research was 1,017 which comprise of 373 males (365 permanent and 8 non-permanent employees) and 644 females (161 permanent and 483 non-permanent employees), conducted from August 2009 to August 2010. The information was gathered using self-administrated questionnaire except chronic physical conditions and life events which were evaluated by multiple choice questions. The scales includes Organizational Justice Questionnaire, K6 (evaluate psychological distress), Eysenck Personality Questionnaire-Revised (evaluate...
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...Memorandum To: Bradley Stonefield From: Atwood and Allen Consulting Date: 6/14/2016 Re: Employment Laws Compliance Plan In the regards to an Employment Law Compliance Plan for the Landslide Limousine Company, this memo will outline the laws and give consequences that a company needs to comply with regards to employment laws. Complying with these laws will help you to stay out of trouble with the law. Below will be a list of employment laws that the company should comply to: * Title VII of the Civil Rights Act of 1964 * Fair Labor Standards Act * Equal Pay Act of 1963 * Age Discrimination in Employment Act of 1967, as amended in 1986 * Americans with Disabilities Act of 1990, as amended in 2008 * US Equal Employment Opportunity Regulations * Texas Payday Law These are some of the applicable employment laws for the United States. If the business does not comply with these laws it can face consequences like heavy fine and lawsuits leading to heavy settlements. Recommendations on how to stay in compliance with the employment laws are, to keep record of everything, pay not less than minimum wage, and rely on all rules and regulations of employment law. If you need any further help in understanding these laws in depth we will provide you with the resources needed for employment laws. Thank you for letting Atwood and Allen Consulting help with you needs for employment laws to get your business started. We are looking forward to helping you with your Human...
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...firm to maintain a profit. Social regulation relates to the impact of businesses on consumers, workers, the environment, and other interests not specifically tied to business output, prices, and profits. This can be the physical qualities of the goods produced, the conditions under which production occurs, and the impact of production on society. Social regulation exists to increase economic efficiency and society’s well-being by: removing unsafe products; improving working conditions and safety; decreasing economic discrimination; and reducing pollution. Social regulation is very broad in it’s scope and pretty much encompasses all businesses, some more than others. For instance, pretty much all businesses are responsible to provide equal opportunity to the public in their hiring and business practices. OSHA safety regulations affect all workers, but office workers may not be as aware or exposed to the regulations protecting physical safety as much as a factory or...
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...____________________________________________________________ ____________________________________________________________ ________________________________________________________ ADMINISTRATIVE OFFICE 764 South 200 West ● Salt Lake City, Utah 84101 ● (801) 359-2444 Fax (801) 355-1798 www.slcap.org APPLICATION FOR EMPLOYMENT PLEASE PRINT OR TYPE. COMPLETE ALL QUESTIONS AND SIGN. “SEE RESUME” IS NOT A SUFFICIENT RESPONSE TO ANY QUESTION. APPLICANT INFORMATION Last Name Street Address City, State, Zip Code First Middle Mobile Telephone ( ) Home Telephone ( ) Work Telephone ( ) Email Address Best Time of Day to Contact You Wage Desired No Yes No Available Start Date I UNDERSTAND THAT I MUST FILL OUT THIS APPLICATION COMPLETELY. IF PARTIALY COMPLETED IT WILL NOT BE CONSIDERED. Yes Type of Employment Desired Year Round Full Time School Year Full Time Temporary Year Round Part Time School Year Part Time Are you legally eligible for employment in this country? If offered employment, you will be required to provide documentation to verify eligibility. POSITION Position Desired Date of Application How Did You Find Out About the Position? Advertisement Employment Agency Relative Friend Web Site Other List Name________________________________________________________ __________________ List Name________________________________________________________ __________________ List Name________________________________________________________ __________________ List...
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...Resource Management Overview Paper.docx HRM-300 Week 1 Learning Team Charter.docx HRM-300 Week 2 DQ 1.doc HRM-300 Week 2 DQ 2.doc HRM-300 Week 2 DQ 3.doc HRM-300 Week 2 Equal Employment Opportunity Paper.doc HRM-300 Week 2 Human Resource Management Department Brochure.docx HRM-300 Week 2 Week 3 Assignment Outline.doc HRM-300 Week 3 DQ 1.doc HRM-300 Week 3 DQ 2.doc HRM-300 Week 3 DQ 3.doc HRM-300 Week 3 Employee Rights Review.doc HRM-300 Week 3 Learning Objectives Application.doc HRM-300 Week 3 Staffing Plan Paper.doc HRM-300 Week 4 Application of Learning Objectives.docx HRM-300 Week 4 DQ 1.doc HRM-300 Week 4 DQ 2.doc HRM-300 Week 4 DQ 3.doc HRM-300 Week 4 Job Description Worksheet.docx HRM-300 Week 5 DQ 1.doc HRM-300 Week 5 DQ 2.doc HRM-300 Week 5 DQ 3.doc HRM-300 Week 5 Learning Impact Statement.docx HRM-300 Week 5 Learning Objectives Application.doc HRM-300 Week 5 Sustaining Employee Performance Paper.doc General Questions - General General Questions HRM 300 Week 1 Individual Assignment Human Resource Management Overview HRM 300 Week 2 Learning Team Assignment Human Resource Management Department Brochure HRM 300 Week 3 Learning Team Assignment Equal Employment Opportunity and Employee Rights Review Paper HRM 300 Week 4 Individual Assignment Job Description and Recruiting Strategies Worksheet HRM 300 Week 5 Individual Assignment Employee Training...
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...Rights Act, the federal government required some employer to take a direct approach to allowing equality in the workforce to the protected classes. Affirmative action is a a measure taken by the United States Government to redact the effects of past discrimination to minorities in the workplace. Affirmative Action is aimed at offering equal employment opportunities to groups that were otherwise discriminated in the past. The Civil Rights Act of 1964 prohibited discrimination on the basis of “race, color, religion, sex, national origin, disability, or age.” Affirmative action was the measure to ensure those classes were treated equally and given opportunities for hiring, promotions, training and mentoring (Bennet-Alexander & Hartman, 2012). Affirmative action was originated as an idea to require employees to actively engage in the effort at leveling the playing field for minorities. Affirmative action was first mentioned in March of 1961 when President John F. Kennedy presented an executive order that required federal contractors “take affirmative action to ensure that applicants are employed and that employees are treated during employment without regard to race, color, religion, sex, or national origin” (National Archives, 2014). As in the case the case of the 1961 Executive Order, Affirmative Action is does not apply to all...
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...Employee Selection Procedures (UGESP) apply to federal employers and private and public employers subject to Title VII (i.e., those with 15 or more employees), they are guidelines—not law. This means should a covered employer find itself in court on a discrimination claim, the court will apply the standards found in the UGESP to determine whether unlawful discrimination has occurred. Therefore, an employer that has followed the guidelines, including applicant tracking and adverse impact testing, will most likely have a strong, albeit not guaranteed, defense. These guidelines apply only to selection procedures which are used as a basis for making employment decisions. For example, the use of recruiting procedures designed to attract members of a particular race, sex, or ethnic group, which were previously denied employment opportunities or which are currently underutilized, may be necessary to bring an employer into compliance with Federal law, and is frequently an essential element of any effective affirmative action program; but recruitment practices are not considered by these guidelines to be selection procedures. Similarly, these guidelines do not pertain to the question of the lawfulness of a seniority system within the meaning of section 703(h), Executive Order 11246 or other provisions of Federal law or regulation, except to the extent that such systems utilize selection procedures to determine qualifications or abilities to perform the job. Nothing in these guidelines is...
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...Abstract The United States Air Force is expanding and restructuring because of streamlining the first sergeant position no longer exists. However, a new position; Equal Employment Opportunity Specialist (EEOS) is open within the squadron. Key Words: Air Force, equal employment, First sergeant, position, power, restructure, Current Position Because of restructure and streamlining the position, I currently hold, as first sergeant in 45-days will no longer exist. However, my skills and training align with the newly opened Equal Employment Opportunity Specialist (EEOS) within the squadron. Key transferable duties of the first sergeant position include executive leadership and management to include communicating concerns of civilians, officers, enlisted, men, and women to the Commander (Chief Executive Officer/CEO). Those topics include the health, esprit de corps, discipline, mentoring, well-being, career progression, professional development, and recognition of all assigned enlisted members ("Air Force Enlisted Job Descriptions and Qualifications," 2012). The first sergeant is responsible for squadron member’s quality of life and pivotal in ensuring morale and unit cohesion. Squadron First sergeant’s respond to family maltreatment, including identification, and reporting protocols for employees. In addition, First sergeants, direct suspected active duty Air Force family maltreatment offenders to the Family Advocacy Program for comprehensive...
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