...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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...progressive 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:...
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...J. 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...
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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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...____________________________________________________________ ____________________________________________________________ ________________________________________________________ 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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...Human 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...
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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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...quality of product, and suggest changes in working conditions and use equipment to increase efficiency of shop, department, or work crew. Analyzes and resolves work problems, or assist workers in solving work problems. Initiates plans to motivate workers to achieve work goals. Recommends or initiates personnel actions, such as promotions, transfers, discharges, and disciplinary measures Recruiter Supervised military personnel. Established and maintained relationships with hiring managers to stay abreast of current and future hiring and business needs. Interviewed enlisted soldiers and those interested in enlisting, to obtain information on work history, scores related to military employment possibilities, consideration, and selection. Maintain current knowledge of Equal Employment Opportunity and affirmative action guidelines and laws, such as the Americans with Disabilities Act. Prepares reports to staffing levels and status of personnel, evaluate personnel...
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...Human Resources Management This paper will examine human resource strategies, policies and practices and how they relate to the JetBlue Airways case: Starting from Scratch, by Jody Hoffer Gittell and Charles O’Reilly, 2001. We will identify national equal employment opportunity laws that impact JetBlue's hiring practices. We will take a look at their internal and external recruitment methods, personnel selection process’, and their use of the 360-degree feedback evaluation as a performance appraisal method. Lastly, we will discuss discretionary employee benefits and how JetBlue incorporated at least three discretionary employee benefits in their start-up and ramping up process. National Equal Employment Opportunity Laws The National Equal Employment Opportunity Laws began in this country after the end of the Civil War, with the Civil Rights Act of 1866 that is based on the Thirteenth Amendment to the U.S. Constitution. The act declared that "all persons born in the United States not subject to any foreign power, excluding Indians not taxed," were citizens of the United States. Such citizens were "of every race and color" and "without regard to any previous condition of slavery or involuntary servitude." As citizens they could make and enforce contracts, sue and be sued, give evidence in court, and inherit, purchase, lease, sell, hold, and convey real estate and personal property. Persons who denied these rights to former slaves were guilty of a misdemeanor, and...
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...| | | Strategic Staffing & Diversity | | | | | | | | | |Alexia Huggins | |alexiahug@yahoo.com | | | |Keller Graduate School of Management | |Professor Brey ...
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...Women and Minorities Obtaining Executive Positions Doreatha Stokes AIU Online Instructor: Dr. Sharon Felton Unit 3 Individual Project/Argument Draft Abstract This thesis first draft will detail an argumentative pattern of development to include the thesis claim, supporting reasons and evidence regarding the idea that women and minorities have the ability to obtain an executive position if they strive to succeed. This paper will demonstrate the use of formal tone and style, while avoiding any personal pronouns of why women should not allow negative influences to deter them from reaching their highest levels of perfection. This paper will display cited and researched information regarding the need for women and minorities to continue to hone in on their strong points, and the need to continue to pursue their strengths while helping to make a change in the way society views them in the work force. Recognizing the very thought that some organizations do not support or guarantee that there would not be some form of bias or bigotry, this paper will display alternatives to insure more effective way to control this very issue. Statistics will provide conformation that no one should allow negative influence to stop them from reaching their goals as an executives. Thesis It is commonly known that in today’s society women are viewed as homemakers, and caregivers. When encouraging women to stay in the workplace it can seem as family unfriendly, says Lynn Utter, (2006) chief...
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...largest private employer in the world with over two million employees, and is the largest retailer in the world. This paper assesses how viable employee relations practices contributed to Wal-Mart’s success as an employer. It also identifies how benefits may contribute to the success of Wal-Mart’s employment practices. Lastly, it describes how the organizational culture and the use of performance criteria could affect the introduction of a union and why Wal-Mart has not been effectively unionized over the years. Wal-Mart is one of the biggest retailers in the world (Wexley, 2011). Its business is the result of Sam Walton's visionary leadership, along with generations of associates focused on helping customers and communities save money and live better. Based on the ideals of Sam Walton, Wal-Mart founder, respect for the individual is the key to success. That individual respect is expected to be given to customers as well as employees every time. Wal-Mart believes that everyone matters and the strength of diversity increases when every associate is encouraged to meet his or her potential. In 2006 Wal-Mart created the Employment Practices Advisory Panel to evaluate and guide employment practices and diversity ad inclusion initiatives. Wal-Mart empowers their employees to strive to gain as much knowledge as possible through learning, enhancement, and employee ownership. Wal-Mart nurtures an atmosphere to encourage greater execution and employee empowerment in order to bring...
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...PIEDMONT AIRLINES EMPLOYMENT APPLICATION | | |PERSONAL INFORMATION | |LAST NAME FIRST NAME |ALIAS OR NICKNAME |SOCIAL SECURITY NUMBER | |MIDDLE INITIAL | |224-71-6419 | |Boswell William D | | | |RESIDENT ADDRESS CITY STATE |PRIMARY PHONE |ALTERNATE PHONE | |ZIP CODE | | | | |720-271-6464 | | |9601 Alfaree Road Richmond VA 23237 ...
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...on 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...
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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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