...something on someone's tablet and the volume was apparently rather loud. One of CapraTek’s clients was passing through the room, heard at least part of the video and found it extremely inappropriate. Due to this incident CapraTek may have lost a major order because of this. There were several employees who were involved and have issued statements about the incident (CapraTek Media Case). CapraTek’s way of communication their policies and missions could be an explanation on why this type of behavior is happening. An organization has to make sure that their mission and policies are communicated with in the organization. There needs to be an updated discrimination policy that should be communicated to employees. The policy should state that a discrimination policy has been implemented due to concerns of discrimination acts rising. The purpose of the policy is to provide information about ways to prevent and respond to discrimination if it shall happen. This way CapraTek can achieve the two goals they have are trying to achieve: 1. To reduce the probability of discrimination in the workplace, and 2. To ensure that any incident, complaint, or report of workplace discrimination is taken seriously and dealt with appropriately. In order for this type of incident not to happen again, CapraTek will need to use a tort theory to restructure their policies and...
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...key factors that led to the breakdown of industrial relations at HMSI. The HR polices of HMSI were adopted from its parent company, HMCL, which is a Japanese company. Even though the HMSI had very good HR policies in place, the management in India failed to implement the company’s written HR policies, which had created a collapse in the industrial relations at HMSI. Further, the following incidents that took place in HMSI had created a rift between the workers and the management. HR Policies v. Managers’ practices Incident 1: Gift - When employees refused to accept the low value Diwali (a major festival in India) gift, the management never listened to employees demand and transferred the value of the gift to employees salary account without their consent. Incident 2: Movement Sheet – Employees were required to sign the movement sheet for every break, including drink and restroom break. Further, a worker stopped the conveyer belt, when he was denied permission to use the restroom, which had created resentment among employees towards the management. Incident 3: Strict Leave Policy – Workers were denied leaves even for some serious and emergency situations. And the workers were asked to leave the company if they could not perform up to expectation. Incident 4: Shift changes – Employees were not allowed to make temporary shift changes and some employees even received the threat of termination. Incident 5: Partiality – Many managers showed partiality to few workers and posted...
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...JH Date: September 25, 2013 Case 11: Investigating a Sexual Harassment Case Step 1: HR Problem Identification Mary Booth, a SenGlas Company Shipping Coordinator, came to the HR Manager James Tilden and said she wanted to file a formal complaint against one of her coworkers for his harassing behavior. The coworker, Bob Simonsky, had made false accusations about Mary to Ginny Miller, revved his forklift engine and drove straight at Mary while laughing and slammed the metal forks of his fork-lift on the ground in an intimidating manner. In addition, he continuously refused to take directions from Mary about which trucks to load or unload, twice had thrown a cigarette butt at her and regularly tore up instructions she left for him. Two other fork lift drivers, John Griffin and Henry Jackson, had overheard Simonsky say that women did not belong in the warehouse area and that he preferred working with men and the he had told another worker, Henry Mueller, that “Booth had f***** with the wrong person and that when he got through with her not even Jesus Christ himself would be able to save her.” When Mary first started in the position as Shipping Coordinator, Simonsky had told her, “I hate that maggot”, referring to Sally Jenkins, the previous Shipping Coordinator, “I should have killed her when I had the chance.” Step 2: Identify Cause(s) of HR Problem First, James Tilden reads up on the current Sexual Harassment Policy. It states “all employees are entitled to work in...
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...Effective HR Measurement Techniques Article Case Study ------------------------------------------------- ------------------------------------------------- Introduction As the significance of human resource increases in the world of business, so does also the need to ensure and certify its effective management. This is why organizations strive fiercely in the war for talent. A great pull of productive employees will acquire a great competitive advantage for the organization. Most of the companies today were engaged to investing amount of money, time, effort and other resources just to have a good advertisement and recruitment strategies to attract the best and suitable candidates. Yet when it comes to actually assessing which job candidates or applicants are likely to perform and do the job well and effectively that can make the most important contributions to the organization, it’s the time for the management to do the necessary assessments and effective measurement techniques to apply in the instance. In order to make a good selection, the hr people should consider on what particular measurement techniques and tools to be used because it is a cost to the organization it is very substantial to select and do effective assessments to guide selection decisions. There are enormous selection techniques and different types of formal assessments used by the companies of today. The first step in developing or selecting on what particular assessment method to use for...
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...investor testing research projects The delivery of HRS was involved in this action. The rules are going to be made upon receiving feedbacks. Pg13 Length of time to respond to written requests for no-action letters (NAL), exemptive applications, and written interpretive requests. Timeliness of responses to requests for informal guidance received by the trading & markets dedicated hotline or email box. HRS need to plan the job procedures and policies for staff to follow so that they could maintain the efficiency of servicing people, also HRS need to select qualified employees to serve people, because everything is related to law and security, no mistake is allowed and it would cause serious consequences. Task2 a) The areas required are recruitment plan, recruitment policy, training & development policy, anti-discrimination policy, occupational health & safety (OH&S) policy and performance management. b) Recruitment plan made for clarify company’s needs for different areas and on the other hand save the expanses on unnecessary staff. Recruitment policy includes skill selections are used to choosing staff whom got qualified skills that suitable for the company. Training and development policy used for enhance existing staff’s ability to take higher level of job. Anti-discrimination and OH&S policies are used to ensure all staff works in a healthy and safe environment. Task3 a) Action plan Activity | timeline | Application | Resources...
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...------------------------------------------------- ENTERPRISE CONTINUITY PLANNING FXT2 TASK 2 November 10, 2015 chrystal kimbrough WGU November 10, 2015 chrystal kimbrough WGU EXPLANATION SUMMARY ENTERPRISE CONTINUITY PLANNING A company’s worst fear came to fruition when an employee hacked into his own records on the human resource system and was successful in modifying their own records. The employee gave himself an increase in pay by increase his base salary rate. The employee had success in performing this crime by spoofing an IP address, allowing their self the ability to eavesdrop on the network. By spoofing the specific IP address, the employee was able to find the location of the data and successfully modified it for their gain. After the fact, the employee received two paychecks containing the fraudulent salary. An auditor, who was effectively performing their job duties, became aware of the fraudulent acts of the employee, and thus sent an email to several pertinent individuals within the organization making them aware of the situation and that there is potentially a discretion with the employee’s paycheck. Probably on the “look-out” for reaction from their errant ways, the employee somehow was able to intercept the emails that were intended for the original recipients. The employee then created falsified responses, posing them to seem as if they were coming from the intended individuals that the original email was sent to. This exchange went on back and...
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...Randall Denny’s Taser download showed he spark tested his Taser for one second at 0509 hours on Saturday, September 26, 2015 (day of the incident). It didn’t spark again until 0502 hours the next day. Case Summary On September 26, 2015, Sergeant John Arvin was assigned by the chain of command to conduct an administrative investigation reference an in-custody death involving 18-year-old, black male, Terrell Day. While there are no specific allegations against apprehending IMPD Officer Randall Denny, this investigation reviewed all aspects of the incident, including the 911 audio from the Burlington Coat Factory Loss Prevention officer reference the shoplifting allegation inside the Washington Square Mall at...
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...CASE #1 WHEN THE WORKPLACE BECOMES A CRIME SCENE On the morning of September 8, 2009, security cameras showed Annie Le, a doctoral student in the Yale School of Medicine’s Department of Pharmacology, entering the campus building in which she worked as an animal researcher. When Le failed to return home that evening, her roommates reported her missing to local police. Because security footage didn’t show Le leaving the building, authorities immediately closed it off, and Le’s body was found five days later, hidden inside a wall in a basement laboratory. She had been strangled. It was September 13 – the day on which Le, 24, was to be married. On September 17, police arrested Raymond Clark III, also 24, a lab technician who’d been working in the building on the day that Le disappeared. As of this writing, neither Clark nor the police have indicated any motive, but New Haven police chief James Lewis is on record as saying, “This is not about urban crime, university crime, [or] domestic crime, but an issue of workplace violence, which is becoming a growing concern around the country.” How much concern? In 2007, the last year for which there is reliable data, there were more than 5,600 work-related deaths in the United States. Of these, 864, or 15 percent, were due to assaults or other violent acts; homicides accounted for 628 deaths, or 11 percent of the total, with murder passing “Contact with objects and equipment” to take over the number-two spot in cause of workplace...
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...Tokyo Preface XXII Acknowledgments xxv Strategic Human Resource Management: An Overview 3 Chapter Objectives 2 HRM in Action: Not HR Branding, Employer Branding 3 Human Resource Management 4 Human Resource Management Functions 5 Staffing 5 • Trends if Innovations: Measuring Quality of Hire in Today's Environment 6 Human Resource Development 6 Compensation 7 / Safety and Health 7 Employee and Labor Relations 7 Human Resource Research 8 Interrelationships of HRM Functions 8 Dynamic Human Resource Management Environment 8 Legal Considerations 8 Labor Market 9 Society 9 Unions 10 Shareholders 10 Competition 10 Customers 10 Technology 10 Economy 11 Unanticipated Events 11 How Human Resource Management Is Practiced in the Real World 11 HR's Changing Strategic Role: Who Performs the Human Resource Management Tasks? 11 Human Resource Manager 12 HR Outsourcing 12 HR Shared Service Centers 13 Professional Employer Organizations (Employee Leasing) 13 Line Managers 14 HR as a Strategic Partner 14 A Strategic HR Example 16 A Strategic HR Audit 16 Human Capital Metrics 17 Human Resource Designations 18 Evolution of Human Resource Management: Moving into Strategic HR 18 Evolving HR Organizations 19 Scope of This Book 20 • A Global Perspective: Cultural Differences in Global HR 22 SUMMARY 23 KEY TERMS 24 QUESTIONS FOR REVIEW 24 HRM INCIDENT 1: HR AFTER A DISASTER 24 HRM INCIDENT 2: DOWNSIZING 25 NOTES 25 PART TWO: ETHICAL, SOCIAL, AND LEGAL CONSIDERATIONS 28 Business Ethics and Corporate...
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...because working conditions are so unpleasant or difficult that a reasonable employee would feel compelled to resign. The employee must provide evidence or notification, in writing, regarding the cause for them choosing to resign and then allow the employer fifteen days to respond, in writing, to those allegations. In order to prove that there was a constructive discharge the employee, or in this case the former employee, must “preponderance of the evidence that the articulated reasons are a pretext for discrimination” as noted in Duffy V. Paper Magic Group Inc. 1988. Also as noted in this case it is very difficult for the former employee to provide evidence that this was the case. In the United States Supreme Court decision in the Pennsylvania State Police V. Suders 2004 it was shown that the former employee, Suders, had failed to use the procedures that were set up by her employer to deal with the issue that lead to the suit for constructive discharge. If we have evidence that there was no formal complaint or report of our former employee then we are very likely to have the case ruled in our favor.B. There are several areas under Title VII of the Civil Rights Act of 1964 that are...
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...Case One – Tenneco MGT 410 October 10, 2014 PART 1: PROBLEM IDENTIFICATION Tenneco is an oil rig company located off the shore in the Gulf of Mexico. On an annual basis the company loses about 3 million dollars due to rig’s averaging 3 lost time injuries per month and 9 non-lost time injuries. In May 1987 one of the rigs reached a milestone of working one full year without a lot-time injury. The president of the company was so impressed with the crew on the rig that we flew in personally to present the crew with a bronze plaque. On top of that the crew was awarded prizes averaging about $200 which were to be delivered in July 1987. But in June 1987, Joe Herbert a supervisor on the rig informed the human resource that he had an unreported accident in November 1986 and due to the accident he is going to need back surgery. Even though it was the company’s policy to record all accidents this accident was not recorded. To make things worse Joe had at ATV accident in May and due to him not reporting the accident right away. PART 2: POSSIBLE SOLUTIONS There are four key issues that need to be addressed; should the crew still be awarded the prizes, ,why wasn’t the incident reported, is there any way to prove that Joe’s back injury is caused from the ATV accident verse the work incident, and lastly are there any other safety programs should be in place. The easiest issue to resolve is to decide if the crew should still be awarded the prizes. Should the crew still...
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...DIPLOMA IN BUSINESS MANAGEMENT (DBM) Specializations :- Human Resource Management Note: - Solve any 4 Case Study All Case Carry equal Marks. Case 1 :- Meeting the Challenge of Sexual Harassment At an office of Goldman, Sachs and Company in Boston, some male employees allegedly pasted photos of bare-breasted women on company newsletters, next to biographies of new female employees (suggesting that the photos were pictures of the new staff members). Copies of the newsletters were circulated around the office. Sexist literature such as “The Smart Man’s Creed or Why Beer Is Better Than Women” (“After you’ve had a beer, the bottle is still worth a dime”) was allegedly also distributed. Kristine Utley, a former Goldman sales associate, has made these allegations in a suit charging that the environment at Goldman, Sachs constitutes sexual harassment. Fired for refusing a transfer to a New York office, she is suing to gain reinstatement and damages and to eliminate the harassment. Joanne Barbetta has filed a similar suit seeking damages for harassment caused by an environment that she asserted “was poisoning my system.” Ms. Barbetta reports that during her tenure as a clerk at Chemlawn, male employees circulated pornographic magazines and pinup posters. She viewed a slide presentation that included suggestive pictures (e.g., a nude woman) put there, according to management...
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...think that Mr chapman should have went to HR and ask them to investigate the accusations that Mr Peters brought to him.When investigating allegations of sexual harassment, EEOC looks at the whole record: the circumstances, such as the nature of the sexual advances, and the context in which the alleged incidents occurred. A determination on the allegations is made from the facts on a case-by-case basis. Then bring Ms Anderson in the office with a female from HR dept and discussed her behavior. Let her know that her behavior would not be tolerated and that there was laws that to protect people against sexual harrassment.. 2. Do you think Peters had the basis for a sexual harassment claim against Anderson? Yes, because Ms Anderson had " developed an unwholesome personal attraction" to Mr peters, not only at work but at his residence too. Although the law doesn’t prohibit simple teasing, offhand comments, or isolated incidents that are not very serious, harassment is illegal when it is so frequent or severe that it creates a hostile or offensive work environment or when it results in an adverse employment decision It is unlawful to harass a person (an applicant or employee) because of that person’s sex. Harassment can include "sexual harassment" or unwelcome sexual advances, requests for sexual favors, and other verbal or physical harassment of a sexual nature. 3. What would you do now if you were Chapman to avoid further incidents of this type? Prevention is the best...
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...Robert Millett Case Two 2-29 We're fortunate enough to live in a society where if a situation arises at our work place we're protected under Title VII. Stating that “no person employed or seeking employment by a business with more than 15 employees may be discriminated against due to his or her race, color, religion, sex, or national origin.” Today, organizations and companies are also creating a safe work environment for those of different sexual orientation and gender identification. Discrimination occurs when an employee feels that they're being specifically targeted based on the criteria mentioned above. Although Carter Cleaning company has hired minorities and females, Jack is still participating in discrimination. He's practicing age discrimination and gender discrimination. Gender discrimination is noted when the female canidate is asked on the interview “who's going to take care of your child while you are at work?” A potential employees family life and structure of raising a child is of no concern and should not be brought up in an interview. It should also never be assumed that the female candidate has children. Asking a female this question and not a male is what makes it discriminatory. Work and family matters are two separate identities and should never be brought up in an interview. Carter also practices age discrimination by allowing his recent hires to be paid more than a man who has “50 years of experience.” The employee is treated less favorable based...
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...Question 2 - “You Can’t Fire Me” Norman Blankenship came in the side door of the office at Consolidation Coal Company’s Rowland mine, near Clear Creek, West Virginia. He told the mine dispatcher not to tell anyone he was there. Norman was general superintendent of the Rowland operation. He had been with Consolidation for 23 years, having started out as a mining machine operator. Norman had heard that one of his section bosses, Tom Serinsky, had been sleeping on the job. Tom had been hired two months earlier and assigned to the Rowland mine by the regional personnel office. He had gone to work as section boss, working the midnight to 8 a.m. shift. Because of his age and experience, Tom was the senior person in the mine on his shift. Norman took one of the battery-operated jeeps used to transport personnel and supplies in and out of the mine and went to the area where Tom was assigned. Upon arriving, he saw Tom lying on an emergency stretcher. Norman stopped his jeep a few yards from where Tom was sleeping and approached him. “Hey, you asleep?” Norman asked. Tom awakened with a start and said, “No, I wasn’t sleeping.” Norman waited for Tom to collect his senses and then said, “I could tell that you were sleeping. But that’s beside the point. You weren’t at your workstation. You know that I have no choice but to fire you.” After Tom had left, Norman called his mine foreman and asked him to come in and complete the remainder of Tom’s shift. The next morning...
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