...Company X Employee Handbook Thongsee K. Robbins (WGU Student #) Western Governors University Table of Contents Part A: Standard and Procedures…………………..…………………………………………………………Page 2 Purpose of this Handbook………………………………………………………………………...…. Page 2 Change of Policy…………………………………………………………………………………………. Page 2 Employment Forms……………………………………………………………………………………..Page 2 Dress Code Policy……………………………………………………………………………………….. Page 2 Part B: Training…………………………………………………………………………………………………….. Page 3 Frequency of trainings…………………………………………………………………………….…. Page 3 Specific content included in training program……………………………………………... Page 3 Duration of training program……………………………………………………….………….…. Page 3 Who will conduct/facilitate trainings? .................................................................................Page 3 How training(s) will be present to employees………………………………………….…...Page 3 Part C: Monitoring, Auditing & Reporting………………………………………………………………..Page 4 Monitoring employee misconduct……………………………………………………………….Page 4 Auditing employee misconduct……………………………………………………………………Page 4 Reporting employee misconduct…………………………………………………………………Page 4 Part D: Evaluate & Review the program after implementation………………………………….Page 5 Develop a plan……………………………………………………………………………………………..Page 5 Review and evaluate the effectiveness of ethics program………………………………Page 5 Suggestions to improve the ethics program after implementation……………...….Page...
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...competencies, and abilities; management, behavior, and performance; labor and laws; and policies and procedures. Describe what steps you would take to address the following scenario involving skills, competence, and abilities. As a manager and supervisor of any company or organization, I would want my employees to be more than applicable for the position in which they are applying for. Although I do understand that employees have to start somewhere in the workforce before their skills, competence, and abilities are fully developed. Employees would need the skills required to carry out the duties and responsibilities to effectively fulfill their position. Employees need to possess not only the skills but also the qualifications and knowledge of the position showing that they are competent enough to carry out their duties. Employees should possess physical, mental, and emotional abilities to handle the position in which they are hired. In the scenario provided, Jennifer does not possess the skills, competence, and abilities needed to fulfill her position in my accounting firm. As a recent graduate of college, Jennifer hasn’t acquired any experience and apparently needs more training. Jennifer says that she is a good worker but her actions fail to show that. I have two choices in response to this scenario. I could let Jennifer go or I could train Jennifer over to be the employee I need her to be to fulfill her position in my...
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...Ingulli (2012) report in Law and Ethics in the Business Environment, employment at will gives employers broad discretion to fire employees for a good reason, a bad reason, or no reason at all. This legal doctrine gives organizations the upper hand when releasing an employee. Also, this law allows employees to resign from a position on their own terms. Jennifer is a recent college graduate hired in our accounting firm. She is having issues with our computer applications which she was trained on after hiring. Management has decided to implement new training courses in support of our employee. Over an extended period of time, she is still unable to perform her required duties which reduces productivity and raises production costs. Our organization has taken many preventive measures to reduce and liabilities that may occur from discharging the employee. Her inability to work at a productive level gives our organization a legitimate reason to dismiss her for lack of production. Unfortunely, she continues to perform poorly which places our management team in a position to take appropriate action to resolve poor performance. According to Mayhew stating,” once the progressive discipline policy options have been exhausted and the employee has failed to demonstrate improvements in her performance, the company has the right to terminate her employment (1985).” Our corporation has given Jennifer ample chances to increase performance. This should not be a surprise since she understood...
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...Introduction to the case The case that was chosen is from a company called DP World, within the IT Department where a violation of a security policy has left the IT Security team to choose between two strategies on how to go about it. The first would be to let the employee who violated the company off with a verbal warning and not document what has occurred due to it being their first offence. The second strategy would be to follow the policy that indicates that they need to issue a warning letter to the employees who have violated the policy. Either strategy is an option that the IT Security is willing to take and therefore they have decided to take the first which is to inform the user of what they have done without any formal documentation, this strategy was affective in raising awareness to the employees that what they have done is strictly not prohibited in the company as well as the employees knowing that the IT Security team will be watching them. However this strategy seemed to backfire when one employee repeatedly violated another policy similar to the first once again, causing the IT Security to think about the strategy that they original used and how ineffective it was before resorting to the more appropriate one. This case handles an issue in which a policy was broken and as a result the penalty policy wasn’t followed therefore it resulted in a larger issue that occurred later on. Company Overview Vision Sustainable value through global growth, service & excellence...
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... GODWIN DOGBE - QUESTION: IN WHAT WAY DOES DISCIPLINE RELATE TO GRIEVANCES? ANSWER: In any organization, both the employer and the employee have mutual expectations. When an employee’s expectations are not fulfilled, he will have a grudge against the employer because of the disagreement or dissatisfaction it causes. Similarly, when an employer’s expectations about an employee are not fulfilled, the employer will have a grudge against such employee. It may be a problem of indiscipline. According to Dessler (2001), discipline is a procedure that corrects or punishes a subordinate because an error or procedures has been violated. Meanwhile Rue & Byars (1996) states that discipline should be viewed as a condition within an organization whereby employees know what is expected of them in terms of the organisation’s rules, standards and policies and what the consequences are of infractions. Discipline should never be used as a show of authority or power on the supervisor’s part. A formal discipline procedure usually begins with an oral warning and progresses through a series of activities. As Rue and Byars point out (1996, p.424), preventive discipline from progressing beyond the oral warning stage is obviously advantageous to both the employee and management. In general, discipline should be restricted to the issuing of...
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...Employee Nondiscrimination Handbook Rebecca Sims, Kristi Jones, Ronza Wilkes-Hankinson, Lawanda Collins HCS/430 August 11, 2014 Employee Nondiscrimination Handbook The Employee Handbook in many organizations has in detail what is expected out of the employees in the workplace. The employee handbook covers annual, sick and personal leave, nondiscrimination laws and procedures, open door policy, information about filing complaints, employee benefits, other available benefits, and employee responsibilities. The most important thing that will and should be addressed in the workplace is nondiscrimination. Nondiscrimination is one of the most important aspects in many organizations and is also the number one topic that must be followed through to eliminate law suits and co When dealing with non-discrimination laws in a health care segment or any other work place there are procedures that have to be followed. Some of the non-discrimination issues that must be addressed within the health care organization and other work places and other places would be race, sex, national origin, disability, age, religious or political opinions, etc. Employees should not at any time use filing a complaint as a form of retaliation against another employee. Department of Behavioral Health and Developmental Disabilities (DBHDD) have an unlawful Discrimination Complaint Procedure they use when processing unlawful discrimination or sexual harassment. The organizations...
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...zero-tolerance policy for employee theft was reasonable and effective way for internal control. Even though the case presented only one instance when Fierro was caught stealing, the fact that he was caught already tends to lead someone/management or gives the management a notion to believe that he had probably stole before or will probably do it in the future. The zero-tolerance policy might seem harsh, however it has its advantages that are hard to calculate. The policy might have resulted to the termination of a top performing employee but it sent a message to the rest of the employees exactly how serious the company is concerning employee theft. Forging signature and theft are both criminal offenses. Hence, even if the loss that Saks has suffered was relatively trivial/small ($9.85), Fierro should receive appropriate sanctions for his actions for he clearly violated some provisions of the company’s employee handbook. Such policy is also a way to maintain strict code of conduct among Saks’ employees and promote a sound control environment that advocates an honest culture of integrity and ethical values. The policy may not be cost-effective in the short-run since sales may decrease due to Fierro’s termination, as he was a top performing salesman. However, in the long-run, the policy can prevent future losses from employee theft. The long-run savings can outweigh the short-term losses. In my opinion, the store’s zero-tolerance policy for theft was unreasonable. An employee which...
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...for the job, (2) any letter you gotten that offered you the job, (3) any new employee adaptation materials or employee handbooks you got, (4) any contracts or agreements that you signed, (5) any union contracts or laws and regulations that assign to your employment, and (6) your personal file, which you can receive from a human resources representative at your employer. a) At-will Employment Most employers introduce their workplace rules and policies in an employee handbook. A common outline in those handbooks is a statement that employment with the employer is “at-will”. Generally speaking, at-will employment refers to an employment relationship under which an employer can terminate an employee’s employment at any time, for any reason (other than an illegal reason), and the employee can resign his or her employment at any time, for any reason. Employers generally include at-will employment converse in employee handbooks to analyze that, by setting forth the employer’s policies in writing in a handbook, no clear or hidden contractual claim arises to employment for any duration. These limitations also usually state that the at-will employment relationship can only be adjusted by a written contract of the employment, signed by a formal official of the employer, and the employee. b) Individual Employment Agreement If you signed an employment agreement with your employer that agreement may tell you when and...
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...defines an employer can fire an employee at any time, without cause, and the employee can terminate employment at anytime. If there is a contract, the contract must be honored until set date of termination, or employee fails to honor set contract (Halbert & Ingulli, 2012, p.46). Describe what steps you would take to address the following scenario involving skills, competence, and abilities: As a manager, or a supervisor of a company, certain criteria will have to be met before employment can take place. When an employee enters a work place, they are usually placed on probation. During the probation period, the conduct of the employee is monitored. If the employer is not satisfied with that employee’s performance, they can be terminated at any time if no contract was signed. Employees are usually hired base on the information found on their resume, and are expected to do the job when hired. There are times when additional training may be needed, in hope that the employee will improve and rise up to standards and perform the duties. As a manager, I could not rely on spoken word only. If the business is to strive, and be successful, the work of that employee need satisfactory, or better. Describe what steps you would take to address scenario involving management, behavior, and performance: Although a late policy is not a legal document, it is important to have, along with a copy of the Employment-at-will doctrine. if it is violated disciplinary action can take place...
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...Where & When is the Line Drawn for Ethics? Assess the situation Most nurses will perform their jobs without any problems ever arising due to ethic situations. As time changes though, so do the thoughts and perspectives of nurses and bystanders. Situations arise and their eyes are opened to see things outside of the box. This paper will discuss four different situations that have happened in the past couple of years, involving different aspects of nursing, all in which have received a lot of controversy. So what is the big question; where and when does the line of ethics get drawn? Situation One: Do nurses have the right to refuse CPR (cardiopulmonary resuscitation) on a person? In California an elderly woman died because a “nurse” refused to do CPR on her (Wozniacka, 2013). The family of the woman that died agrees that the nurse was in the right even though the woman passed away. This woman lived in a non-assisted living home and fell to the floor in the dining hall. According to the family this woman knew this and she still wanted to live there. She did not have an order for DNR (do not resuscitate), but knew that if something were to happen then she would not have help until someone called 911 and the first responders arrive. Well someone did call 911 and the unit coordinator...
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...Employee-At-Will-Doctrine Jennifer Carter Professor Wendy White LEG500 – Law, Ethics, and Corporate Governance October 28, 2012 Abstract This paper will discuss issues relating to the Employment-At-Will Doctrine and the employer’s liability based on actions and responses to the employee’s behavior and actions. It will discuss the steps that are needed to be taken if the skills, competence and abilities of an employee to be productive and efficient in completing the required task of employment are not met. In the absence of contracts or agreements that indicate otherwise, either employees or employers may terminate employment without advanced notice or cause under the Employment At Will Doctrine. In terminating employment, employees and employers aren't allowed to breach employment contracts or agreements, or violate laws, regulations, constitutional provisions or public policy. To avoid legal liability, an employer should know and consider the exceptions of the Employment-At-Will Doctrine before terminating an employment. Employment-At-Will-Doctrine Describe steps that you would take that address the following scenario involving skills, competence, and abilities. Scenario: Jennifer seems to be unable to learn the computer applications that are basic to her job responsibilities, but, consistently tells her boss that she is a good worker and a genius. She also tells her boss that she is not appreciated. However, after a few months of training and support...
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...department. Basic new hire training might not always be sufficient for some employees. The employee may also need side by side training, with one of the department’s core employees, to demonstrate the job correctly, as well as to inherit the right behaviors. This should increase productivity and profit for the company. The employee also has a responsibility to their employer, to take all training excises as serious as they can, since the employer is investing in that employee, with the proper training, to help them succeed. When an employee has gone through the initial training process provided by the employer, it’s the responsibility of the management team to make some decisions. When an employee is not meeting the standards of the job and is performing poorly. The management team should follow their company’s guidelines before dismissing an employee. A good rule of thumb is to always document all conversations with your employees, in the invent you need to provide evidence of the conversations. Before, dismissing an employee, the management staff should make sure all bases have been covered. Was adequate training provided? Did they assess the employees skill set successfully? Was everything done to ensure the success of the employee with the organization? These types of questions should be asked and reviewed, since the company has already invested time and money in this employee. If an employer has conducted their self appropriately they should considered the employment...
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...An Antinepotism Policy Nepotism happens when prejudice is applied when choosing an applicant for a certain position, favor being granted to a relative of one who is already employed. Skills, education, capacity, experience should be key factors in deciding who should fill the position yet in cases of nepotism these things are disregarded. In formal organizations especially with government jobs or contracts, nepotism is a blatant display of negative work ethics and illegal when the basis of hiring is proven to be so. The interest of a company or an office is to fill the vacant position with the most qualified, competent, and capable candidate out of all the applicants. In the case study; Keith Walton (plaintiff), was an employee The Company (defendant), working as a Journeyman Mechanic. He is the nephew of Bill Williams, also an employee of The Company. After The Company was informed in October 1991 that Mr. Walton had an uncle working for the company he was questioned and confirmed that Mr. Williams was in fact his uncle. On November 2, 1991 Mr. Walton was terminated for violation of its anti-nepotism policy. Mr. Walton alleges The Company tortuously violated public policy when it fired him and he is seeking reinstatement, back pay, and attorney fees and costs. Based upon the provided information as the arbitrator I am dismissing the complaint. ISSUE PRESENTED “Was the grievant Keith Walton properly discharged for allegedly violating the Company's anti-nepotism...
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...income tax returns. | 2. | Control over cash disbursements is generally more effective when | A) | all bills are paid in cash. | B) | disbursements are made by the accounts payable subsidiary clerk. | C) | payments are made by check. | D) | all purchases are made on credit. | 3. | Which of the following would be added to the balance per books on a bank reconciliation? | A) | Outstanding checks. | B) | Deposits in transit. | C) | Notes collected by the bank. | D) | NSF check. | 4. | Karlin Company gathered the following reconciling information in preparing its April bank reconciliation: Cash balance per books, 4/30 | $6,600 | Deposits in transit | 900 | Notes receivable and interest collected by bank | 2,220 | Bank charge for check printing | 75 | Outstanding checks | 4,500 | NSF check | 420 | The adjusted cash balance per books on April 30 is | A) | $9,225. | B) | $8,820. | C) | $8,325. | D) | $9,165. | 5. | Which of the following is not a basic principle of cash management? | A) | Increase collection of receivables. | B) | Keep inventory levels high. | C) | Delay payment of liabilities. | D) | Invest idle cash. | 6. | The following information was taken from Niland Company cash budget for the month of April Beginning cash balance | $30,000 | Cash receipts | 27,000 | Cash disbursements | 34,000 | If the company has a policy of maintaining end of the month cash balance of $25,000, the amount the company would have...
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...environment is suitable for males and females. As a general rule, it is not good practice to have one female working with all male colleagues. First of all, I will define these three types of sexual harassment as stated by: http://www.strategichr.com/shrsweb2/harassment_01.shtml a) “Workplace harassment is any unwelcome or unwanted conduct that denigrates or shows hostility or an aversion toward another person on the basis of any characteristic protected by law, which includes an individual's race, color, gender, ethnic or national origin, age, religion, disability, marital status, sexual orientation, gender identity, or other personal characteristic protected by law. A conduct is unwelcome if the employee did not solicit, instigate or provoke it, and the employee regarded the conduct as undesirable or offensive”. Pollard was...
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