use of consensual relationship agreements (CRAs) has become an area of discussion. While many of today’s organizations prohibit the romantic involvement of its employees with one another, there are other companies that have adopted the use of consensual relationship agreements. Although employers find the CRAs an easy solution to this situation, the employees romantically involved, employees are against the agreement, arguing that the contract is intrusive in their personal lives. They go further
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the odds are that you know someone who has. A 1995 survey estimated that 80 percent of all employees have either observed or been involved in a romantic relationship at work. 1. The Problems with Employee Dating Even though romantic relationships in the workplace are common, employers have legitimate reasons for concern about employee dating. The biggest fear is a sexual harassment lawsuit arising from either: 1) a supervisor who has a habit of asking subordinates out on dates; 2) an employee
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the workplace. In the workplace blossom many romances, but the break-up of relationships is a common source of sexual harassment claims. Consensual Relationship Agreement (CRAs). Consensual relationship policy is an important tool in managing the risk of sexual harassment claims and reducing perceptions of favoritism. However, it must be considerately created and administered with care. I will analyze the concerns of CRAs at workplace, critics of CRA, the ethical intensity of CRSs from the
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Critics of CRAs assert that they are too intrusive, ineffective, and unnecessary and that they can cause as many problems as they solve. Identify the specifics reasons and examples that might justify these criticisms. Consensual Relationship Agreements (CRAs) are “essentially a written “contract” in which the romantically involved parties acknowledge the following: Their relationship is voluntary and consensual. They agree to abide by the employer’s antidiscrimination, anti- harassment, and workplace
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chapter 2 Learning Content Learning from Experience Anne Mulcahy, Chairman and CEO of Xerox, Commits to Business Ethics Individual and Organizational Ethics Learning Goals After studying this chapter, you should be able to: 1 Describe the stages of moral and ethical development. 2 Explain and apply the core concepts used by individuals and organizations to make ethical decisions. 3 Describe some ethics-based initiatives for fostering diversity in organizations. 4 Explain the nature of stakeholder
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[pic] |Leadership and Organizational Behavior – BUS 520 | |Student Course Guide | |Prerequisite: None | |Quarter |Fall
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to view online? With McGraw-Hill's Connect Management, ™ INSTRUCTORS GET: • Interactive Applications – book-specific interactive assignments that require students to APPLY what they’ve learned. • Simple assignment management, allowing you to spend more time teaching. • Auto-graded assignments, quizzes, and tests. • Detailed Visual Reporting where student and section results can be viewed and analyzed. • Sophisticated online testing capability. • A filtering and reporting function that allows
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to view online? With McGraw-Hill's Connect Management, ™ INSTRUCTORS GET: • Interactive Applications – book-specific interactive assignments that require students to APPLY what they’ve learned. • Simple assignment management, allowing you to spend more time teaching. • Auto-graded assignments, quizzes, and tests. • Detailed Visual Reporting where student and section results can be viewed and analyzed. • Sophisticated online testing capability. • A filtering and reporting function that allows
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information and technology assistance, contact us at Cengage Learning Customer & Sales Support, 1-800-354-9706. For permission to use material from this text or product, submit all requests online at cengage.com/permissions Further permissions questions can be emailed to permissionrequest@cengage.com Microsoft, Windows 95, Windows 98, Windows 2000,
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assisting countries facing the challenges of e c o n o m i c development and transformation. . . . Impassioned, balanced and i n f o r m e d . . . . A must-read." —Publishers Weekly " A n insightful analysis of why globalization has been failing too m any of the world's poorest citizens and h o w to build and manage a m o r e inclusive global economy. Timely and provocative." — M a r k Malloch Brown, a dministrator, United Nations Development Program " A great tour of the complexities of
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