Workplace confidentiality requires that this information be identified and secured to prevent unauthorised access or release of the information and includes everything from policies on workplace Internet usage to nondisclosure agreements in employee contracts. Breaches of workplace confidentiality can result in a range of problems. Customers tend not to work with companies they think are untrustworthy, and consumers may specifically warn people away from companies that have mishandled private information like addresses, purchasing records, and credit card numbers. Companies can also experience compromises in their long term business plans if information about products in development or ideas a company is considering are released
Any information or actions we apply need to comply with in the law and logically with our society we are doing business with. (Sullivan) Conflict of interest We must not work with or provide information to any parties that are in the same type of businesses now of in future of those clients with whom we are under contract. Quality We must maintain the quality of what we do through constant ongoing review with our clients, outcomes, activities and the cost-effectiveness of all activities. We must have regular review meetings and progress reports to ensure assurance of quality when dealing with clients business. (Sullivan) Conduct We must be clear and open and non judge-mental when giving information to clients in a professional business like manner to ensure information provided is biases’ based for the client at hand.
| Cost Club | Memo To: | Pat Sutton | From: | Leonna Whitfield | | | Date: | June 23, 2015 | Re: | Human Resource Issues | | | Discharges at the Anderson Cost Club Store Pat, since the Anderson Cost Club Store is located in a right-to-work state, the general manager was justified in not giving the employees a reason for being discharged. There is no evidence of any broken labor laws or violation of employee rights on behalf of the general manager. In a right-to-work state, an at-will employee can be terminated at any time and without notice; as long as the discharge is not for reasons of discrimination, intimidation, retaliation, or breach of contract. There have been no formal complaints about any unethical treatment or violations from the discharged employees. Since this particular store is located in a right-to-work state, I can assume that the discharged employees signed an at-will-employment agreement which notifies them of the company’s right to terminate their employment without notice.
It appears that both these sources have contrasting opinions on the Tolpuddle case of 1834 although they do believe that the wage issue was not the main problem. Also, they both agree that the control of the workforce and the right to join a Union was the real issue involved in the Tolpuddle case of 1834. Frampton mentioned in source C that labourers were only ‘waiting to join the Union as soon’ as it was legal and that they would not face any ‘punishment’ for their actions against the farmers. Loveless in source D corroborates this as he brought up the fact that they were threatened ‘transportation to any who joined a union’ and as the ’Friendly Society’ was formed beforehand Loveless and the rest of the Tolpuddle Martyrs (so they were known as) were charged for swearing unlawful oaths. Due to the growing number of labourers wanting to join trade unions, organisations were created.
Armstrong is obligated to transfer and deliver conforming goods to GCI. Conforming goods requires that the goods must conform exactly to the agreed upon description provided by the buyer to the seller. This action is referred to as tender of delivery and the UCC obligates the seller to have or tender the specific goods requested. By substituting the third part of the press Armstrong has not yet breached the contract but has not provided perfect tender. Armstrong’s failures to meet their obligation gives GCI three options: they may reject the entire shipment of goods, accept the shipment of goods as is, or accept any number of commercial units and reject the rest of the goods, (Melvin 2011, pg.
The parties are not required to exchange consideration. A simple contract is any contract. viii) An offer is a statement of the terms which the client (the offeror) is prepared to be contractually bound. The offer must be complete, specific and capable of being accepted. It must include the fundamental terms of the agreement with the intention that no further negotiations are to take place.
In order to make a decision in this dilemma the stakeholders needed to be identified. Stakeholders are people who are directly affected by the situation. In this simulation the stakeholders are as follows: shareholders, Chief Legal Officer, VP Human Resources, Manager, Jamal Moore, and Aaron Webb. After identifying the stakeholders the manager must identify his or her duties regarding the situation. In this case it is the manager’s duty not to reward employee’s who violate the code of conduct or the law and ensure privileged information is not made public ("Ethicsgame.com", 2012).
As president of the American Federation of Labor, Gompers could not compel any person or union to act contrary to his or their judgement. He depended on persuasion and education to build up a Federation held together by conviction and moral
EMPLOYMENT RIGHTS AND RESPONSIBILITES - SKILLSFIRST As part of your apprenticeship you have to complete an area around employment rights and responsibilites; please complete this task sheet but DO NOT include any personal information contained on your pay statement, just the areas covered. AC 1.1 List four aspects of employment that are covered by Law AC1.2 List four main features of current employment legislation AC1.3 Why does legislation relating to employment exist . AC 1.4 Where can you get information and advice on employment rights and responsibilites in your setting AC2.1 Describe the terms and conditions of your contract AC2.2 Describe the information shown on your pay statement
This consistency, however, does not require that the Employer must administer the exact same level of disciplinary action specified in the Standards of Conduct the same way in each and every instance. Each instance of violation of the Standards turns on its own facts and distinguishing variables such as, prior disciplinary history, length of time since the last discipline and mitigating or aggravating circumstances. However, the Standards of Conduct are designed to impose progressive discipline in either of the two tracks of violations mentioned previously (attendance or performance based). In other words, if an employee has previously been disciplined for a first offense violation in one of the tracks and is now faced with a second violation (for a different rule violation), the penalty for the second violation of the standard for which just cause is presently found will be imposed. In those instances where there is choice or a range of penalties, issues of mitigation or aggravation shall determine the penalty.