19 – Ethical Issues in the Workplace Preparation: Ch. 12 sections. 12.1–12.2 and Case 5.1 on p. 113. Prepare answers to case questions 1–3. Group and individual write-ups will be collected.
If I were the judge, I would have Mrs. Hill present evident of the discrimination and I would view the company’s polices on evaluations and job performance on Lauren Hill. I would also look at standards for determining rate of pay. The rate of pay must be equal for persons performing equal work on jobs requiring equal skill, effort, and responsibility, and performed under similar working conditions. When factors such as seniority, education, or experience are used to determine the rate of pay, then those standards must be applied on a sex neutral basis. Then I would decide on the case (Code, 2012).
References Cottrill, C. (2008). WiNfluence. Retrieved from http://www.wincanada.org/blog/archives/ten-ways-to-influence/ Mintzberg, H., Lampel, J., & Quinn, J. B., & Ghoshal, S. (2003). The Strategy Process: Concepts, Contexts, Cases (4th ed.).
Utilising the APS framework in formulating ideas and legal parameters. Ensuring that all parties involved had definition and clarity regarding their roles. In addition, careful monitoring and managing the schedule and providing feedback through survey evaluation to determine the success/failure of project. Word Count 2, 199 References Lampeter University Of Wales Lampeter ‘Certificate in Intergenerational Practice’ Voluntary Sector Studies 2007 Delroy Fletcher, January 2004 ‘Reducing Re-offending the Enterprise Option’Study Commissioned by the Small business Service, Centre for Regional Economic and Social Economics www.bis.gov.uk/files/file38350.pdf 1.1,-1.4,2.1 -2.6. Beth Johnson Foundation (2000) Approved Provider Standard for Organisations Providing Intergenerational Projects or Programmes.
Rutherford, David. J., & Boehn, Richard. G. (Nov. – Dec. 2004). Standards Writing and Implementing in the Social Studies, 95, 6,
Question 7 used the ordinal scale to rank how common or important the situations were to them. Question’s 8 and 9 again used the interval scale to determine how the employee felt about the situation. Lastly, question 10 was an open ended to gain insight into how the employee more aptly felt about the companies organization regarding paperwork and report handling. The questions were formulated in such a manner, not necessarily for numerical value. But to determine the employees honest opinions regarding the situation.
Comments and Recommendations for Improvement…………….12 5. Corporate Governance & Social Responsibility………………………13 6. Accounting System in Use……………………………………………………..13 7. Accounting Standards……………………………………………………………16 8. Internal Control Principles……………………………………………….…….18 9.
Explain your answer. (4 Marks) Ontario’s pay equity act requires, public sector and private sector employers with more than 10 employees will get pay equity by eliminating gender based wage discrimination. The main purpose of this act is to enact gender based wage discrimination in Ontario workplace and this act also applies to bargaining agents. This act is achieved through a process that is largely self-managed by the work place parties. In unionized employees can negotiate with respect to employer’s offer, comparison system by job evaluation by preparing and maintaining pay equity.
Question # 1- Describe the scenario that you have selected and its corresponding employment laws. When an organization decides to implement disciplinary action training for supervisors of diverse employees, there are various employment laws they need to review. Diversity includes differences as well as similarities based on factors, such as racial, ethnic, age, sexual orientation, gender, political, economic, religious, national origin, class, and income. Organization need to be knowledgeable of employment laws to prevent or lower the risk of potential lawsuits (Cuizon, 2009). The Civil Rights Act of 1866 is considered to be the first civil rights legislation.
In the spirit of Partnership and the continuing effort to resolve complaints/grievances at the lowest level, the Union will be given up to an additional 10 workdays after being contacted by the employee to attempt to resolve the complaint or file informally. Employees can file a grievance at any time and it will be heard based on merits of the grievance, but timeliness will be an issue for the resolution. Failure of the deciding party to meet any of the time limits will permit the grievant to advance to the next step. But, any of the time limits can be extended by mutual agreement of both parties. Appeals for grievances have to be file 10 workdays after a decision has been rendered.