Employment Law
Federal labor laws covered by the Equal Employment Opportunity Commission contain fundamental information of which managers must be cognizant and wholeheartedly employ. The labor laws address intuitive issues, but they are by no means intuitively understood as there are many conditions and situations that determine how the laws are applied, and to whom they may be applied. Management must ensure that employees with supervisory capacity receive thorough training in the laws enforced by the Equal Employment Opportunity Commission.
What's more, management must be sure to create a company culture that embraces the federal labor laws and that ensures managers will work in good faith to achieve benefits for the company and for the employees. From the Walmart case study, managers can clearly observe extremely inappropriate intimidation and retaliation of employees attempting to organize. There are many lessons to be learned from the callous, irredeemable behavior of many managers working at Walmart. Walmart provides a good case study for how not to manage personnel issues.
There is absolutely nothing positive that can be said about the culture of a company that tacitly agrees to treat employees so poorly, let along deliberately hires people for management positions who have the inclination to treat employees in such a reprehensible manner. To ensure that companies keep themselves out of court, out of trouble, and in the good graces of their employees and the unions, a number of recommendations for conducting fair, yet comprehensive employee performance reviews are provided.
Introduction
Employers cannot retaliate against workers for supporting a union or endeavoring to attend union meetings or participating in a strike ("OOEC," 2014). Nor can employers intimidate workers to discourage them from backing or joining a union ("OOEC," 2014). Federal law forbid retaliation across all aspects of employment: the law is interpreted broadly and includes job assignment and promotions, compensation, scheduling, hiring and firing, layoff, training, fringe benefits, union organizing activities, and "any other term of condition of employment" ("EEOC," 2014). The U.S. Equal Employment Opportunity Commission reports that,
"All of the laws we enforce make it illegal to fire, demote, harass, or otherwise "retaliate" against people (applicants or employees) because they filed a charge of discrimination, because they complained to their employer or other covered entity about discrimination on the job, or because they participated in an employment discrimination proceeding (such as an investigation or lawsuit)" ("EEOC," 2014).
A caveat: there are certain required attributes of a company that determine whether it the firm is covered by the laws that are enforced by the EEOC. Notably, the number of employees in a given company is pivotal to the eligibility of coverage by the EEOC. Other stipulations vary according to the type of employer involved and the kind of discrimination that is alleged. That is to say that the laws vary somewhat depending on whether an employer is an employment agency, a federal agency, a labor union, a private company, or a state or local government agency ("EEOC," 2014). In addition, discrimination claims can be based on age (40 or older), color (skin), disability, gender, genetic information, national origin, pregnancy, race, and religion.
Discrimination claims are generally considered to be difficult to prove, with the burden falling squarely on the employee or job candidate. However, blatant discrimination, particularly in the form of retaliation or intimidation, often provides a clearer case for employees to bring. One company with a deserved reputation for blatant discrimination is Walmart. A discussion of Walmart practices is relevant here as it illustrates how a culture of disregard for employees, organized labor, and federal laws can become so inculcated in a company that a sense of being above the law, and getting away with as much as possible, becomes the creed of the employer. Long lists of Walmart labor violations (and violations in a number of other categories, as well) are widely available and, it is fair to say, added to continually.
In January 2014, the general counsel for the National Labor Relations Board charged Walmart with committing illegal activities in 14 states. The ruling was the result of N.L.R.B's finding that roughly 70 Walmart workers were unlawfully disciplines and 20 of the workers in that group were also fired -- all on the heels of participating previously occurring strikes and protests that were associated with the group known as "Our Walmart." Our Walmart is backed by the United Food and Commercial Workers union, but is not actually...
The most critical aspect of these systems is the ability to create a highly collaborative, communicative, trusting environment for workers (Bert, 2009). It is not the software that matters the most; it is the ability of a leader to bring lasting change into an organization and lead it to a transformational state over the long-term (Krishnan, 2004). That is the role of an excellent leader implementing these social network
Performance Review I totally agree with the statement that managers who have regular conversions with their employees will definitely know where their employees stand hence performance evaluation maybe unnecessary. Through such regular conversions, their subordinates would appreciate their essential functions in that particular organization. They will list their major responsibilities beginning with the most important one going down to the least important. Through the conversation the manager will gauge whether an
Although this is time-consuming and costly, it generally has high employee involvement and creditability, the strongest impact on behavior and performance and a positive influence on communication and goal sharing. Yet others believe that technology can be used as a tool to eliminate biases (Dutton, 2001). Software-based performance appraisals focus on results and actions rather than personality traits. Thus, they can provide more objective facts that can be used
In addition, theoretically, the system may not increase personal performance or development of skill sets and can hinder the employee/management relationship. The research however, has established that for Shaw, the performance appraisal system is viewed favorably by the management as well as the female staff respondents. A performance appraisal system for Shaw's Department Stores will enable management to better develop the staff and to facilitate a more comprehensive yet enjoyable
Annotated Bibliography: Mental Rehearsal in SportsBertollo, M., Saltarelli, B., & Robazza, C. (2009). Mental preparation strategies of elite modern pentathletes. Psychology of Sport and Exercise, 10(2), 244-254. https://doi.org/10.1016/j.psychsport.2008.09.003The study examined the range of preparation strategies and coping responses employed by elite modern pentathletes. The authors wanted to examine the athletes� mental preparation strategies and behaviors in the days before their essential event, before, during, and after the competition. This was
ANNUAL PERFORMANCE REVIEW INSTRUCTIONS The supervisor and employee meet at the beginning of the review period and together identify and prioritize three to five primary job responsibilities from the employee's job description. Goals, objectives, and special projects may be identified at any time throughout the review period. At the end of the review period, the employee self-evaluates his or her performance (job responsibilities, performance factors, and goals/objectives) using the rating scale, completes Part
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