This paper will examine human resource strategies, policies and practices and how they relate to the JetBlue Airways case: Starting from Scratch, by Jody Hoffer Gittell and Charles O’Reilly, 2001. We will identify national equal employment opportunity laws that impact JetBlue's hiring practices. We will take a look at their internal and external recruitment methods, personnel selection process’, and their use of the 360-degree feedback evaluation as a performance appraisal method. Lastly, we will discuss discretionary employee benefits and how JetBlue incorporated at least three discretionary employee benefits in their start-up and ramping up process.
National Equal Employment Opportunity Laws
The National Equal Employment Opportunity Laws began in this country after the end of the Civil War, with the Civil Rights Act of 1866 that is based on the Thirteenth Amendment to the U.S. Constitution.
The act declared that "all persons born in the United States not subject to any foreign power, excluding Indians not taxed," were citizens of the United States. Such citizens were "of every race and color" and "without regard to any previous condition of slavery or involuntary servitude." As citizens they could make and enforce contracts, sue and be sued, give evidence in court, and inherit, purchase, lease, sell, hold, and convey real estate and personal property. Persons who denied these rights to former slaves were guilty of a misdemeanor, and upon conviction faced a fine not exceeding $1,000 and/or imprisonment not exceeding one year. (Civil Rights Act of 1964. (2008, July 24). In Wikipedia, The Free Encyclopedia. Retrieved 22:39, July 27, 2008, from http://en.wikipedia.org/w/index.php?title=Civil_Rights_Act_of_1964&oldid=227658939.)
From this piece of legislation that was narrowly interpreted to cover only government agencies,...