...JDT Task 3 (1113) value: 0.00 value: 1.00 value: 2.00 value: 3.00 value: 4.00 Score/Level Articulation of Response (clarity, organization, mechanics) The candidate provides unsatisfactory articulation of response. The candidate provides weak articulation of response. The candidate provides limited articulation of response. The candidate provides adequate articulation of response. The candidate provides substantial articulation of response. A1. Benefits The candidate does not present the positive results expected from a well-prepared and well-delivered performance appraisal. The candidate presents, with no detail, the positive results expected from a well-prepared and well-delivered performance appraisal. The candidate presents, with limited detail, the positive results expected from a well-prepared and well-delivered performance appraisal. The candidate presents, with adequate detail, the positive results expected from a well-prepared and well-delivered performance appraisal. The candidate presents, with substantial detail, the positive results expected from a well-prepared and well-delivered performance appraisal. A2. Preappraisal Activities The candidate does not provide an appropriate recommendation of preappraisal activities that ensure the performance appraisal process is beneficial to the employee and the company. The candidate provides an appropriate recommendation, with no support, of preappraisal activities that ensure the performance appraisal...
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...Department Slide 2: What is a Performance Appraisal? * Performance appraisal is the identification, measurement and management of human performance in organizations (Gomez-Mejia 2010). Identifying what areas of work the manager should be evaluated. Measuring how “good” or “bad” an employee is doing compared to the normal standards. Managing employees by providing constructive feedback and coaching them towards company, department and personal goals. * Performance appraisal is used for administrative and developmental purposes (Gomez-Mejia 2010). Any decisions that affect an employee’s working conditions are administrative purposes while decisions that work toward improving the performance standards are for developmental purposes Slide 3: Positive Results from a Performance Appraisal * When done correctly, performance appraisals can help develop an effective employee and improve their performance levels (Gomez-Mejia 2010). Positive performance appraisals also establish performance strategies that set the company apart from it’s competition (Gomez-Mejia 2010). Measurement standards like quality and timeliness can help a company strategically meet the needs of their consumers. Results from a performance appraisal can also provide evidence for selection systems in the situation of a termination of an employee. Slide 4: Pre-Appraisal Activities * One of the first steps in the appraisal process is to determine the performance dimensions. Dimensions are “an aspect of performance...
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...A1. The optimal results of a well-prepared and well-delivered performance appraisal can have a positive effect on the employees, the supervisors, and the organization. Not only will the employee be better able to understand what is expected of him, this is also the opportunity to ask about areas that needs improvement. Knowing this information gives the employee more focus on what is expected to meet or exceed standards. For supervisors, the performance appraisal allows them to build a rapport with employees and allow them to spot weaknesses and strengths. This is also the time to reward exceptional performance from an employee and schedule training sessions for those who might be lacking in areas in order to help the employee be more efficient, while helping to build confidence. The organization is better able to improve the workforce by taking into consideration of feedback from employees about what they expect from the organization. This is also an efficient way to identify individuals with great potential for promotion purposes within the organization. A2. Pre-appraisal activities that ensure there are performance appraisal processes that are beneficial to the employee and the company should start by setting performance standards. Followed by the manager observing the employee to see if there is “understanding of the job role, associated work processes and the conditions under which the work is being performed” (Wilton, 2013). This is also the time for gathering...
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...JDT2 Task 2 | The Business of Ethics | | | | JDT2 Task 2 The Business of Ethics * Metal whistle contains small traces of lead. * Primary market: Elementary schools. * Large shipment to be shipped to South America by week’s end. * Cost to reproduce and repackage toy collection, $100,000. The Business of Ethics * Metal whistle contains small traces of lead. * Primary market: Elementary schools. * Large shipment to be shipped to South America by week’s end. * Cost to reproduce and repackage toy collection, $100,000. The Business of Ethics Metal Whistles in Elementary School Toy Collection Recently, it has been discovered that the toy collection that is planned to be sent at week’s end to elementary schools in South America, did not pass U.S. satisfactory limits for children ages 7 and younger due to the metal whistle included in the toy collection containing small traces of lead. Listed below are three possible alternatives that have been identified to address the whistle problem. 1. Replace the metal whistle with a plastic whistle. 2. Find an alternative toy, i.e. flash cards, rubber ball, stickers to replace the metal whistle. 3. Remove the metal whistle from the toy collection. The Utilitarian Method was used for selecting the alternatives, as this method evaluates an act in the nomenclatures of consequences or outcomes. It endeavors to accomplish the maximum good for the maximum amount while producing...
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...JDT2 – Human Resources Task 1 Lauren Hutcheson ID#: 282778 January 10, 2014 MBA – Healthcare Western Governors University MEMORANDUM To: CEO, Toy Company From: Lauren Hutcheson Date: 10 January 2014 Re: JDT2 Task 1 Human Resources Former Employee’s Constructive Discharge Claim As you have requested, an investigation was conducted regarding a claim of constructive discharge under Title VII of the Civil Rights Act of 1964. Research and review of case law has generated the following summation and recommendations. Constructive Discharge and Title VII In the beginning of this year, and due to the continuing growth and expansion of this company, a revised work schedule was implemented. The new scheduling policy requires production staff to begin twelve-hour work shifts with a four-day on/four-day off rotating schedule. Office staff will remain on an 8:00 a.m. to 5:00 pm Monday through Friday work schedule. An employee was dissatisfied with the new schedule, stating it would require the individual to work on a holy day. Additionally, the employee feels he/she was discriminated against based upon religious beliefs and forced to resign from his/her position. The employee filed a claim against this company of constructive discharge under the Title VII Civil Rights Act of 1964. This is a federal law that prohibits any employer from discriminating employment based upon sex, race, color, nationality, and/or religion. According to the United Stated Equal Employment...
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...Evaluation Results E-Care Support Request Form Author: Shahir Yasin Date Evaluated: 02/20/2013 04:55:49 PM (MST) DRF template: JDT2 Human Resources (V2 GRADUATE-0610) Program: JDT2 Human Resources (V2 GRADUATE-0610)-PA Evaluation Method: Using Rubric Evaluation Summary for Human Resources: JDT Task 3 Final Score: Does not Meet Overall comments: An outstanding presentation has been provided, effectively discussing succession planning and team performance. Only two aspects, pre appraisal activities and steps the CEO and board of directors should take to implement the key points covered in the presentation require addition support. Detailed Results (Rubric used: JDT Task 3) Articulation of Response (clarity, organization, mechanics) (0) Unsatisfactory (1) Does Not Meet Standard (2) Minimally Competent The candidate provides limited articulation of response. (3) Competent The candidate provides adequate articulation of response. (4) Highly Competent The candidate provides substantial articulation of response. The candidate provides The candidate provides unsatisfactory articulation weak articulation of of response. response. Criterion Score: 4.00 A1. Optimal Results (0) Unsatisfactory The candidate does not present the optimal results of a well-prepared and well-delivered performance appraisal. (1) Does Not Meet Standard The candidate presents the optimal results, with no detail, of a wellprepared and welldelivered performance appraisal. (2) Minimally...
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...(JDT) Task 1 September 6, 2014 JDT2 Task 1 To: CEO From: Elementary Division Manager Date: September 6, 2014 Subject: Response to Title VII of the Civil Rights Act of 1964 claim made by former employee. A. Constructive discharge is defined as when a worker resigns due to a hostile work environment created by the employer (elaws, 2014). This can occur when an employer makes significant changes to the terms or conditions of worker’s employment (elaws, 2014). In the case of the employee who filed a claim, the work hours were changed to 12-hour shifts, with four days on and then four days off. The four workdays can occur any of the days of the week. The former employee claimed that the workday could be on a religious holy day. In this case, there is cause to claim constructive discharge. The work hours changed significantly from when the employee was hired. To determine whether constructive discharge was used in this employee’s resignation, there are two tests. First, a reasonable person in the employee’s position would find the working conditions intolerable, and second, the employer created an offensive work environment with the intent to force the employee to quit (Constructive Discharge, 2014). B. Title VII: Section703 of the Civil Rights Act of 1964 that applies to employment decisions; mandates that employment decisions not be based on race, color, religion, sex, or national origin (Gomez et al, p. 92). Protected class theory states that...
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...Task #1 – JDT2 Memo to CEO To CEO: As you may be aware, the company is currently facing a lawsuit brought about by a former employee, Mr. X. He is claiming that under the Civil Rights Act of 1964, Title VII he has been a victim of “constructive discharge” since we have changed the company’s working schedule policy to a four day rotational shift. Constructive discharge or forcing an employee to resign by making the work environment so intolerable a reasonable person would not be able to stay (Equal Employment Opportunity Commission, 2012)., is illegal according to U.S. law. Mr. X states that since we have gone to the four day rotational schedule, his religious beliefs are being infringed upon since he would have to work on his religious “holy day”. According to U.S. law, the company does have an obligation to accommodate Mr. X’s request. The law requires an employer to reasonably accommodate an employee's religious beliefs or practices, unless doing so would cause difficulty or expense for the employer. (EEOC, 2012). I would like to make the following recommendations regarding this situation. First, deny any wrong doing based upon the following: 1. Mr. X neglected to notify anyone within the company of his religious status, in other words he did not establish one of the key components of prima facie (Leagle, n.d.). Had Mr. X made the company aware of his religious beliefs, it might have been possible to make allowable accommodations for him. 2. Mr. X was...
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...JDT2 Western Governors University Task 2 Report After analyzing and finding possible solutions to the recent problem our company encountered, I feel that it is vital to the success of our organization if we consider the importance of ethical decision making. While many companies try and hide their true character by lying and hiding unethical decisions they make, history has shown that sooner or later they get caught and their whole organization goes up in flames very quickly. To maintain our company’s reputation and good name it is vital for us to uphold a very high ethical standard and code of ethics. This will give our employees direction when they are faced with an ethical situation. Below are two strategies that I believe will help to ensure that ethical decision making takes place at all levels of our organization. The first strategy I would feel is essential for our organization is creating a code of ethics. Skill soft points out that, “An organization's code of ethics should be like a navigator's guiding star. The code of ethics provides a reference point that helps members find their way when they're unsure of the right course of action. To provide that point of reference, a code of ethics should embody an organization's highest ideals or a company's best practices. The code should set the standard that all members strive to meet.” Our employees’ encounter different situations every day, many of which could be unethical because they are not sure which decision...
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...JDT2 Task 1 Introduction: Many would argue that one of the most influential pieces of legislation passed to date is the Civil Rights Act of 1964. Title VII of this act prohibits employment discrimination on the basis of race, color, religion, sex, or national origin. It is critical for managers and employees in organizations to have an understanding of equal employment opportunity (EEO) laws to ensure that both employees and managers are protected. Scenario: During your third week as the elementary division manager at a toy company, the company attorney notifies you that a former employee has filed a claim against the company under Title VII of the Civil Rights Act of 1964, constructive discharge, after a work schedule policy change. The employee, who quit after the policy change took effect, is alleging that the enforcement of the company’s new policy on shift work is discriminatory because the policy requires employees to work on a religious holy day. In the past, production employees worked Monday through Friday. As a result of company growth, the production schedule was changed at the beginning of the new year, requiring employees to work 12-hour shifts with four days at work and then four days off. The four work days can occur any day of the week, Monday through Sunday. The entire production staff is required to work this rotating shift. Office staff members, however, work from 8:00 a.m. to 5:00 p.m., Monday through Friday. In order to keep legal costs down...
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...JDT2 Task 1 Rhonda Bushkin Western Governors University | ABC Toy Company | Memo To: | The CEO | From: | Rhonda Bushkin - Manager, Elementary Division | cc: | Legal Department | Date: | September 28, 2014 | Re: | Employee X’s Constructive Discharge Claim | | | Background: It is Employee X’s claim that their religious rights were violated under the Civil Rights Act of 1964; specifically under Title VII that prohibits employment discrimination on basis of race, color, religion, sex, or national origin. Findings: A. How is constructive discharge as a legal concept relevant to the scenario? "Constructive discharge" occurs when an employer makes the conditions of work so intolerable that the employee "quits." (lawmemo.com, 2005) In other words, the employee feels that if they do not resign, they will be fired. Employee X is claiming their civil rights have been violated under Title VII of the Civil Rights Act of 1964, when the company implemented a new shift policy. The policy that took effect at the beginning of the year, requires all production employees to work four 12-hour shifts in a row and then take four days off. These days can occur any day of the week, Sunday through Saturday. Employee X is stating that this new policy is discriminatory because the policy requires employees to work on a religious holiday. In order for constructive discharge to be used in a court of law there must be a feeling by the employee that their termination...
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...Memorandum To: CEO, JDT2 Task 1 Toy Company From: John Doe, Elementary Division Manager Date: 2/24/2015 Re: Summary of Alleged Discriminatory Claim under Civil Rights Act of 1964, Title VII, Constructive Discharge Research A. Constructive Discharge The former employee is claiming that he was forced to resign from his position due to the fact that he must work on a religious holy day. His claim is based on the feeling that the company has purposefully made his working situation unendurable through an, alleged, discriminatory work schedule change. As referenced in an article by Alison Doyle on About.com, titled ‘What is Constructive Discharge?’, Alison defines constructive discharge as the following: Constructive discharge occurs when an employee is forced to quit because the employer has made working conditions unbearable. Unbearable conditions include discrimination or harassment, or receiving a negative change in pay or work for reasons that are not work-related. This situation could be considered constructive discharge grounded on the assertion of the former employee’s feeling that he was forced to resign because he is required to work on his religious holy day whereas he was not required to work on this day in the past. This particular action may be categorized as a violation of Title VII of the Civil Rights Act of 1964. Evidentiary fact of a possible violation include that the employee has always had weekends off of work and that was based on the old production...
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...Western Governors University MBA / Human Resources – JDT2 – Task 1 MEMO TO: Arnita Hudson, CEO FROM: Heather Barth, Elementary Division Manager DATE: March 6, 2014 RE: Title VII Claim A) After implementing the new 12-hour / 4-day production shift policy, an employee quit and filed a constructive discharge claim with the EEOC. Constructive discharge is an illegal discriminatory practice in which an employee is forced to resign because of an alleged unbearable work environment. Constructive discharge as a legal concept is relevant to our situation in that an employee has quit, alleging religious discrimination. There are legal arguments that must be proven by the accuser in order for a constructive discharge charge to be upheld. “To constitute a constructive discharge, the employer must deliberately create intolerable working conditions, as perceived by a reasonable person, with the intention of forcing the employee to quit and the employee must actually quit.“ (MOORE v. KUKA WELDING SYSTEMS, 1998) The burden lies on the employee, who must establish that working conditions were so difficult that they were obliged to resign because of a 1) discriminatory reason or 2) reason contrary to a well-defined civic policy such as Title VII of the Civil Rights Act of 1964. Title VII of the Civil Rights Act of 1964 prohibits an employer from refusing to hire, from firing, or discriminating against a worker in any way based on race, color, religion, sex, or national origin. (National...
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...JDT2 Task 3 A1. Benefits There is significant purpose behind performance appraisals and they should be taken seriously to be effective for the employee and the employer. The main benefits that can result from a well performed performance appraisal is increased communication, understanding employees goals, and that it provides an opportunity for the employee to learn about what they are doing well, and where they can improve. “An effective appraisal may not only eliminate behavior and work-quality problems, it can motivate an employee to contribute more” (Bigelow, 2014). Overall this reflects well on the employee because it provides them with clear direction in where they need to be headed as far as organizational goals and personal goals are concerned. In addition it provides the employee with an understanding of their personal strengths and weaknesses as well as what their role is in the organization. Appraisals offer designated time where the employee and their supervisor are able to communicate and create a common ground for the both of them to know where each person is coming from. This in turn benefits the employer because the employee then knows the path they are on and how they can improve themselves or keep up the hard work they are already doing for the company. Appraisals when delivered well provide the employer the opportunity to recognize the employee for any achievements. This strengthens the employee-company relationship substantially. Having a designated time...
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...JDT2 HR task 2 On 6/4, the quality assurance department identified a problem during routine testing. The problem is with one of the toys included in our ‘Bean Sprouts’ toy collection. The metal whistle from the collection contains small traces of lead and as a result, did not pass testing. As you are well aware, the primary market for the Bean Sprouts line is elementary schools. The test results show that the amount of lead included in the whistles was slightly above the U.S. legally acceptable limits for children ages 7 and younger. A large shipment of the Bean Sprouts toy collection is scheduled to be shipped to schools in South America at the end of this week so that the toys will be on site before the beginning of the new school year. Calculations of the logistics department show that the approximate cost to reproduce the product and repackage the toy collections is $100,000. In response to your memo dated 6/5, I present you the following report. The report will outline 3 possible scenarios of how to address the situation regarding the whistles. I will explain the process/ method that I used for selecting each of the scenarios. I will also discuss the advantages and disadvantages of the respective scenarios, as well as the financial, legal, and ethical considerations of the scenarios. I will conclude with my recommendation on which scenario we should follow and give you the arguments why. The core of the problem that we are dealing with is that we owe the customer but...
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