The EEOC Regulations concerning sexual harassment changed the staffing process tremendously in many ways. (Weitzer, 2002) States, “It is also a form of discrimination as defined in the Civil Rights Act and EEOC regulations. There are numerous types of sexual harassment, but the two most widely recognized are…” quid pro quo and hostile environment.
Quid pro quo is the exchange of sexual favors for favorable treatment. This could allow someone to make their way up the ranks in an organization solely on sexual favors and nothing to do with work skills or work performance.
Hostile environment is simply put as unwanted sexual advances or sexual jokes. This could make the environment at work very uncomfortable.
Having regulations concerning sexual harassment has made the workplace better in many ways. The hard workers and ones who deserve the job will be the ones to make it up the ranks because they will be judged on work performance, not chosen by returning sexual favors. This will also make the workplace more enjoyable, because a person will be able to walk into work and focus on work. They don’t have to deal with judgment and criticism of others based off of their sexual gender.
Social Security disability insurance is going to influence staffing because people with disabilties can be hired with a limited list of job requirements. This is going to change the way staffing is done. Someone who is hired with a disability is going to have their own personal set of job requirements they are capable of doing, which is most likely going to differ from some of the other staff I similar positions. References
Weitzer, P. I. (2002). Sexual harassment: Cases, case study, and commentary. New York: P. Lang.

2) The main problem with performance appraisal programs is supervisory bias when making judgments. How can a company attempt to identify and reduce appraisal bias? Respond substantively to two other learners
To try and avoid the performance appraisal system from being supervisory bias when making judgments there is several things you can do. The company can focus on objective appraisals which are based on facts and numbers. They can also focus on behavioral appraisals, which is the employees’ behavior towards work. Are they a go-getter? Do they show up early everyday for work or right on-time?
They should not base it solely off of subjective appraisals, which is the supervisors’ perspective of the employee and sometimes a supervisor bias will affect the decision.
“Peers, subordinates, customers, and the employee are combined in a 360-degree assessment technique.” (Reilly, M., Minnick, C., & Baack, D. 2011). The best way to identify appraisal bias is when productivity doesn’t add up to amount expected from a certain employee. If an employee is being praised by their supervisor but the workload doesn’t show outstanding numbers that could be a sign that the supervisor is being bias. To reduce this, you need to take in account of performance reports from everyone in contact with the employee. You need to find out what co-workers have to say about them. You can ask the customers if they are satisfied with the employees work. Also, you can ask the employee to get an opinion of how they feel about their work, and to see if they feel they deserve recognition or a promotion. “While there can be an inherent bias for employees to "overrate" their own performance, self-appraisals help employees become involved in the overall evaluation process and may make them more receptive to feedback about areas needing improvement.” (Reilly, M., Minnick, C., & Baack, D. 2011). Reference
Reilly, M., Minnick, C., & Baack, D. (2011). The five functions of effective management. Retrieved from