Employment At Will Doctrine By Terry Halbert And Elaine Ingulli

Colleen reports that her supervisor Colleen Ramos, who is in her late 30’s, terminated her for “working out of your job scope” and followed injury at work to Colleen Wheeler’s shoulder. Colleen does not know whether she will be replaced but suspects that her salary is an issue and believes that she has been targeted based on her age. She indicates that

Can an employer refuse to hire or discharge a person with a pending charge or conviction because other workers or customers don’t want the

Ms. Ledbetter alleged that several supervisors had given her poor evaluations in the past strictly because of she was a female. The ultimate result was that Ms. Ledbetter’s pay had not increased as much as it would

Who wants to be fired from a job that pays over $100,000 annually? Most citizens would be the best employees he or she could possibly be to keep that job. However, when announced that his or her sneaky actions may result in little consequence, the tables of responsibility may turn. Take federal employees for example. In the article “Hard to Fire,” author, John Fund states that it can take up to 8 months to terminate a federal worker, resulting in paid leave, suspension, or just waiting out the trials. Either way, these workers aren’t really loosing much in the mean time. Changing a system that protects unethical federal or government employees can be complicated.

When we are dealing with the employment relationship between employers and employees, ethical issues are most likely to emerge. Especially, if a manager fires a worker without a proper reason, critics will follow this employer’s behavior. In Patricia Werhane’s paper, “Employment at Will and Due Process”, discusses two doctrines which are Employment at Will (EAW) and Due Process. It also addresses some justifications and objections for EAW, and shows Werhane’s supportive view to Due Process. In contrast, EAW is defended by Richard Epstein in his article “In Defense of the Contract at Will”. In my paper, I will attempt to develop my argument in favor of Employment at Will that could improve flexibility and efficiency of

In searching the web, I found a couple of cases that are similar to the claims in the letter from this week’s assignment. The first one is where the EEOC sued the fast food chain Checkers for paying women less than men, as well as scheduling them with fewer hours than their male co-workers (U.S. Equal Employment Opportunity Commission, 2013). The next case that is similar is when a Tampa woman wins a lawsuit against Citicorp for being paid less than her male coworkers are. Ms. Wilson was promoted to manager for Citicorp back in 2009, but was not given a raise nor any bonuses, while her male co-workers made more than she did (Behrman, 2016) A few years later, she was still not given a raise nor any bonuses. When she ask to have a market assessment,

Based on facts and legal laws, the judge can look over the evidence and rules and make a decision. The employment-at-will doctrine clearly states that the employer can fire the employee at any time for any reason. There are many exceptions to the employment-at-will

Lisa Baxter has been encountering sexual harassment issues in the business and she thought she was the only one, until she found out that also other women in the organization are getting sexually harassed and so she decides to speak up

Leslie specifically had some significant issues that put her in a bit of a tough situation. Leslie was encountered with a sexual assault case between a child and staff, she doesn’t have the resources necessary to complete the task done that the board wanted to see, the small amount of space available increased competition, her vison of diversity only seemed to upset people, she had to go through an investigation after receiving a raise, and she upset directors for not specifically defining what part-time and full-time employment consisted of.

The Employment at will and Wrongful Discharge Law it is important to managers because mangers are very much part of the hiring and firing processes. (Yoder-Weiss, 2015, p.89). You were free to hire and fire without any reason but now this laws is changing and it’s important to stay educated on those changes because it affects their decisions. For instance, in cases of whistleblowing you not only as manager must monitor yourself for evidence of retaliation but also your employees and take action to handles the complaints or escalate to appropriate parties. Mangers not only need to keep themselves up to date with current changes to the law, but also employee hand books, policy and procedures and also educate their staff. Knowing and understanding

There are many people who love to point out that there are a handful of women in professional settings that have “made it to the top”. They like to say that there are more female CEO’s now than ever before and that people should just be grateful for that. What these people fail to recognize is that many women are promoted to high positions so that they can be a scapegoat if something goes wrong. This is known as the “glass cliff”. There are many times when women are promoted to a CEO position when a company is in serious trouble. If the company fails, well then it’s the woman’s fault. If the company comes back and succeeds, well then the company is so forward thinking and generous to its female employees and they’ve done such a good thing “allowing”

As Schermerhorn explains, Mary Jones was in her last year in college, she was interviewing for jobs. Mary was in the top of her class and highly respected by her professors at the college. She was offered positions in every company with she interviewed. After much thought, she began working for Universal Products, a multinational company. Also, Susan Stevens was a recent hire, working for the same manager. But, before Mary met Sue, she held the company in high esteem and was actually proud of working for Universal. The company’s organizational culture was conductive for her, and the staff assisted her, whenever she was in need of help. In addition to this, her input to the company was being appreciated and she was given challenging assignments which presented practical experience to her. Her manager, Tom had positive thoughts of her and she passed her annual review. Her salary was increased by ten percent from $40,000, whereas most employees had an increase of five percent. However, after Mary met Sue, her attitude towards the company changed. Sue had joined the company a year later than Mary and yet her starting salary was $45,000, which was $5,000 more than the salary they had started Mary with. It is also $1000 more than Mary would receive after her ten percent increase, which is $44,000. This revealed a level of discrimination and unfair treatment of employees since employees ought to be remunerated according to their input to the company. Mary had

The recent departure of several senior-level women at Vision Software has significantly elevated Liz’s concern for gender bias at the company. She has arrived at a point where she feels compelled to communicate her frustration to their CEO, John Clark. She has experienced some uncertainty on whether or not she should send him a memo, and has asked for advice from a colleague whom she trusts.

Miriam, the controller, is basically claiming that the company is retaliating against her for being pregnant, and that the fact that the company raised performance issues was just a smokescreen. Explain whether or not the EEOC and/or courts would agree with her and the actions the company should take now.

Employment at will gives employers the freedom to fire employees who have gone contrary to the company policies, rules and regulations regarding the companies operations without a due cause to showcase why their employment should not be terminated. This means that once an employee is caught in the wrong and the management feels that their cause of action was illegal and contrary to employment rules and guidelines then they can fire them without any formal notice leading to that action. The employees are usually at the mercy of the company’s administration unless they have a contract which defines their rights and the limits that an employer should take in any disciplinary proceedings. Every state in the United States has got the power to