Employment Law Case Study: Heartland Kubota

When Maalick originally went to Marta Ford he spoke to her about the questions regarding his religion his co-coworkers had been asking. Rather than disregard his concerns she should have been proactive in addressing the issue rather than waiting until it got worse. She could have held a meeting with everyone in the facility and reminded them of the company policy regarding harassment. According to Gomez-Mejia, L., Balkin, D., & Cardy, R. (2012) companies that are proactive toward issues are better prepared to deal with future problems. Had she done this the issue likely would not have escalated to the point that it became a hostile work environment for Maalick. To prevent the situation from happening in the future Marta Ford could provide additional training to all employees and require annual retraining so that all employees and management are aware of company policies.

The FMLA benefits the employer by allowing him or her to excuse his employees for medical conditions or family issues. This benefits both the employer and employee in allowing them to both know that their can be a balance between the workplace and family life. (dol.gov)

The last decade has produced an explosion of racial employment discrimination lawsuits. These lawsuits have resulted in record-breaking settlements. By federally mandating every business to review the history, impact and proposed policy of Article VII these lawsuits may subside. Reviewing Title VII is a step corporate America must soon make or continue to loose much needed revenue. Our team will discuss the history of Title VII, the impact of Title VII in the workplace, who is and who is not covered under Title VII as well as propose policies that companies should have in place to avoid Title VII violations.

This paper has gone over the lawsuit that was filed by the EEOC. It also went over who the EEOC is and what their role is in the lawsuit. It also went over how the EEOC’s press release and the Minneapolis/ St. Paul Business Journal articles different. I have learned that

For the third part of this task (AC1.3), you must outline why legislation relating to employment exists. How will the legislation help? Who benefits? Why?

The Family and Medical Leave Act of 1993 (FMLA) was created to help assist employees deal with the difficulties of home, while creating an atmosphere of job security. The FMLA also helps cover employers from wrongful use of the FMLA by the employees. Although the document is extensive, there are three major provisions of the FMLA that apply to the given situation. The FMLA entitles covered employees to unpaid work leave, provides job and benefit restoration, and allows employers to require notice and certification for leave ("Family and medical leave act," 2007).

There are many employment laws out there but ill discuss about three of them and what are the consequences if the company did not comply. The employment laws I will discuss are the Title VII of the Civil Rights Act 1964, Americans with Disabilities Act 1990, and the Uniformed Services Employment and Reemployment Rights Act. My next topic would be how an organization might structure their policies, practices and culture to ensure compliance.

Benefits and Protections. (Revised 2013). United States Department of Labor online. Retrieved May 27, 2014 from http://www.dol.gov/whd/regs/compliance/posters/fmlaen.pdf

* Using the first e-Activity, choose two (2) employment laws, and examine the impact of each law on human resources management (HRM). Support your response with specific examples of each selected law’s impact on HRM.

Give examples of legislation that impact on. Employee holidays, rest periods, working hours and night working. Explain why these are important for both the employee and employer

From hiring through discharge, employees in California are protected by a myriad of federal and state laws. It is not a secret that California courts are some of the most employee-friendly in the country. In general, our nation’s laws and courts that are instituted to interpret them ensure that employers do not base their decisions on an applicant or employee’s protected characteristic such as sex, disability, pregnancy, race, national origin, or age (if over 40).

After the Human Resources manager was informed of the discrimination and harassment, she alerted the department heads and other employees instead of following the company’s Internal Compliance policy of notifying only the field compliance officer. If she had informed only the compliance officer, she would have passed the responsibility to the proper person. Instead Maalick faced retaliation from other employees due to her negligence

I would try to keep the situation light, and explain to Mr. Hartanto that I was responsible for the image of the company. In addition, I would tell him that it was important for me to make decisions that I knew in my heart were the right thing to do. I would tell him that we did not always operate the way that some companies do. I would try to give

They asked thorough questions about specific topics in hiring people, but more specifically about what a good worker is and means to that employer. They organized their research into different topics like the methods and hiring practices the employers used. A special topic, and even the main topic, was about "The Good Worker." (Harkess & Warren, 1994, pg. 276) It was broken apart with subtitles "The Known Worker," "Race" and "Gender." (Harkess & Warren, 1994, pg. 278, 280 and 282) Then they later on went to discuss these topics even more in relation to "local culture, personal characteristics, and the law." (Harkess & Warren, 1994, pg. 287) The way they explained everything in much detail and connected it to the main topic was the biggest strength in this

Identify key assumptions that Susan Dubin likely had about the role she would have when she signed on as HR Director at the Danone Simpson Agency. These assumptions might be around “what” the role would entail as well as “how” she should go about it. (1 pg approx.)