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Employee Absence Joan, an employee of Great American Market, was warned about her excessive absenteeism several times, both verbally and in writing. The written warning included notice that "further violations will result in disciplinary actions," including suspension or discharge. A short time after the written warning was issued, Joan called work to say she was not going to be in because her babysitter had called in sick and she had to stay home and care for her young child. Joan's supervisor, Sylvia, told her that she had already exceeded the allowed number of absences and warned that if she did not report to work, she could be suspended. When Joan did not report for her shift, Sylvia suspended her for fifteen days. In a subsequent hearing, Joan argued that it was not her fault that the babysitter had cancelled, and protested that she had no other choice but to stay home. Sylvia pointed out that Joan had not made a good-faith effort to find an alternate babysitter, nor had she tried…

Employee Absence Joan, an employee of Great American Market, was warned about her excessive absenteeism several times, both verbally and in writing. The written warning included notice that "further violations will result in disciplinary actions," including suspension or discharge. A short time after the written warning was issued, Joan called work to say she was not going to be in because her babysitter had called in sick and she had to stay home and care for her young child. Joan's supervisor, Sylvia, told her that she had already exceeded the allowed number of absences and warned that if she did not report to work, she could be suspended. When Joan did not report for her shift, Sylvia suspended her for fifteen days. In a subsequent hearing, Joan argued that it was not her fault that the babysitter had cancelled, and protested that she had no other choice but to stay home. Sylvia pointed out that Joan had not made a good-faith effort to find an alternate babysitter, nor had she tried…

Employee Absence Joan, an employee of Great American Market, was warned about her excessive absenteeism several times, both verbally and in writing. The written warning included notice that "further violations will result in disciplinary actions," including suspension or discharge. A short time after the written warning was issued, Joan called work to say she was not going to be in because her babysitter had called in sick and she had to stay home and care for her young child. Joan's supervisor, Sylvia, told her that she had already exceeded the allowed number of absences and warned that if she did not report to work, she could be suspended. When Joan did not report for her shift, Sylvia suspended her for fifteen days. In a subsequent hearing, Joan argued that it was not her fault that the babysitter had cancelled, and protested that she had no other choice but to stay home. Sylvia pointed out that Joan had not made a good-faith effort to find an alternate babysitter, nor had she tried…

Employee Absence Joan, an employee of Great American Market, was warned about her excessive absenteeism several times, both verbally and in writing. The written warning included notice that "further violations will result in disciplinary actions," including suspension or discharge. A short time after the written warning was issued, Joan called work to say she was not going to be in because her babysitter had called in sick and she had to stay home and care for her young child. Joan's supervisor, Sylvia, told her that she had already exceeded the allowed number of absences and warned that if she did not report to work, she could be suspended. When Joan did not report for her shift, Sylvia suspended her for fifteen days. In a subsequent hearing, Joan argued that it was not her fault that the babysitter had cancelled, and protested that she had no other choice but to stay home. Sylvia pointed out that Joan had not made a good-faith effort to find an alternate babysitter, nor had she tried…

According to the National Labor Relations Board (NLRB), which of the following is an unfair labor practice on the part of the union during a union organizing drive?   Question 26 options:   Suggesting changes to the right-to-work laws that affect that employer.   Requiring all eligible members to join the union.   Suggesting wage or benefit improvements if the union wins the election.   Punishing employees for nonunion activities by transferring them or terminating them.   Attempting to scare employees into supporting the union by telling them they will lose their jobs otherwise.

Summary: Professional ethics and reporting division performance. Hannah Gilpin is the controller of Blakemore Auto Glass, a division of Eastern Glass and Window. Blakemore replaces and installs windshields. Her division has been under pressure to improve its divisional operating income. Currently, divisions of Eastern Glass are allocated corporate overhead based on cost of goods sold. Jake Myers, the president of the division, has asked Gilpin to reclassify $50,000 of installation labor, which is included in cost of goods sold, as administrative labor, which is not. Doing so will save the division $20,000 in allocated corporate overhead. The labor costs in question involve installation labor provided by trainee employees. Myers argues, "the trainees are not as efficient as regular employees so this is unfairly inflating our cost of goods sold. This is really a cost of training (administrative labor) not part of cost of goods sold." Gilpin does not see a reason for reclassification of…

Current issues in human resources management harassment and discrimination, Analysis? ( with References )

-Define Ethics and explain the types of ethics. -Explain the ethical issues that may arise in HR departments of organizations.

DISCUSSION OF CHAPTER 5 INCIDENTS. HRM Incident 1: A Problem Ad?  Dorothy Bryant was the new recruiting supervisor for International Manufacturing Company in Salt Lake City, Utah. One of Dorothy’s first assignments was to recruit two software design engineers for International. Design engineers are hard to recruit because of the difficulty of their training and the high demand for them. After considering various recruitment alternatives, Dorothy placed the following ad in a local newspaper with a circulation in excess of 1,000,000: EMPLOYMENT OPPORTUNITY FOR SOFTWARE DESIGN ENGINEERS 2 positions available for engineers desiring career in growth industry. Prefer recent college graduates with good appearance. Good credit rating Apply Today! Send your résumé, in confidence, to: D. A. Bryant International Manufacturing Co., P.O. Box 1515 Salt Lake City, UT 84115 More than 300 applications arrived in the first week, and Dorothy was elated. When she reviewed the applicants, however, it…

In response to a request from the HR Department in Avondale Industries’ Hong Kong site, the training and development office at corporate headquarters in Phoenix, AZ developed an online training program for the Hong Kong HR staff. Participation was 100 percent, and evaluations following the training were excellent. Riding high on these results, the training program was then offered to the HR staff at the Tucson, AZ site. However, the training was not well received, and 70 percent of the participants said the training was not engaging or interesting. Which of the following statements best explains how the training and development office can improve the training the next time they offer it?     While the two sites have HR staff who perform many of the same functions, next time the training and development office needs to be aware of cultural differences and adjust its training accordingly.   The next time, the training and development office can improve the training by having…

DISCUSSION OF CHAPTER 2 INCIDENTS   HRM Incident 1: An Ethical Flaw  Amber Davis had recently graduated from college with a degree in general business. Amber was quite bright, although her grades did not reflect this. She had thoroughly enjoyed school, dating, playing tennis, and swimming, but found few stimulating academic endeavors. When she graduated, she had not found a job. Her dad was extremely upset when he discovered this, and he took it upon himself to see that Amber became employed. Amber’s father, Allen Davis, was executive vice president of a medium-sized manufacturing firm. One of the people he contacted in seeking employment for Amber was Bill Garbo, the president of another firm in the area. Mr. Davis purchased many of his firm’s supplies from Garbo’s company. After telling Bill his problem, Allen was told to send Amber to Bill’s office for an interview. Amber went, as instructed by her father, and before she left Bill’s firm, she was surprised to learn that she had a…

The United States has a fairly strong history of unions and labor rights. There are numerous laws and regulations that relate to unions, forming unions, and negotiations with unions. Union membership has been gradually decreasing over the last 40 years. However, there may be some signs that this may be reversing.   Question: Have you, or someone you know, ever been a part of a union?  Do you think unions are still necessary today?  Why or why not?

Human resources policies What is the main function of human resources personnel in companies? Content: Discusses the importance of human resource policies, practices, and activities for the achievement of company goals. Conclusion: Present your point of view and answer: do you think that the human resources policies that have been created should be reviewed frequently? Explain.

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Identify two specific training techniques/ methods that you would use to train employee(s) in the following situations. Ensure the answer identifies a specific training method/ technique that is appropriate to each situation/job.   a. A sales clerk at a local retail location. b. An assembly line worker at Ford Motor Company. c. Train current employees on newly implement software system.

Is the policy "Paid Sick Leave" following best practice? Explain?

Mangement question  Strategic human resource management (SHRM) is a comprehensive approach to managing human capital in alignment with an organization's strategic goals and objectives. It involves integrating HR practices such as recruitment, training, performance management, and compensation with the overall strategic direction of the organization. SHRM aims to optimize the contribution of employees towards achieving organizational success by ensuring that HR policies and practices are aligned with the organization's strategic priorities. Key elements of SHRM include talent acquisition and retention, workforce planning, succession planning, and employee development. By strategically managing their human resources, organizations can gain a competitive advantage, enhance employee engagement and productivity, and drive sustainable growth Question: How can organizations effectively align their HR practices with their strategic objectives to maximize the value of their human capital?