Explain why this situation or event is an example of employment relations. Reflects on real employment relations events and experiences Uses information and evidence to develop and support an argument.
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Explain why this situation or event is an example of employment relations.
Reflects on real employment relations events and experiences
Uses information and evidence to develop and support an argument.
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- Word Count - 500 Discuss the rationale behind the role the state plays in "managing the employment relationship" in Australia, and what is the extent or range of the Australian Laws in this regard.What are the main legal considerations businesses should be aware of when hiring employees?How can an organization effectively navigate the legal complexities of employment law to ensure compliance and mitigate potential risks while maintaining a productive and inclusive work environment?
- Select a past or current issue in employment law or labor law in the United States. State the issue. Provide a resolution of the issue you identify. Explain how employment law or labor law or both applies in resolving the issue.A cashier employed for 18 years ate a bag of potato chips without buying them while at work. She paid for the bag as soon as her shift ended. She was fired. The employee ate the chips because she was diabetic and was concerned that her blood sugar was getting too low. Later, the EEOC sued the employer on her behalf and claimed the employer discriminated against her because of her disability. Conduct some research and determine which of her human rights were violated. How should the employer have responded? Explain. write 250 wordsDo all States recognize the "Employment-At-Will" doctrine? If not, what doctrine is recognized the State(s) that do not recognize the "Employment-At-Will" doctrine?
- Assume the following hypothetical situation: A company is being sued for negligent hiring. They hired an employee who at the time of recruitment disclosed verbally and stated in writing about their prior drug addiction. They have successfully completed a rehab program. Was this a negligent hire? Why or why not? If the employee came to work one day under the influence but no one noticed and the employee ran a hand truck into a customer causing injuries, was this a negligent hire? Why or why not? Ignoring the information from Question B, how do you reconcile not hiring a recovering addict for safety concerns with this from the EEOC? "Current illegal drug use is not protected, but recovering addicts are protected under the ADA." According to the EEOC's manual, "Persons addicted to drugs, but who are no longer using drugs illegally and are receiving treatment for drug addiction or who have been rehabilitated successfully, are protected by the ADA from discrimination on the basis of…Should the public policy exception be expanded to protect applicants from discrimination based on their credit background?Create a cover letter for employment.
- Therefore, take steps to prevent and deal with sexual and other types of harassment in your workplace. As an employer, you may be held liable for your own acts of harassment that affect employees in the workplace, as well as the acts of your managers, employees, and even harassment by customers, suppliers, and others who regularly do business with you. Your manager would like you help in developing a training program. As such, he has requested you to evaluate the applicable laws and add a section to the employee handbook. Draft a section for the employee handbook Harassment Hostile workplaceExplain how a business can ensure that their employees are not involved in any illegal or other inappropriate activity with respect to computers, the internet, and voice mail.Mark Young is the head of the painting department in a large hospital; 20 union employees report to him. Before coming on board at the hospital, he had worked as an independent contractor. At the hospital, he took a position that was newly created because the hospital believed change was needed in how painting services were provided. Upon beginning his job, Mark did a 4-month analysis of the direct and indirect costs of painting services. His findings supported the perceptions of his administrators that painting services were inefficient and costly. As a result, Mark completely reorganized the department, designed a new scheduling procedure, and redefined the expected standards of performance. Mark says that when he started out in his new job he was “all task,” like a drill sergeant who didn’t seek any input from his subordinates. From Mark’s point of view, the hospital environment did not leave much room for errors, so he needed to be strict about getting painters to do a good job…