BA 361 Upper Iowa University

R1

LO 1

    • Safe workplace: the employee needs a safe environment and ergonomics. There is often conflict between employer and employee regarding safety measures.
    • Appropriate training: Adequate training for employee’s is an obligation of the law for employers. Employers should conduct non-discrimination and anti-retaliation training. Certain companies need to provide safety training as well as OSHA standards. Conflicts can arise if proper training for a safe workplace is not completed with all members of employment.
    • Religious accommodations: Federal law states that businesses are required to reasonable accommodate an employee’s religious practices. If an employer denies an employee’s request for a day of to observe a religious holiday they would need to show how it created a financial expense.

LO 3

Proper documentation is extremely important in the disciplinary process not only for legal reasons but to ensure the company continues to run smoothly. On a legal side, proper documentation is important so that a company can protect itself from being sued. If a company tried to fire an employee who has had prior disciplinary action, but they failed to document, the employee could claim they did not do anything wrong. Also, the company could face claims that it disciplines in a haphazard and arbitrary way. Documentation can prove that the discipline is systematic and consistent, thus protecting the company from lawsuits. Efficiency wise, proper documentation is important to ensure that discipline is being carried out in the right way. IT also assures workers that discipline is being handled in a professional manner and makes them more likely to be satisfied with their bosses and motivated to work well. This also helps a company defend themselves against claims of discrimination from employees who are experiencing disciplinary action or possible termination. Correct documentation is maintaining a record with a date of all conversations, documented timely. Displaying both positive and negative interactions with the employee. There are many items that need to be documented such as the date, time of incident, behavior exhibiting along with consequences o actions. What action was taken, what is the plan to change the behavior.

R2

LO2

A company’s management often aims to create a positive work environment that allows all employees to be more productive and have a sense of belonging. However, cases of conflict between the two parties can be inevitable sometimes. Therefore, balancing the responsibility of managers in regards to employee rights can be hard. The following are areas that might result to conflict. One, cultural and religious rights. Employers are expected to respect the religious and cultural background of their employees. However, at times, these backgrounds can conflict with the organisation’s culture, thus creating conflict between the two parties (Galpin & Whittington, 2010).Secondly, Compensation and benefits can be an area of conflict between the two groups. Employers are expected to compensate the employee for work done, at times, an employee might feel under-compensated. Thirdly, labour and work conditions can be an area of conflict, especially if the employer fails to offer good working conditions.

LO3

Documentation refers to materials that are used to instruct or explain an act, procedure or a process. It can be in the form of a paper, online or digital media platform. It is essential in the disciplinary process because it provides proof of wrongdoings committed by employees. In other words, it acts as evidence incriminating an employee in disciplinary cases. It enables the company to create fair standards for disciplinary action. Correct documentation should be factual rather than judgmental, in that events should be documented as they occurred, not based on the thoughts or opinions on how they occurred (Bauman et al., 2001). Additionally, correct documentation should vividly describe actions undertaken and provide employee recognition and take disciplinary action.

R3

  • Employees join or form unions for many reasons like to manage their economic needs. When the employees are not happy with their wages, work benefits and working conditions they form a union to seek support
  • When employees do not find the practices of the employer and some policies regarding promotion, demotion, transfer, retrenchment are not proper or are unfair, they create union party to fight against injustice
  • When employer does not provide them with extra benefits, favoritism is also a major reason to join labor unions.
  • Economic needs: Unhappy about wages benefits and working conditions.
  • Dissatisfaction with management: promotion is unorganized and unfair.
  • social and leadership concerns: employees who needs for recognition

Unions promote higher wages and better benefits and make political organizing easier. However, it does discourage individuality and make it harder to promote or terminate workers and drive up cost.

R4

A labor union is likely to cite the following arguments in regards to union membership. First, it considers economic needs such as wages, benefits and working conditions. Secondly, unions openly expose their dissatisfaction with the management thus promoting employee welfare (Mukherjee & Wang, 2013). Unions focus on employee recognition and compensation needs. On the other hand, employers stress good relationship between the management and employees, thus claiming they can offer union benefits without the union being involved. Secondly, they propose that people should not join unions.

BA 361 Upper Iowa University

I need an explanation for this Management question to help me study.

R1

LO 1: Many organizations are concerned about the rising cost of employee benefits and question their value to the organization and to the employees.

  • In your opinion, what benefits are of greatest value to employees? To the organization? Why?

In my opinion, health/dental/eyecare benefits are the greatest value to employees. An employee that knows that their employer offers a solid healthcare option can feel confident in their decision to work for that company. I also think that with the current lifestyle caused by the pandemic, telecommuting and work from home options are close to the top of an employee’s benefit wish list. People like having the flexibility to work in the office or from home. I also think that the vacation time/time off benefits the employer offers would be desirable to employees.

In my opinion, some of the same benefits are of the greatest value to the organization as well. By providing a good healthcare option, the employer knows that the employee can get the health care they need, which typically means less time missed at work. By providing good vacation options, the employer can make sure the employee takes time off when needed in hopes of avoiding burnout. I think that an employee assistance program would also be beneficial for the employer because they know that their employees have the option to get help when needed.

LO 2: Employers are required by law to provide specific benefits to employees. What laws mandate benefits to employees, and what are the provisions of those laws?

The law mandated benefits that employers must provide are Social Security Insurance, Unemployment Insurance, Workers’ Compensation Insurance, Consolidated Omnibus Budget Reconciliation Act (COBRA), The Family and Medical Leave Act (FMLA), and The Older Workers Benefit Protection Act (OWBPA). The Social Security Act was passed in 1935 and protects workers against the loss of earnings resulting from old age and unemployment. It was amended to include disability or dependents, in case of death of the worker supporting them and is known as Old Age, Survivors, and Disability Insurance (OASDI). COBRA was enacted in 1986 and mandates that employees make health coverage available to employees, their spouses, and their dependents upon termination, death, or divorce. FMLA was passed and became effective in 1993, and states that a covered employer must grant an eligible employee up to 12 workweeks of unpaid leave in a 12-month period for covered reasons. OWBPA was passed in 1990 and is a companion piece of legislation to the Age Discrimination in Employment Act (ADEA). The act prohibits age-based discrimination in early retirement and other benefits.

R2

LO 1 In my opinion benefits are highly valuable to employees. The employees are also liable to get benefits that are variable and are the part and parcel of the salary package. These can include house rent allowance, travel allowance, allowance for the education and development of the employees, childcare etc.

  • Health, life and disability benefits should also be included in the salary as a variable. Telephone allowance if the job requires lots of calls to the prospective buyers and customers. Various insurance policies with respect to care of the health and family is a must benefit that an employee is liable to get.
  • There are also some legally required benefits that are mandatory for the employer to provide to the employees like employee stock option plans, provident fund, health and family insurance etc.
  • The firm should also provide paid leaves and holidays for the employees to recreate and refresh their mental and physical health. This way productivity can be increase.
  • Retirement benefits also are derived from company to company and employees are liable to get these benefits.
  • LO 2

    Legally required benefits by the U.S. Bureau of Labor Statistics are retirement income, medical care, worker’s compensation, and unemployment insurance to name a few. The Affordable Care Act (ACA) requires any organization that employs 50 or more full-time employees must provide healthcare coverage (Grove, 2019). Not offering sufficient or affordable health insurance to full-time employees could result in an assessment and possible penalties from the federal government. According to Grove (2019), If your private business employs more than 50 employees, the federal Family Medical Leave Act (FMLA) requires that your company provide its workers with up to 12 weeks of unpaid leave while still protecting their job security.

    Grove, A. (2019, September 18). 5 Employee Benefits You Are Legally Required to Provide. SWBC. https://blog.swbc.com/businesshub/5-employee-benefits-you-are-legally-required-to-provide

    R3

    LO 1: When OSHA was enacted in 1970, it was heralded as the most important new source of protection for the U.S. worker in the second half of the twentieth century. From the information in this chapter, what is your opinion about the effectiveness or the ineffectiveness of the act? Should it be expanded, or should businesses have more freedom to determine safety standards for their workers?

    I think that OSHA could be viewed as being effective. It was definitely effective because it helped to lead to the establishment of safety and health standards that businesses need to be aware of and uphold. Businesses could be having their employees work in unsafe working conditions if there wasn’t an act like OSHA that laid out the safety and health standards that were required for employees. The implementation of OSHA has been very effective in reducing the number of injuries resulting in lost work time, as well as the number of job-related deaths. I don’t necessarily think that it needs to be expanded, but I do think that businesses should be mindful of any sort of safety standards they are reviewing to enforce in the workplace. I think that a business needs to be sure that they are following all OSHA guidelines and then determine if there is any area that OSHA doesn’t cover in their specific business to determine next steps. OSHA is very wide reaching, covering safety topics, including chemical hazards, as well as healthy workplace topics, including stress and employee assistance programs. A specific business may have gaps in what OSHA covers and what the business hopes to achieve that could be rectified by giving businesses more freedom to determine the safety standards for their workers, but it could turn into a slippery slope very quickly.

    R4

    DThe effectiveness of OSHA could be calculated by assuming that in the U.S. almost all the companies have passed their safety norms under the guidelines of OSHA. It is mandatory for the companies to have their safety and protections norms strong and work on them. Without OSHA there would be companies with unsafe working conditions. It is however ineffective due to the political administration that is in office cutting the budget. Without a standard budget the act will not be effective. I do not feel that OSHA should be expanded, but it does need to be amended due to new technological advancements that have happened since the act was originally enacted. The standards of safety have been set for companies by companies should be able to have some freedom to determine safety standards for their employees, that go further or above those set by OSHA.

    BA 361 Upper Iowa University

    R1

    LO 4

    A career management program can help an organization forced to downsize its operations by pinpointing what operations are critical to the business’s core functions and what roles could possibly be eliminated and not affect the core functions greatly.  With career management programs organizations can help employees figure out what path they want to take their career.  It helps pinpoint which employees look to further than themselves and which ones possibly don’t want to.   I think it could also help with employees who don’t make the cut identify what direction they want to go and depending on the organization help them get into a position to find employment in that career path.  I found an article on jobhunt.org that talked about why career management is essential today.  The main benefit according to the article was that career management and planning helps us produce the results we want for our careers that will impact our lives in a positive way.  So, for an organization that is downsizing they need to establish what is going to be the roles that are going to have the most positive affect on the company and who is best suited for those roles.  Downsizing is never a fun process for companies, but in the end they might be able to streamline the organization of the business by combining job roles and responsibilities and become more efficient.

    LO 5 

    I think the one of the biggest hurdles women and minorities face in a lot of organizations is the “The good old boys network.”  According to our textbook, Managing Human Resources, “The good old boys network” is an informal network of interpersonal relationships that has traditionally provided a way for senior (male) members of the organization to pass along news of advancement opportunities and other career tips to junior (male) members as well as to recommend them.”  An article on Forbes website talked about the internal and external challenges women and minorities face in the workplace.  Some of the barriers the article listed are imposter syndrome, FOMO (fear of missing out), minority stress, perfectionism, stereotype threat, inability to self-promote and step up, fear of failure, fear of judgment, and fear of vulnerability.  The article does go on to explain each of these barriers and it is worth the read.  Reading through these I don’t feel like I have encountered these barriers in the work place which is something that needs to change.  I am not sure how to go about changing the business culture and create a level playing field for everyone, but it needs to be done. 

    https://www.job-hunt.org/career-management/what-why-career-management.shtml 

    https://www.forbes.com/sites/ellevate/2020/05/21/i…

    R2

    LO 4

    A career management program can help an organization forced to downsize its operations by pinpointing what operations are critical to the business’s core functions and what roles could possibly be eliminated and not affect the core functions greatly.  With career management programs organizations can help employees figure out what path they want to take their career.  It helps pinpoint which employees look to further than themselves and which ones possibly don’t want to.   I think it could also help with employees who don’t make the cut identify what direction they want to go and depending on the organization help them get into a position to find employment in that career path.  I found an article on jobhunt.org that talked about why career management is essential today.  The main benefit according to the article was that career management and planning helps us produce the results we want for our careers that will impact our lives in a positive way.  So, for an organization that is downsizing they need to establish what is going to be the roles that are going to have the most positive affect on the company and who is best suited for those roles.  Downsizing is never a fun process for companies, but in the end they might be able to streamline the organization of the business by combining job roles and responsibilities and become more efficient.

    LO 5 

    I think the one of the biggest hurdles women and minorities face in a lot of organizations is the “The good old boys network.”  According to our textbook, Managing Human Resources, “The good old boys network” is an informal network of interpersonal relationships that has traditionally provided a way for senior (male) members of the organization to pass along news of advancement opportunities and other career tips to junior (male) members as well as to recommend them.”  An article on Forbes website talked about the internal and external challenges women and minorities face in the workplace.  Some of the barriers the article listed are imposter syndrome, FOMO (fear of missing out), minority stress, perfectionism, stereotype threat, inability to self-promote and step up, fear of failure, fear of judgment, and fear of vulnerability.  The article does go on to explain each of these barriers and it is worth the read.  Reading through these I don’t feel like I have encountered these barriers in the work place which is something that needs to change.  I am not sure how to go about changing the business culture and create a level playing field for everyone, but it needs to be done. 

    https://www.job-hunt.org/career-management/what-why-career-management.shtml 

    https://www.forbes.com/sites/ellevate/2020/05/21/i…

    R3

    LO 2

    The different types of interviews the book talked about where nondirective, structured, situational, behavioral, and sequential and panel interviews. Non directive interviews are where the applicant determines the course of the interview through open-ended questions. Structured interviews are where the interview is set of standard questions with a standard set of answers. With situational interviews, the applicant is given a situation and the interviewer sees how they would respond to the situation. A behavioral interview is where the applicant is asked questions what they did in an actual situation. A sequential interview is where the applicant is interviewed by multiple people right after another. Finally, a panel interview is where the applicant is interviewed in front of a board of interviewers. I would prefer to conduct a nondirective interview. The reason I would chose this type of interview is because I feel like this is where the applicant is going to feel the most relaxed and where I feel like they could open up. I think as the interviewer I can learn more about the applicant by letting them speak about past experiences and let them drive the interview compared to having set questions and answers. I also feel like you can combine a few different types of interviews. I think you can combine nondirective with situational and behavioral. I have personal been interviews that are a combination of the different types of interviews. I was asked open ended questions at first and then I would was asked if this situation comes up how would you handle it? I was also asked what was a difficult situation you have encountered at work and how did you handle it? I think each type has their place, but for me I am a nondirective interview type of person while mixing in elements of situational and behavioral.

    Snell, S., Bohlander, G. W., & Morris, S. (2016). Managing human resources. Cengage Learning.

    R4

    There are different types of employment interviews.

    1. Non-direct interview – An interview in which the applicant is allowed he maximum amount of freedom in determining the course of the discussion, while the interviewer carefully refrains from influencing the applicants remarks.
    2. Structured interview – An interview in which a set of standardized questions having an established set of answers is used.
    3. Situational interview – An interview in which an applicant is given a hypothetical incident and asked how he or she would respond to it.
    4. Behavioral description interview – An interview in which an applicant is asked questions about what he or she actually did in a given situation.
    5. Sequential interview – A format in which a candidate is interviewed by multiple people, one right after another.

    Personally, I would like to conduct a situational interview. I have been in these types of interviews before. When applying for a sales position. I was given a script of a fake business and then was placed in a room to answer the phone when it rings and sell this fake product to the person on the other line. My hiring was based on how I handled the situation. How I conducted the sells approach. Did I offer the products as listed on the script or did I add things that the fake business did not actually offer giving false expectations? I think this is an interesting way to conduct an interview. It lets the employer know what kind of skill set you have and where improvement gaps are needed. Are you worth hiring for this job placement or are you maybe better suited for something else?

    Snell, S., Morris, S., & Bohlander, G. W. (2016). Managing human resources. Cengage Learning. 

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