EEOC Violations

EEOC Violation

[Name]

[Institute]

Author Note

EEOC Violation

Case Study 1

The Texas Roadhouse has been allegedly choosing to employer a younger staff for front of the house positions, with the management allegedly, turning away older applicants in favor of the younger ones by saying that the younger people can grow with the company, that the older applicants are too old for the job and they would have a hard time fitting in. As an HR representative for the company, I would defend the organization by stating that the advertisement for open positions, firstly, did not list an age limit. However, if these employees believe that the younger staff is being placed in the front of the house, this is because these positions are entry-level positions and would require training. However, staff members with a better experience and prior training were specifically chosen for their fir managerial roles because that is how they fit the needs of the company. Age bore no factor in this choice. However, it is still true that age often accompanies the experience, which is why older staff members usually made it to managerial positions, but this wouldn’t keep people in their 20s from scoring such positions either ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"NhVAqDeg","properties":{"formattedCitation":"(Hart, 2005)","plainCitation":"(Hart, 2005)","noteIndex":0},"citationItems":[{"id":1002,"uris":["http://zotero.org/users/local/5VyEEXyp/items/JIY96GGJ"],"uri":["http://zotero.org/users/local/5VyEEXyp/items/JIY96GGJ"],"itemData":{"id":1002,"type":"article-journal","title":"Skepticism and Expertise: The Supreme Court and the EEOC","container-title":"Fordham L. Rev.","page":"1937","volume":"74","author":[{"family":"Hart","given":"Melissa"}],"issued":{"date-parts":[["2005"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Hart, 2005).

Case Study 2

The Hutchinson Sealing System was accused of laying off older project engineers by allegedly making changes to the system and manipulating the employment criteria to keep younger employees while laying off the older employees. As the HR representation for this company, I would argue that the automotive industry is deeply competitive, especially in this time and age. Innovation is key to getting ahead in this industry and the criteria were altered to ensure that the company retained productive employees and lay off those that do not meet the mark since the company cannot afford to foster such employees. Age played no part in this decision ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"25UbCSGH","properties":{"formattedCitation":"(Buyens, Van Dijk, Dewilde, & De Vos, 2009)","plainCitation":"(Buyens, Van Dijk, Dewilde, & De Vos, 2009)","noteIndex":0},"citationItems":[{"id":1003,"uris":["http://zotero.org/users/local/5VyEEXyp/items/S7PW5M7E"],"uri":["http://zotero.org/users/local/5VyEEXyp/items/S7PW5M7E"],"itemData":{"id":1003,"type":"article-journal","title":"The aging workforce: perceptions of career ending","container-title":"Journal of managerial psychology","page":"102-117","volume":"24","issue":"2","author":[{"family":"Buyens","given":"Dirk"},{"family":"Van Dijk","given":"Hans"},{"family":"Dewilde","given":"Thomas"},{"family":"De Vos","given":"Ans"}],"issued":{"date-parts":[["2009"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Buyens, Van Dijk, Dewilde, & De Vos, 2009).

References

ADDIN ZOTERO_BIBL {"uncited":[],"omitted":[],"custom":[]} CSL_BIBLIOGRAPHY Buyens, D., Van Dijk, H., Dewilde, T., & De Vos, A. (2009). The aging workforce: Perceptions of career-ending. Journal of Managerial Psychology, 24(2), 102–117.

Hart, M. (2005). Skepticism and Expertise: The Supreme Court and the EEOC. Fordham L. Rev., 74, 1937.

Employee Compensation And Benefits

Secretary Compensation and Benefits Package

Name:

Institution:

The organization I am designing a compensation package for is a company that offers shipping services within the United States and international market. The position I am doing for recruitment is that of a company secretary. The secretary will be engaged in the office of the human resources director. She will handle all paperwork and do correspondences for all duties within the department as instructed by the human resources director. The position will come with several benefits apart from the monthly salary as stated herein.

Based on the research on data availed on the bureau of labor statistics website, the secretary will be paid a monthly salary of $30 per hour. The amount is in line with the comparative analysis on the extent to which secretaries are engaged by organizations in the same industry and the prevailing market rates. The pack is set in a bid to attract the best talent in the market and making the position competitive. The company will benefit in the long run after having getting a candidate who offer the value for money paid to them (Bureau of Labour Statistics, 2019).

The secretary’s position will be have be based on a 40 hour work-week and non-exempt. Overtime payments will not be introduced until the management gives an approval. Overtime payment will be at $20 per hour although it may be adjusted based on the amount of work the secretary will have done during the overtime hours.

The employee will also be offered additional benefits such as medical cover for the secretary and her family and a leave allowance at rates that will be determined by the company’s management. The medical cover can include dental cover, vision cover, inpatient and outpatient. The secretary will also be given a bonus based on her performance from the annual appraisals done by the company. A happy employee who does not worry about how she or her family will get access to medication makes her focus fully on her job and delivers effectively. The rates of yearly cover will also be determined by the management (Pratt, 2014).

The secretary will also be liable for training as this is part of the human resources development program for every employee. Harnessing new skills will make the employee feel valued in the company and will be willing to even go a notch higher in her delivery within the company. Just like in every company employee development opportunities help improve the delivery of the employees directly in their areas of work (Group, 2015).

Providing the employee with lunch perks will also be ideal at least once a month at a rate that will be determined by the management. In normal work scenarios, secretaries tend to work overtime and even end up working beyond the lunch hours. The secretaries’ workplan in most cases are in line with that of their bosses and if the boss is busy, they may end up spending the whole day on their desks (Group, 2015). It would thus be in order for the management to plan meals for the secretary on busy days if not every day. Secretaries need energy in order to deliver effectively in their line of duty.

The Secretary can also be enrolled in the company’s pension plan as it shows that the company cares for the welfare of the employee by the moment she will be out of work. Employees like knowing if indeed an employer has in place plans for them by the time they are leaving an employment or they are only valued when still working in the organization. As such the management can come up with a plan on the amount they can offer as their contributions to an employee’s pension.

Reference

Group, B. (2015). Mandated Benefits Compliance Guide 2015. Chicago: Aspen Publishers.

Pratt, D. (2014). Pension and Employee Benefit Statutes and Regulations 2015: Selected Sections. New York: West Academic.

Statistics, B. o. (2019, 12 8). Bureau of Labour Statistics Corporation. Retrieved from Bureau of Labour Statistics: https://www.bls.gov/oes/current/oes436011.htm#ind

Employee Profile Case Study

Employee Profile Case Study

Name (First M_Last)

Institution Name

Employee Profile Case Study

Employee 1 Performance Management Plan

Brown’s performance is good in the company but it can be made best, and his skills can help the company overachieve its goals and targets. As Brown is a baby boomer, he is unfamiliar with the latest and modern approaches of his work, and he has been managing with old tactics and techniques. If he is trained with the latest strategies, productivity can be increased. In doing that, meetings would be set with Jimmy brown to acknowledge thoroughly about his interests and expectations ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"a114puois1u","properties":{"formattedCitation":"(CALDWELL, 2002)","plainCitation":"(CALDWELL, 2002)"},"citationItems":[{"id":574,"uris":["http://zotero.org/users/local/2RJg7y7G/items/3WI6YDQQ"],"uri":["http://zotero.org/users/local/2RJg7y7G/items/3WI6YDQQ"],"itemData":{"id":574,"type":"book","title":"Performance Management: EBook Edition","publisher":"AMACOM Div American Mgmt Assn","number-of-pages":"145","source":"Google Books","abstract":"Organizational success depends on the continuous improvement of staff performance at al levels. People constitute the real competitive advantage in business and industries of all types. Enhancing the performance of your people and ultimately your organization depends on the continuous improvement of staff at all levels. An effective Performance Management system is essential to help employees perform at their best and align their contributions with the goals, values, and initiatives of the organization. Performance Management presents managers and supervisors with a clear model they can follow to plan, monitor, analyze, and maintain a satisfying process of performance improvement for their staff. Designed for readers to apply what they are learning to their current job responsibilities, this book offers exercises and assessments to determine your readiness to implement performance management. It also illustrates strategies for developing the crucial communication skills of coaching, problem solving, and giving feedback while teaching methods for linking organization and personal goals. By demystifying the role of performance management techniques, Performance Management provides the knowledge and tools to design and implement a workable system that benefits the organization and inspires employees to manage their own performance. This is an ebook version of the AMA Self-Study course. If you want to take the course for credit you need to either purchase a hard copy of the course through amaselfstudy.org or purchase an online version of the course through www.flexstudy.com.","ISBN":"978-0-7612-1517-2","note":"Google-Books-ID: Cgef6OsYCqkC","shortTitle":"Performance Management","language":"en","author":[{"family":"CALDWELL","given":"Charles M."}],"issued":{"date-parts":[["2002",5,13]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (CALDWELL, 2002). Keeping in mind that Brown is a baby boomer and has a military background, a scope statement document will be created, and it will be made sure that it gets on the same page as Brown.

First, he will be trained. He will be trained well enough to grasp the key elements of dealing with technical equipment and software, and after that, he will be assigned his role. He will be expected to work according to his new training. His performance will be monitored throughout by surveillance cameras and computer trackers. It will be observed that how well he is performing his job with latest and modern strategies. Moreover, productivity and behavior of Brown and all the employees that are working under him will be observed as well.

It is illegal in the United States of America to read emails or personal chats of the employees without their consent. Brown will be acknowledged that his activities have been monitored on the computer and if he does not want to reveal anything person, then he needs to be careful in using PCs of the company.

To check the effectiveness of this approach, a summative evaluation will be applied ("Evaluation Approaches & Types « Pell Institute", 2019). Data will be gathered and analyzed to check the effective outcomes after the implementation of the approach. Through this evaluation, objectives and impacts of the plan will be checked. Moreover, more possibilities will be checked that can enhance the performance of Brown even more. If Brown is not coping up with the plan and finding it difficult to keep up with it, more ways will be taken into consideration for improvement of his performance.

Employee 2 Performance Management Plan

Michael Johnson has an emotionally disturbed background, and as the technology is getting advance every single day, his technical education is comparatively outdated. However, he has great experience in the professional field. He is working on a post that is not according to his professional background. His performance can be improved by clearing the clouds that are blocking his creativity level. At first, the meeting will be set with Johnson to acknowledge his problems, interests, and expectation. Keeping his background and current position in mind, his performance can be enhanced by counselling, appreciation, empowerment, and motivation. He can be appreciated in many ways, but by giving him autonomy and decision making power, he will feel more encouraged and work more passionately.

If the computerized platform is given to Johnson through which he can supervise employees that are under his supervision, he will somehow feel in touch with his field of work. Because of his technical background, it is expected that he won’t feel any difficulty in doing that, but if he finds it difficult to handle the latest software and techniques, he will be trained first. After the implementation of the new approach, he will be monitored by HR management through surveillance cameras and computer trackers to keep a check on his attitude in work, behavior with employees, time management, productivity and improvement in his overall performance.

The company has no right to dig more about his personal life and enforce him to discuss his private psychological issues with the psychologist in the company. It will be illegal for a psychologist to share his personal information with the company or other employees without his consent. Moreover, the company will be bound to acknowledge him about the tracking of the computer system he is using. It is illegal for a company to have access to his personal emails so the company will sign an agreement with him that if he discloses his personal information on the system of the company, he will be responsible for its consequences and would not be able to challenge company for his actions later.

By formative evaluation, Johnson’s performance will be checked ("Evaluation Approaches & Types « Pell Institute", 2019). The effectiveness of the program, outcomes, target achievements and expected progressive change in Johnson’s attitude will be analyzed. More ways will also be taken into consideration if they are found to be effective to enhance the performance of Johnson.

References

Evaluation Approaches & Types « Pell Institute. (2019). Retrieved from http://toolkit.pellinstitute.org/evaluation-101/evaluation-approaches-types/

ADDIN ZOTERO_BIBL {"custom":[]} CSL_BIBLIOGRAPHY CALDWELL, C. M. (2002). Performance Management: EBook Edition. AMACOM Div American Mgmt Assn.

Employee Relations And Organisational Effectiveness

Employee Relations and Organizational Effectiveness

Name

Professor’s name

Institutions

Course

Date

Introduction

Employees play a significant role in an organization’s operations. Building relations between the employer and employee requires an extra mile. Decisions made determine the productivity of the employee that affects the overall performance of an entity. Improving the relations between the business and employees and among employees tends to control loggerhead issues that arise during the working hours. Organizations employ different personnel based on the demand and the organizational structure. Therefore, defining the organizational structure and establishing a good chain of command constitute the going concern. Therefore, having a good organizational structure with good and reliable employees, means that the business hits supernormal profits with a short time. However, the employees are given priority due to their participation in earning the profits.

Relations pertaining to the employer and the employee require professionals to execute issues arising from the work environment (Crossman, and Abou-Zaki, 2003). Employees come together with a common goal as they form unions governed by the law. Besides having unions to advocate for better employee welfare, some people tend to engage in collective bargaining. Therefore, enterprise bargaining originates form the actions undertaken by individuals with an aim of improving their welfare while working for a company (Salanova, Agut, and Peiró, 2005).

Enterprise bargaining relate to wages and working conditions that arise when the employee feels there is a gap between him and the working environment. This form of bargaining does not involve a third party since it is a focus on the individual enterprises and the employees within such enterprises. The fair Work Act 2009 provides the grounds for the formation of enterprises bargaining (Australia, 2009). It also stipulates that once enterprise bargaining is formed then it becomes binding between the employer and employee. These means that in case of an agreement, the prerequisites have to be executed. Therefore, enterprise bargaining involves negotiation between the employer and employee by including their representatives. The essence of bargaining is to reach a goal that focuses at enterprise among. Moreover, the Fair Work Act provide the basis for enterprise bargaining and grounds upon its applications. (Brayfield, and Crockett, 1955)

Legal obligations and entitlement observed when employers and employees engage in enterprise bargaining.

Making an enterprise agreement is in line with Fair Work Act 2009, the Act provides legal frameworks upon which to consider when engaging in a bargain process. There are simple and flexible terms to observe in order to provide an inclusive agreement for the benefit of the employer and the employee (McCrystal, 2010). Therefore, considering the terms of the Act the employer and employee have a basis to bargain in good faith and create an enterprise agreement. However, in the bargaining process, the employers and employees have representatives that engage to provide a resonate agreement. According to the act, the employer notifies the employees of the need to be represented. During the bargain process the representatives engage in a negotiation process that encompasses the needs of the employees. In addition, the rights of individuals are a priority regarding the procedure. Welfare, salaries and working conditions are the main subject and reflect the intentions of the employees in the agreement process (Bray, and Stewart, 2013). The notification period of an employer to inform the employee of having representative for enterprise bargain is 14 days (Creighton, and Forsyth, 2012). Every current employee deemed to be covered by the agreement is given the notice and must be in a position to select a representative for purposes of representation. This are important issues to observe when entering an enterprise agreement that poses significant impacts to the well-being of an employee and employer (Creighton, 2011).

When entering an enterprise agreement, the agreement binds the employer and employee since it symbolizes a contract. Legal obligations are necessary to consider when making these decisions (Gollan, 2009). Therefore, the Act provides a clear indication of the inclusion of the terms as to the relationship between the employer and employee. Moreover, it is important to consider various legal issues as stipulated by the Act. When creating the enterprise agreement, the act provides that the expiry date must be included and defined. The expiry date depends on the date the Fair commission takes upon to approve the agreement (Davidow, 1977). The expiry date is a legal date that defines when the agreement will conclude. The employer and employee together with their representative have to counter check to verify that the agreement is within four years and the date does not go beyond the stipulated duration. The observation of the date will ensure that the agreement does not become null and void and that it is applicable throughout the period stated (Mitchell, Naughton, and Sorensen 1997). The legality behind the expiry is evident if the agreement is enforceable according to the Fair Work Act 2009.

When establishing the agreement it is necessary to have a dispute, resolution procedure included. The procedure stipulates the way to follow to solve conflicts that may arise. Employees will always create an environment unfavourable to the employer in cases where they feel their rights are infringed (Diamantopoulos, and Hart, 1993). Circumstances such as low pays, employee welfare and unfavourable working conditions will always lead to conflicts arising between the employer and employee. Including the dispute, procedure means that a person who is third party or mediator could be included in the bargaining procedure. The act stipulates that the person has to be authorised by the person and could be the Fair work commission or and independent person that will not favour one side. These procedures should clearly indicate how the person involved could exercise their own powers to assists the two contenders come into a conclusion.

The enterprise agreement involves terms that constitute flexibility. Legal inclusion of agreement terms binds the employer and the employee. However, flexibility included allows the employer and the employee to negotiate when need arises. These terms allow for individual flexibility arrangements to capture or focus on the employers and employee’s needs. When these clauses exist among in the agreement, they provide grounds for negotiation with the intentions of matching the employer and employee needs.

The legality of enterprise agreement requires the enterprise agreement to contain a consultation term. An agreement needs to include the efforts or contributions of an expert with the aim of giving the best results. The term legally allows the employers to engage the employees regarding important issues. Employers may want to confirm or enquire from the employee about the changes in the work environment. These impacts may cause major changes that affect them in the work place. With the term inclusion, the employees may have a representation in the consultation. Therefore, with such a consideration, a legal obligation is vested on the employer and the employee and must submit to the terms of the agreement.

In addition, the legal obligations imposed by the agreement define the kind of person to include as a representative. Therefore, the Fair Work Act 2009 identifies the following as the bargain representatives. The representative is an employee that will be covered by the enterprise agreement (Henning, 1999). This means that the person will have to act in good faith as he or she is a beneficiary of the bargain agreement. A trade union inclusion or consideration would be necessary if the union consists of a member that will be covered by the agreement. Furthermore, a trade union that represents more than one member may be included as a representative. A trade union that has applied to the Fair Work Commission qualifies to be a representative of the employee. Moreover, the employer or employee may authorise a person in writing to be a representative during the bargain process in order to come up with an enterprise agreement.

However, the bargain representatives are legally bound and the law provides that any benefit accruing to the representatives needs disclosure (Rimmer, 1998). The group or organizations representing the employees have to disclose any benefits that may accrue financially. The benefits are deemed to accrue because of engaging in the proposed bargain agreement. As a requisite, the employer or trade union has to create a disclosure document and provide the same to the employer that has a responsibility of giving it to the employees.

The employer, employee and representatives must observe the requirements of enterprise bargaining. Their inclusion in the process requires the bargaining to be in good faith. However, it is important to observe the legal needs as stipulated in the Fair Work Act 2009 (Chapman, 2009). The bargaining representative has to observe the relevant rules otherwise that the act may not apply. The union or employer has to attend and participate in meetings organized at reasonable time to contribute in the process of enterprise bargaining. In the meeting, the union represents the employer and the employee with regard to issues of concern (Coulthard, 1996). The representative has to disclose relevant information, information that will assist in making decisions and reach a consensus. Representatives have a role to play in the meeting: their presence means that they have to respond to proposals as raised by the other parties (McGrath-Champ, 2003).

Problems associated with measuring labour productivity

Business performance determines the success of the business. A business that continuous in operation and maintains in a competitive environment attracts the attributes of good management (Abdul Kadir, Lee, Jaafar, Sapuan, and Ali, 2005). The life of the business lies in the hands of the management. Meaning, if people responsible for management do not engage in activities that will support business growth, then the business performance reduces. Decrease in performance may lead to bankruptcy and later to winding up. The organizational structure contributes to organization’s success. A good structure depicts the functions of each employee in the business and holds the employee liable (Enshassi, Mohamed, Mustafa, and Mayer, 2007).

A good employee completes the equation of equivocal performance. Labour is considered as a factor of production. The human resource manager has a task of ensuring that he employs the best staff to provide labour (Greenley, 1995). However, employee’s performance depends on the organization’s management and consideration of the employees. An employer meeting employee’s demands stands a chance of having good performance. Therefore, many problems arise when measuring labour productivity.

The aggregate ratio of the output to the input measures productivity. Economic growth, competitiveness and living standards constitute variables used to measure productivity. As a partial productivity measure, labour productivity has a number of indicators. Considering labour productivity, there is need to consider the economic growth and social development (Harris, and Todaro, 1969). Therefore, to effectively measure labour productivity, we need to consider the volume of output with the corresponding input. Hence, labour productivity is equivalent to the volume output divided by the input in use. Factors affecting labour productivity revolve around the amount of output and input required. The input in this case is labour while the output is in volumes (units of products and services). Problems associated with measuring productivity vary depending on the nature of job (LANGFIELD and Madden, 1998).

Nature of the job is a factor when measuring productivity. The products of most jobs are in the form of goods and services. The goods may be tangible but services are not. Quantifying amount of services rendered requires a person to use estimates based on predetermined procedure (Gomez-Salvador, Musso, Stocker, and Turunen, 2006). As an employee working in the product or service industry it is important to know the level of production and contribution made towards the company. Considering the need to quantify the amount of work done, it becomes difficult to equate the amount of work to labour employed. This is the main factor affecting the measure of labour productivity (Schreyer, and Pilat, 2001).

The human resource manager is responsible regarding measuring labour productivity. We could consider this as a factor that trails hand in hand with performance. Employee productivity is key to any organization and creates the relevance of gauging the extent of each employee’s contribution towards the growth of the company. Large organization devises means to ensure that all employees in the database are evaluated to measure their contributions (McGowan, and Andrews, 2015). This has been facilitated by the growing technology and new development in the information technology world. Responding to employees needs and employers wants becomes a nuisance in the progress of the company. Employer’s demands may affect the process of measuring labour productivity. Some employers especially, those that are getting into the market do not want to talk about employer performance measurement. The measurement method employed proves to be expensive making some employers try avoiding measuring employee performance (Anitha, 2014). The reality is that the measuring the employees value towards the firm gives the organization room to improve performance. Through the exercise a business can learn about the employees and encourage them regarding the same.

Furthermore, performance of an employee is affected by various factors. Lack of motivation, low salaries, lack of skills and experience, lack of empowerment, poor work planning, design changes, lack of labour safety, and poor working conditions are a challenge towards labour productivity. These factors require the personnel responsible to identify and analyse each by employing a cause and effect methodology (Ahluwalia, 1991). They determine performance and constitute factors that are associated with measuring labour productivity.

Lack of motivation is a factor that can affect productivity. Employees require motivation to execute their tasks confidently and comfortably. Motivation takes different forms capturing the acts of promotion, gifts, and salary increments (Whitehouse, 2001). Vroom supports that a motivated employee always yields results. Relating motivation to performance, then quality and quantity becomes an issue to the business. The quality and quantity constitute problems that relate to labour productivity (Luthans, Norman, Avolio, and Avey, 2008). The question is on the variable to consider, is it quality or quantity. When focusing on motivating individuals based on quantity, quality becomes an issue. The quality of the products and services may be compromised as employees target large volumes of goods to stand a chance of reward. A business operating in this form stands a position of making losses and affecting the performance. Compromising quality means that the business produce focuses on the quantity alone (Whitehouse, and Frino, 2003.). This makes it difficult to measure labour productivity.

Besides motivation, poor working conditions and planning are major issues when it comes to measuring labour productivity (Chapman, and Al-Khawaldeh, 2002). Working conditions is a vulnerable factor that requires attention as we maintain performance. These conditions in most cases relate to the rules and regulations enforced by the management, the management’s view towards the employees and considering employee’s concerns. It is a fact that employees want to work in a free environment, a place where they can interact and have breaks during the day and during the leave period. This constitutes the employees welfare that is the most critical in the 21st century (Chen, Tsui, and Farh, 2002). The relevance of having good working conditions is evident in the actions and performance of the business. On the other hand, planning as a factor of performance is a tool involving the availability of organization resources.

Planning requires one to efficiently and effectively utilize the available resources for the benefit of the business and employees. Planning is a core function adopted by every organization with prospects on being a leader or provider of products and services. Without considering planning, it means the system has a failure. The outcome will depend on the applicability part of the issues affecting the business (McLaughlin, and Coffey, 1990). Therefore, failure to plan will have an impact on productivity. This makes it difficult to measure labour productivity. Most of employees experience different challenges that differ from one individual to another. These challenges include low source of income or salary at the end of the month of a particular employee in which that amount is less and cannot sustain their needs. These reduce the motivation of those employees at work to perform well and also they are stressed wondering on how life is difficult however, their physical body is at work but their thought is elsewhere. The production of a company can be low due to corrupt employees, instead the company to employees enough man power the just employ few employees and multi-task them at the end of the day there are fatigue and their loss morale on that job. Those employee who are corrupt their usually have interest of make cheap money on their own benefits but their do not concern other colleagues and the future of the company.

If the company employs unqualified personnel automatic, the level of production will be low due to incompetence skills from those employees that leads to poor quality of those products. Employees who have not trained in a particularly profession automatic they lack knowledge on how to go about that some situation, the appropriate procedure to be followed and how to produce the best outcome depend on that competence. Mismanagement of resource by the employees also contributes to low production because every employee just misuses those resources in the on pressure without any restriction or any one concern about that. Resources are the raw material that are necessary for a particular activity to take place, for instance no resource no work, because this resource must be there so that employees to use it to facilitate their daily activity .This resource may include capital and land. For example at a particular at company, the manager misuse funds to pay his/her employees salary, what thing will happen to the whole company? First of all the employees they will strike demanding for their salary, for those few days which will lead to the company to produce less than expected amount product and experience losses

Bias is a problem experienced in organization with formal or non-formal set ups. The problem has been an issue over years and in most organizations (Oulton, 1998). The employees face a difficult time to make a decision that will prove correct. Bias in this case aims at the top personnel with the junior staff. The management may be siding with an employee and declare the performance (Guthrie, Barnett, and Polvere, 1996) Such act is considered unprofessional and harms people most. In that regard, it is the responsibility of the management to create an environment where every employee has to be respected. The human resource mostly abuse their powers and tend to side with one party (Bryson, Charlwood, and Forth, 2006). Therefore, bias constitutes the problems that make measuring of labour productivity difficult.

Trade unions and employers association views on enterprise bargaining and productivity growth as asserted by Fair Work Ombudsmen

Trade unions and employers association have views relating the Fair Work Ombudsman. Engaging in an enterprise bargaining has endless fruits beginning from the employee’s then the employer’s side. The inclusion of representatives in the bargain process creates an environment that leads to unbiased decisions made. Therefore, the aim of trade unions and employers association has a common goal of providing a fair environment for employees and employers to interact regarding business matters (Del Gatto, Di Liberto, and Petraglia, 2011). The role of the of trade unions evidenced in the Fair Work Act aims at protecting the employee while the employers association aims to be on the side of the employers. Therefore, unions work hand in hand to resolve issues that are affecting the employees (Koopmanschap, Burdorf, Jacob, Meerding, Brouwer, and Severens, 2005).

The statement provided by the Fair Work Ombudsman supports the benefit accruing from enterprise bargaining. Increased productivity consequently affects various variables within the business environment (Nordhaus, 2001). However, productivity depends on the employee. The management and employees have an obligation to fulfil towards the organization. Provision of favourable working conditions contributes towards employee productivity. Besides, working environment, a supportive management always constitutes the highest percentage of employee delivery. The working conditions vary and include the surrounding work environment, available of resources and continued support from the management (Bolozky, 1999). Observing these issues means that, the employee and employer may be in terms with the current conditions as the levels of productivity increase. Providing a better working environment and improving on working conditions means that the business is in a position to improve productivity. However, several factors constitute the argument behind productivity. When observing the factors, it is necessary to combine their effects and check on synergy. The Fair Work Act identifies productivity as the outcome or good relations between the employer and the employee (Dowrick, 1993).

There is a link between enterprise bargaining and productivity growth. The perspective depicted in the statement explains the existing link. Having a flexible organization and solving employees problems contribute to productivity growth (Charlesworth, 1997).

Resulting from increased productivity is high wage. Employees stand a chance of benefiting from the positive results of performance (Bennett, 1994). Understating the operations of the business will give an outflow of the organizations undertaking. This requires employees to increase their contribution towards aligning the performance of the business. In circumstances where there is increased productivity, the result is accompanied with goodies for the employees. The wages reflect the impact of productivity (Briggs, 2001).

Trade unions and employers association bargain for better working conditions that is an inclusion in the statement provided. Improved working conditions and productivity relate and the beneficiary is the employer. When employees’ wages are high and the work seems to be satisfying, there is a sense of belonging instilled in the employees. Employees feel motivated and triple their input. The impact is synergy that defines the organizations objectives. With the strategic plan in place, the employees and employer work under the conditions of enterprise agreement to achieve stipulated goals. Strategizing on how to improve employee’s relations is key to the trade unions. The unions devise means to use when engaging the employers. Hence, the impact of employment on the economy is significant as the impact of money on the employee. In addition, enterprise bargaining is the main method to improve the employees working conditions.

A section of the employers exploits the employees. These types of employers never bother about the working conditions and welfare of their employees. Trade unions chip in to sort these issues and try to make the work environment favourable where the employees can execute their functions in an efficient and effective manner (Macdonald, Campbell, and Burgess, 2001). Bringing together the employer and the employee creates room for understanding each party’s problems and demands. This is why the representative exists and has to be one covered by the enterprise agreement. When they listen and sort issues together, it means that productivity will increase leading to the increase in profits and wages for the employees (Bennett, 1994).

Trade unions have performed a greater role in improving the employee’s welfare and standards in the work environment. The unions have participated in establishing a favourable environment where the employees can work without fear. Generally, between satisfaction and the employer lies the representatives selected to represent employees in bargaining forums and create a foundation for success. The improvements experienced in organizations have opened room towards building a significant brand for the employees and the employers. They contribute in covering the faults but reveal the stars within the organization. Performance of businesses is pegged on employees performance hence this is the chapter that constitutes the legal and binding conditions to execute functions according to the law inclusive of Fair Work Act 2009 (McGowan, and Andrews, 2015).

References

Abdul Kadir, M.R., Lee, W.P., Jaafar, M.S., Sapuan, S.M. and Ali, A.A.A., 2005. Factors affecting construction labour productivity for Malaysian residential projects. Structural survey, 23(1), pp.42-54.

Ahluwalia, I.J., 1991. Productivity and growth in Indian manufacturing. New Delhi.

Anitha, J., 2014. Determinants of employee engagement and their impact on employee performance. International journal of productivity and performance management, 63(3), p.308.

Australia, F.W., 2009. Fair Work Act 2009.

Bennett, L., 1994. Women and enterprise bargaining: the legal and institutional framework. Journal of Industrial Relations, 36(2), pp.191-212.

Bolozky, S., 1999. Measuring productivity in word formation: The case of Israeli Hebrew (Vol. 27). Brill.

Bray, M. and Stewart, A., 2013. From the arbitration system to the Fair Work Act: the changing approach in Australia to voice and representation at work. Adel. L. Rev., 34, p.21.

Brayfield, A.H. and Crockett, W.H., 1955. Employee attitudes and employee performance. Psychological bulletin, 52(5), p.396.

Briggs, C., 2001. Australian exceptionalism: the role of trade unions in the emergence of enterprise bargaining. Journal of Industrial Relations, 43(1), pp.27-43.

Bryson, A., Charlwood, A. and Forth, J., 2006. Worker voice, managerial response and labour productivity: an empirical investigation. Industrial Relations Journal, 37(5), pp.438-455.

Chapman, A., 2009. Protections in Relation to Dismissal: From the Workplace Relations Act to the Fair Work Act. UNSWLJ, 32, p.746.

Chapman, R. and Al-Khawaldeh, K., 2002. TQM and labour productivity in Jordanian industrial companies. The TQM magazine, 14(4), pp.248-262.

Charlesworth, S., 1997. Enterprise bargaining and women workers: the seven perils of flexibility. Labour & Industry: a journal of the social and economic relations of work, 8(2), pp.101-115.

Chen, Z.X., Tsui, A.S. and Farh, J.L., 2002. Loyalty to supervisor vs. organizational commitment: Relationships to employee performance in China. Journal of occupational and organizational psychology, 75(3), pp.339-356.

Coulthard, A., 1996. Non-union bargaining: enterprise flexibility agreements. Journal of Industrial Relations, 38(3), pp.339-358.

Creighton, B. and Forsyth, A. eds., 2012. Rediscovering Collective Bargaining: Australia's Fair Work Act in International Perspective. Routledge.

Creighton, B., 2011. A retreat from individualism? The Fair Work Act 2009 and the re-collectivisation of Australian labour law. Industrial Law Journal, 40(2), pp.116-145.

Crossman, A. and Abou-Zaki, B., 2003. Job satisfaction and employee performance of Lebanese banking staff. Journal of Managerial Psychology, 18(4), pp.368-376.

Davidow, J., 1977. The United States, Developing Countries and the Issue of Intra-Enterprise Agreements. Ga. J. Int'l & Comp. L., 7, p.507.

Del Gatto, M., Di Liberto, A. and Petraglia, C., 2011. Measuring productivity. Journal of Economic Surveys, 25(5), pp.952-1008.

Diamantopoulos, A. and Hart, S., 1993. Linking market orientation and company performance: preliminary evidence on Kohli and Jaworski's framework. Journal of strategic marketing, 1(2), pp.93-121.

Dowrick, S., 1993. Enterprise bargaining, union structure and wages. Economic Record, 69(4), pp.393-404.

Enshassi, A., Mohamed, S., Mustafa, Z.A. and Mayer, P.E., 2007. Factors affecting labour productivity in building projects in the Gaza Strip. Journal of civil engineering and management, 13(4), pp.245-254.

Gollan, P.J., 2009. Australian industrial relations reform in perspective: Beyond Work Choices and future prospects under the Fair Work Act 2009. Asia Pacific Journal of Human Resources, 47(3), pp.260-269.

Gomez-Salvador, R., Musso, A., Stocker, M. and Turunen, J., 2006. Labour productivity developments in the euro area (No. 53). ECB Occasional Paper.

Greenley, G.E., 1995. Market orientation and company performance: empirical evidence from UK companies. British journal of management, 6(1), pp.1-13.

Guthrie, H., Barnett, K. and Polvere, C., 1996. Training and enterprise bargaining: Enterprise-based approaches to training. NCVER.

Harris, J.R. and Todaro, M.P., 1969. Wages, industrial employment and labour productivity: the Kenyan experience. Eastern Africa Economic Review, 1(1), pp.29-46.

Henning, R.R., 1999, September. Security service level agreements: quantifiable security for the enterprise?. In Proceedings of the 1999 workshop on New security paradigms (pp. 54-60). ACM.

Koopmanschap, M., Burdorf, A., Jacob, K., Meerding, W.J., Brouwer, W. and Severens, H., 2005. Measuring productivity changes in economic evaluation. Pharmacoeconomics, 23(1), pp.47-54.

LANGFIELD‐SMITH, K.I.M. and Madden, D., 1998. Productivity and performance indicators in enterprise agreements. Australian Accounting Review, 8(16), pp.33-42.

Luthans, F., Norman, S.M., Avolio, B.J. and Avey, J.B., 2008. The mediating role of psychological capital in the supportive organizational climate—employee performance relationship. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 29(2), pp.219-238.

Macdonald, D., Campbell, I. and Burgess, J., 2001. Ten years of enterprise bargaining in Australia: An introduction. Labour & Industry: a journal of the social and economic relations of work, 12(1), pp.1-25.

McCrystal, S., 2010. The Fair Work Act 2009 (Cth) and the right to strike. Australian Journal of Labour Law, 23(1), pp.3-38.

McGowan, M.A. and Andrews, D., 2015. Labour market mismatch and labour productivity.

McGrath-Champ, S., 2003. Employment benefits in enterprise agreements: An overview. Australian Bulletin of Labour, 29(1), p.46.

McLaughlin, C.P. and Coffey, S., 1990. Measuring productivity in services. International Journal of Service Industry Management, 1(1), pp.46-64.

Mitchell, R., Naughton, R. and Sorensen, R., 1997. The law and employee participation—Evidence from the federal enterprise agreements process. Journal of Industrial Relations, 39(2), pp.196-217.

Nordhaus, W.D., 2001. Alternative methods for measuring productivity growth (No. w8095). National Bureau of Economic Research.

Oulton, N., 1998. Competition and the dispersion of labour productivity amongst UK companies. Oxford Economic Papers, 50(1), pp.23-38.

Rimmer, M., 1998. Enterprise bargaining, wage norms and productivity. Journal of Industrial Relations, 40(4), pp.605-623.

Salanova, M., Agut, S. and Peiró, J.M., 2005. Linking organizational resources and work engagement to employee performance and customer loyalty: the mediation of service climate. Journal of applied Psychology, 90(6), p.1217.

Schreyer, P. and Pilat, D., 2001. Measuring productivity. OECD Economic studies, 33(2), pp.127-170.

Whitehouse, G. and Frino, B., 2003. Women, wages and industrial agreements. Australian Journal of Labour Economics, 6(4), p.579.

Whitehouse, G., 2001. Industrial agreements and work/family provisions: Trends and prospects under ‘Enterprise Bargaining’. Labour & Industry: a journal of the social and economic relations of work, 12(1), pp.109-129.

Employment Law

Employment Law

[Author Name(s), First M. Last, Omit Titles and Degrees]

[Institutional Affiliation(s)]

Author Note

[Include any grant/funding information and a complete correspondence address.]

Employment Law

Progressive Discipline for Organizational Performance

The progressive discipline is the process that deals with the job-related behavior that does not meet the set standards. In this, the oral warning is the first step that focuses on different deficiencies by the supervisors regarding their performance and that are needed to be made fine. The supervisor creates details notes of the issues and deficiencies in this step that are related to employees' performance to make sure that the corrective action would be taken accordingly before the issues lead to affect employee performance or organizational practices.

The written warning is the second step in the process that is used to analyze employees’ performance. Additionally, the duration of this step is mainly for six months. In case the performance standards have not been met by the employee in this duration, then the company may lead to acting as a terminator. For ensuring a fine association between supervisor and employee, the proper memo is filled out in the employee's profile in this step (Guerin, 2007). After that, the next step is also the written warning but it is associated with the probation period statement of the employee. It means that the warning is accompanied by the probation period in case the employee fails to deliver the desired results and meet the set standards. Here, the performance of the past, as well as the issues with the copies of all details of the performance, are entailed that are related to the areas that the employee must improve within the given or specified time frame.

The fourth step of this process includes the analysis of employee’s behavior when proceeding to take any decision. In this, the HR department is noticed about the persistence of performance issues of the employee. So that the HR department evaluates the issues, interview the employee, and check employee’s performance. Some of the important steps such as investigation of the contractual relationship, performance, claims, etc. are done to bring the employee on the standards (Guerin, 2007). In the case the HR department finds such issues then they look forward to terminating the employee as they have a proper reason behind which is performance issues.

Evaluation of the Process

The process of analyzing the performance of the employee should be done through a process as mentioned above. Hence the evaluation of the progressive discipline provisions is likely to be the listed.

The process called accelerations would be required when the organization has a process of the issue. It is that when the particular employee agrees to some concerns such as accepting all steps of the process without putting any complaints regarding his/her performance issues. Further, the acceleration should have prevailed in the vases when the employee also agree that there is a proper witness from any third party as well as there was an inclusion of the critical issues that may lead to affect the overall operations and process. Here, the supervisor has to ensure the process from aspects such as transparency. While the last step of the process is that the repetition of the process is done in case of any deficiencies of the process and it has been made sure that fine steps are taken only.

Supervisor’s Role

The role of the supervisor is important especially in the facilitation process. The role of the supervisor mainly includes the below activities.

Acting in an independent way in facilitating the orientation process by communicating the appropriate guidelines and policies as per employee’s performance and details all possible details and processes.

The supervisor has to develop training programs that improve employees’ performance and critically reviewing and monitoring employees’ performance regularly to ensure improvement in and after probation.

The supervisor’s role is to counsel and document employee’s files that detail the past evaluations, results, performance reviews, and overall performance regarding standards.

As well as, the supervisor should play part in consulting management regarding employees’ performance issues and the process of taking required actions in case the employee fails to meet standards to handle the issues up to the possible extent (Richardson, & Eckard, 2003).

The termination process can only be consulted by the supervisor and cannot be managed by the supervisor as expected by the organization. The supervisor can consult because he/she knows the strengths and weaknesses of the employee well.

A major part here is looking at the position of the employee and other factors such as compensation claims etc. when proceeding to take such decisions (Shaw, & Keeler, 2018).

Human Resource Management Role

The role of HRM is very important as it puts efforts to facilitate the progressive performance discipline process by taking different steps such as offering pay offerings and motivation etc. Here the HRM ensures that there is no involvement of any discrimination in treating employee or performance. Here the HR management also makes sure other areas such as does the employee leave the organization without pay or having financial issues or pay is not fair enough or low comparatively as well as workplace operations and compensation packages based on the position of the employee (Shaw, & Keeler, 2018).

In the context of ensuring that there is the credible progressive disciple of the employee based on the performance there is a need to engage a witness during the various stages which include;

The period of termination is critical and requires shreds of evidence to take the action as well as asks for proper investigation and witnesses before taking the decision.

The witness or evidence should be interview properly to get the facts and correct details about the performance of an employee as well as to employee to show his/her side as well.

The training should be provided properly to ensure better performance and safeguard the future of organization and employee as compared to the existing case (Durrani, & Rajagopal, 2016).

The mental disruption as per the performance should also be considered when the witness is presented.

While the major rules that should be facilitated should lead to increasing in disciplinary action involve.

The training and development process to the employee should be considered as opposed to group training.

Every employee should be developed as per the position and his/her performance standards.

Internal training should be substituted while external training should be maximized to accomplish performance standards by employees.

The last role regarding merit increases concerning disciplinary action is that the process should ensure employee’s rights which is one of the key handlings of the process. This means that every right of the employee should be ensured for the wellness of both, the employee and organization (Shaw, & Keeler, 2018).

References

Durrani, A. S., & Rajagopal, L. (2016). Human Resource Managers’ Attitudes towards Workplace Diversity, Perceptions and Definition of Ethical Hiring. International Journal of Hospitality Management, 53, 145-151.

Guerin, L. (2007). Progressive Discipline Handbook: Smart Strategies for Coaching Employees. Nolo.

Richardson, C. M., & Eckard, M. L. (2003). A Supervisor's Guide for the Orientation of Extension Employees.

Shaw, M. K., & Keeler, H. R. (2018). Supervision and Management: An Introduction for Support Staff (Vol. 6). Rowman & Littlefield.

Employment Law And The Hiring Process

Employment Law and the Hiring Process

Your Name (First M. Last)

School or Institution Name (University at Place or Town, State)

Employment Law and the Hiring Process

Employee Background Check

The hiring of new employees is considered to be a very complex method. It is significant to search the right applicant with the integrity and sufficient qualifications to do the job. For the effective practices of hiring, it is necessary to get the applicants background in order to get the better idea of their employee performance and abilities. It must be kept in mind that while conducting a background check, the privacy of any candidate should not be revealed. The purpose of this background check is to assist in evaluating skills and aptitude and requires to be carried out with a significant goal. The background investigation can a necessary hiring process part. It is considered to be a tool which helps in identifying the applicant's qualification. The hiring authority requires to take care of gathering the information in order to get what they need without violating the applicant's privacy.

The most significant reason, employers conduct a background check of employees is to flag the criminal history. This enables them to check whether the applicant is involved in any criminal activities or not. Even if the offences are small, it can enable the companies to reject the candidates with a criminal past. Companies conduct employee's criminal investigation on the national and state levels. Hiring those employees who are involved in any criminal activities can put the other employees at risk. So conducting employees background check can help in keeping customers and other employees safe. In addition to the history of criminal activities, these background check can also highlight the records of driving, histories of credit and much other information. There are many positions which involve the handling of money or driving, therefore these information or data is absolutely relevant. It can also help in verifying the employment that includes employment history of the applicant, employment dates, salary, and duties of the job. It can also help in verifying the education history of an applicant from the graduation of high school to college and attendance of university. Moreover, this background check can also help in performing a drug test, credit reports, and their legal right to work in the state. It also fulfils due diligence and helps in avoiding the liability because if an employer does not run a check of background for making sure that the candidate is fit for a driving job, he can be liable for the accident. Many employees have a habit of consuming drugs, due to which they put several stocks of drugs in the workplace which is totally illegal. Running the checks of background can assist to flag the employees who have been involved with the charges of the drug in history whether for possession or distribution. Background check of employees can give employers peace of mind and enable them to develop a relationship of trust with their employees which is necessary for running the business effectively. It can assist the employers to check whether he has selected the right candidate or not. It can also help the employers to highlight the wrong information of the employees which he provides during the interview or in the resume. This can be done by calling former employers of the candidates in order to make sure information on the applications or resume is true.

Types of Background Check

Criminal Background Check

The most significant type of background check is considered to be criminal background checks. It helps the employer to get the criminal activities history of the employees. The employer cannot get the information about any criminal record directly from the employees as it is against the law and also ethically wrong. They are not allowed to use this information in the hiring process. They are prevented from asking whether an employee has been convicted of a crime or not. This law implements on private employers in Illinois with the fifteen or more employees and similarly employers in Chicago and Cook County with fewer than fifteen employees. State and federal law do not allow the employers from asking the applicants of job-related to their criminal activities history which has been sealed, expunged or subject to pardon or executive clemency. If someone is applying for the jobs such as armed security guard, workers of health care, workers of local government, school workers, locksmiths, carnival workers, and private detectives then the employers have the right to review the conviction history of the employee. This criminal history of an employee can influence the employer that whether they need to hire him or not but it cannot be the only reason to reject the hiring unless such crime is linked to the job. If the employee is rejected due to the check of criminal history, the employer should inform him about that. Moreover, in order to evaluate these offences, the hiring manager should consider the date of the crime, seriousness of the crime, and rehabilitation (Denver, Siwach, & Bushway, 2017). Federal law needs employers for keeping information learned from private checks of background.

Loan Background Checks

Getting a loan in order to buy a home is considered to be an extensive method that involves a formidable papers stack which should be reviewed signed, and filled out. The reason behind that is a huge amount of money is considered to be exchanging hands and the company of loan requires for making sure that the candidate should return it back. There are several mortgage loans which employees can apply for, and it depends on their condition. Some type of mortgage loans is considered for a particular type of homes like jumbo loans, manufactured home loans, condo loans, and multifamily loans. There are some other loans which involve the assistance of government like FHA loans also known as Federal Housing Administration loans, loans of Agriculture department, loans of the Veterans Affairs department. No matter what kind of loan employee applies for, all the employers should conduct a background checking for determining whether they will be accepted for loans or not and also details about their interest rate. The extent and degree of the check will differ depending on the kind of loan. For example, the check of background conducted on the employee applying for the loan of VA should only involve be verifying their ability and service for making the payments whereas employees who are applying for a jumbo loan must have to face severer check and meet stricter requirements due to loan size. The checks of background on employees who are applying for the home loan will evaluate the credit history of the person and score of credit, verify the current employment status of the person and also verify the identity of the person (Denver, Siwach, & Bushway, 2017).

The companies who give loans will examine the credit history of applicants for seeing how consistently he can make payments on the current bills and previous loans by determining the debt amount they have acquired, and look their score of credit for deciding how financially accountable they are. The eligibility of an applicant for the interest amount and loan will depend on their history of credit. John Frels who is considered to be the residential loan officer and the sales manager said that "For FHA loans, we usually look for a minimum credit score of 620, which will generally result in an interest rate of around 3%. For a conventional loan, you don't want to have a credit score under 700, otherwise, you're going to get hit with a much higher interest rate” (Noe, et, al., 2017).

Loan companies will see the employment status of the applicant for verifying their income and making sure that they have a job. Such information is often collected with the credit history of an individual for determining their likelihood of being capable of making their payments of the loan.

The companies of the loan will require for verifying that the employee should fill the Patriot Act Disclosure legal requirements. All the financial institutions are needed for verifying and recording the individual's identity before giving them a loan. This is for preventing the terrorist from funding and money launderers.

Employment Drug Testing procedure

Pre-Employment Testing

The testing of pre-employment is conducted for preventing a hiring individual who utilizes drugs illegally. It typically takes place after the conditional employment offer has been made. The employee agrees to be tested as a situation of employment and not hired if they are failed for producing a negative test. Therefore, it is possible for the employees to get prepare for the test of pre-employment by stopping their utilization of drugs a few days before the test. Some employers also test their employees on an unannounced basis. ADA (Americans with Disabilities Act can prevent the utilization of testing of pre-employment for the use of alcohol (Noe, et, al., 2017).

Reasonable Suspicion

Reasonable suspicion is similar to the testing of for-cause or probable-cause and is conducted when the employer observes observable symptoms and signs which can lead them for suspected use of drug or workplace free of a drugs policy violation.

Post-Accident

Since personal injury or property damage can result from any accidents, so testing these accidents can assist in determining whether the alcohol or drug may be the factor. It is significant for establishing the objective criteria which will trigger a test of post-accident and whom and how they will be documented and determined.

Random

Random testing can be done on the unpredictable and unannounced basis on workers whose identifying information such as employee number, social security number has been placed in the pool of testing from which an arbitrary selection is made. Such selection is generated by the computer for ensuring that it is random and every person of the population of the workforce has an equal opportunity of being selected to test.

Periodic Testing

Periodic testing is considered to be the procedure of testing which is scheduled in advance and administered uniformly. Some employers utilize it on a yearly basis particularly if physicals are needed for this job. These tests are accepted more by an employee than the tests which are unannounced because employees can get ready for the testing by terminating the use of drug several days before the test.

Bona Fide Occupational Qualifications (BFOQ)

Bona Fide Occupational Qualifications (BFOQ) is considered to be the qualifications of the employment which employers are allowed for considering while making the decisions related to retention and hiring of employees. The qualification should link to the necessary duty of the job and is considered essential for a particular business operation. The rule of BFOQ permits for the hiring of employees based on national origin, age, sex, and, race if such characteristics are essential for the requirement of the job (Noe, et, al., 2017). It is considered to be an exception and the total defence to the Civil Rights Act of 1964 that saves employees from the discrimination which is based on the national origin, age, sex, colour, and religion at the workplace. For proving that the qualifications are essential, the employer should show that they are crucial to the activities success which has been carried out by that individual. One requirement for the BFOQ is considered to be ages of a mandatory requirement for airline pilots and drivers of bus due to the reason of safety. BFOQ can only be applied to the instances in which it is considered essential to the particular business normal operations.

Affirmative Action Preferences

Affirmative action preferences occur when an employer expend energy in order to make sure that there will be no discrimination in the process of employment and equal opportunities exists. All the employers who conduct the business of worth more than fifty thousand dollars with the federal government and who employ more than fifty people are needed for developing and deploying an affirmative action plan. It contains two elements that include action and self-scrutiny.

Promotion

Career advancement or promotion is considered to be a method by which a company employee is given a higher duties share, the higher scale of pay or both. This promotion is not only helpful for the employees but it also critical for the business owners and employer. It can help in boosting the motivation and morale of the employees and can also help in increasing their productivity. Promotions consider the weaknesses, several achievements, and accomplishment of the employees.

Actions Taken to Resolve Employment Law Issues

In order to resolve the employment law issues following actions can be taken:

Making Reporting Complaints Easier

The procedure of reporting complaints should be much easier and employees should have sufficient option for complaining in order to make sure that they can bring legitimate issues to the attention of management.

Create Specialists

Some laws of employment are very critical and complex. In order to overcome its complexity, utilize the team strength by spreading the load. For this purpose, employers should designate the HR member as the ADA specialist or FMLA specialist by ensuring that a person should get regular, specific, and additional training in that area (Cascio, 2015).

Terminate Slowly

The decision for terminating the employment of someone should be reviewed by multiple managers, involve someone with the training of Human Resources, and should be documented well.

References

Cascio, W. F. (2015). Managing human resources. McGraw-Hill.

Denver, M., Siwach, G., & Bushway, S. D. (2017). A new look at the employment and recidivism relationship through the lens of a criminal background check. Criminology, 55(1), 174-204.

Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2017). Human resource management: Gaining a competitive advantage. New York, NY: McGraw-Hill Education.

Employment Relation



Employment Relations

[Name of the Writer]

[Name of the Institution]

Employment Relations

Introduction

Organisations work on the basis of its employees. Employees are considered an essential asset of any organisation; without its employees an organisation is nothing. They are the pillars and the building blocks of a firm. Excellent and hardworking employees take the companies to a height of progress and prosperity whereas lazy and no-corporative employees bring doom to the fate of the companies. It is the utmost priority of every organisation to keep its employees happy and satisfied so that the employees can perform best and bring more and more business for the company.

Since the industry is experiencing its boom nowadays, every organisation is trying to maximise its operations and augment its market share. As the globalisation is on the surge as well, many organisations have started expanding their operations internationally. In the current times, it has become a norm that the headquarters of the company is in one country but it is operating and providing its services or products in another one or more than one countries.

Description

United States of America

The employee relations in the industries of the United States took a sharp turn in the year 1930s, as this was the time of the Great Depression. Many people lost their jobs, and the daily wages fell down to surprisingly low rates. The labour unions started finding ways into big corporations and strike rates went on skyrocketing (Frege, & Kelly, 2013). Considering all these situations, President Franklin Delano Roosevelt suggested an overall new economic policy, known as the New Deal economic policy and with some substantial reforms. The system implemented as the result of this reformal session was known as the New Deal model or the Wagner Model (Roberts, 2017, p. 137).

The Wagner Act implemented in 1935 advocated significantly in support of the unions and promised many rights to the unions (Bamber et al., 2016). The Act allowed the labour and worker unions to form freely and organise. In addition to this, the unions were allotted the right to collective bargaining. During that period, the unions had the authority that they could force the organisations only to employ those union members who were dues-paying.

Things, however, shifted in 1947, with the implementation of The Taft-Hartley Act. This new Act provided more safety and security to the workers as it introduced the concept of “right-to-work” ((Lexology.com, 2019). This updated legislation guaranteed the job security of the workers as it stated that no employee could be terminated just due to the reason that he had not joined the union or was not paying the union dues. However, the decision to adopt or not to adopt this decision was left upon the will of the individual states. Since then, almost twenty-four states have adopted the Taft-Hartley Act, which includes nearly all the Southern states (https://www.bcg.com, 2019).

This resulted in a steady decline to the private sector unions in the United States of America and a surge in the public sector employee unions. The union membership saw its peak in the 1950s (Home.kpmg, 2019, n.d.). The statistics presented by the US Department of Labor, in 2013, an estimated of 11.3 per cent of the workers employed in the private and public sector were a part of a union, which was 20.1 per cent in 1983.

Germany

As far as the labour unions or the worker unions of in the companies operating in Germany are concerned, they are much flexible and easy going. The workers of the companies in Germany are given much relaxation and enjoy a number of rights as compared to the workers working in other countries. As compared to their counterparts in the United States, these labour unions are much more relaxed and co-operative. German union of workers follow a system of co-determination (Mitbestimmung) which results in the mutual harmony between the employers and the employees. The representatives from the employee unions are given almost equal rights just like the shareholders, and they get equal opportunities just like the stakeholders to participate in the decision-making process.

The German employer unions are more of a facilitating in nature and focus more on conflict resolution. The nature of the workers' unions and the organisational structure is more democratic in nature, and all the decisions are made with the mutual consensus of the leaders of the labour union.

Here the question arises that how the labour council or the worker unions are formed in the German organisations. The workers working at the lowermost or the first levels are given the right to choose their leaders. They vote to or select their favourite candidate out of them which later on act as a representative to them and presents their demands to the higher management. In this way, the issues and concerns of the labourers and workers at the lowermost level travel above the chain of command (Heywood, and Jirjahn, 2014).

The German Legislation also supports the formation and development of the workers' unions or labour unions and especially the Works Council Constitution Act encourages healthy relationships between the employer and the employees. As a result, 26 per cent of the workforce in Germany is a part of some trade union or labour union. This trend is hugely beneficial for the employees as well as the employers as it provides a platform to the employees to present their demands and concerns and cause fewer chances of friction (Milner, 2015, p.21). In the same manner, the messages and expectations of the employers travel down to the employees via these trade unions.

Conclusion

In short, it can be concluded that the globalisation and the increasing competition in the market industry is facing a great deal of tussle among the stakeholders of the economy and the employees regarding relationships. The pressure on the employers to maintain good relations with the employees is ever increasing as the labour and employees are becoming more and more aware of their rights. From the employee’s perspective, the perfect place to start the pharmaceutical setup is Germany as the legislation regarding the relations between employees and the employers are flexible and friendlier. Employees will feel more empowered, as a result, will be more motivated and give out best results.

References

Bamber, G. J., Lansbury, Russell D., Wailes, Nick, & Wright, Chris F. (2016). International and comparative employment relations: National regulation, global changes (Sixth ed.). Crows Nest, NSW: Allen & Unwin.

Frege, CM & Kelly, JE 2013, Comparative employment relations in the global economy, Routledge. ISBN: 9780415686631

Heywood, J.S. and Jirjahn, U., 2014. Variable Pay, Industrial Relations and Foreign Ownership: Evidence from Germany. British Journal of Industrial Relations, 52(3), pp.521-552.

Home.kpmg. (2019). [online] Available at: https://home.kpmg/content/dam/kpmg/pdf/2016/03/kpmg-code-of-conduct-latest.pdf [Accessed 6 Feb. 2019].

https://www.bcg.com. (2019). Human Resources Strategy & Consulting. [online] Available at: https://www.bcg.com/capabilities/people-organization/human-resources.aspx [Accessed 6 Feb. 2019].

Jacoby, S.M., 2018. The embedded corporation: Corporate governance and employment relations in Japan and the United States. Princeton University Press.

Lexology.com. (2019). Employment & labor law in the USA | Lexology. [online] Available at: https://www.lexology.com/library/detail.aspx?g=be0919e1-8039-4d98-aa93-31769bc093dd [Accessed 6 Feb. 2019].

Milner, S., 2015. Comparative Employment Relations: France, Germany and Britain. Palgrave.

Roberts, B.C., 2017. Towards Industrial Democracy: Europe, Japan and the United States. Routledge.

Escape Room 3

Escape Room 3

Student’s Name

Institutional Affiliation

Escape Room 3

An employee management system is an inventory for an organization’s workforce, which consists of important work-related and individual details about an employee (Rouse, n.d.). The employee management process is enabled by software that play different roles in human resource management depending on the needs of a business. Some of the factors that influence the choice of a human resource software include the budget of the company, the number of employees to be managed, the technological expertise of the organization, and the location of the corporation (Mone & London, 2018, p. 1-12).

The efficiency of a given employee management software depends on factors such as the ease of use, the feature set, the cost of installation and maintenance, and the relevance to the business. The following are some of the top employee management software in the market:

Gusto- a cloud –based payroll software that offers built-in benefits management for small and medium-scaled businesses. Surprisingly, Gusto has a user-friendly interface and most of its activities in the payroll process are automated. The software allows for new employees to feed all their information into the system directly, which improves convenience and efficiency. The URL is: https://gusto.com/

Connecteam- This is the only employee management software that is mobile and is designed especially for mobile employees. The software is an all-in-one app that offers solutions such as communication, operation, workflows, and files. The URL is: https://connecteam.com/

Workday- This is a software-as-a service employee management tool for medium and large-scale businesses. The software provides integration with third-party payroll systems to manage employee payments across the entire globe. URL: https://www.workday.com/

Employee Navigator- The solution is an online benefits and compliance management software, which is mostly used by medium and large-scale corporations. The software consists of various applications such as management, vacation tracking, and onboarding services. URL: https://www.employeenavigator.com/ (Reagan, 2019).

References

Mone, E. M., & London, M. (2018). The performance management process and employee engagement. Employee Engagement Through Effective Performance Management, 1-12. doi:10.4324/9781315626529-1

Reagan, R. (2019, April 9). Top 10 employee management tools. Retrieved from https://connecteam.com/top-10-employee-management-tools/

Rouse, M. (n.d.). What is workforce management?. Retrieved from https://searchhrsoftware.techtarget.com/definition/workforce-management

Essay

Appraisal Systems

Name of Student

Name of institute

Traditional Appraisal system

There have been two major methods for the employee performance appraisals namely the traditional method and the modern real time method. In the traditional method the employees are appraised or judged by the managers. The performance appraisal is easier said than done. The manager who has to do it faces differing situations. Some employees laugh after hearing about the appraisal system, some employees have even never heard of the concept. The management of the company will continually ask to undertake the practice. The appraisal system has been used as a way to communicate the goals and objectives of the organization to the employees. The comparison between the actual employee performance and the expected performance by the management is also communicated through the appraisal. The motivational levels of the employees can also be raised with the implementation of an effective appraisal system.

Despite all the positive aspects, the appraisal system in place can also decrease the performance of the employees as well as their motivation levels. The performance is affected by many factors and any appraisal that does not take into account a majority of factors will be ineffective. There has been some debate to compare the traditional appraisal system and the system of appraisal based on the quality of production.

There have been two broad aspects for the usage of appraisal systems namely performance appraisal and developmental aspects. The performance appraisal is done to decide on the merit pay and promotions and other similar matters related to the employees. The developmental aspect shows how the employees can be grown and developed to benefit the organization. Nobody can deny the importance of the workers in a work setting. The performance of the workers should be coherent with the goals and objectives of the organization. Managers making the goals and objectives of the organization should make sure that they are collective in nature and are not transformed in some personal goals and objectives.

The major purpose of appraisal is to consider any changes in the compensation paid to the employee. A formal process is completed by the manager to appraise the performance of the worker. The performance is seen against the expectations that seniors have from him. Feedback can be provided to the employee with the help of some interview conducted by the management. The satisfactory performer will be appreciated so that the employee can work even better while an unsatisfactory performer may have to leave the organization in a short while CITATION Dea92 \l 1033 (Elmuti, 1992).

The motivational aspects of the performance appraisals do not work well. The main reason is that the employees think that the measures used to assess the performance are not accurate. The organizations need to develop more trust between the employees and the managers if they want to use the appraisal methods for motivational purposes.

The Real time Feedback System

Some of the largest companies in the world have started shifting away from the traditional annual system of performance evaluation. There should be some more effective system to replace it. The one common aspect of the change is that the companies are giving the feedback to the employees more frequently. The traditional way of appraisal was considered inaccurate as one same employee may be evaluated by the different managers in a different way. The decrease in motivation was also seen as a result of the anxiety created by the traditional method.

The system requires that the feedback is generally communicated in an informal manner during the normal course of the business. This aspect may already be present in the organization due to the relationship between the manager and employee.

Another form of this system is the continuous improvement system in which the feedback is given after shorter time intervals to the employees. The continuous improvement systems implement that the feedback is collected over shorter spans of time.

If the company chooses to implement the real time feedback systems, it will not be easy to throw the traditional feedback system completely out of the window at once. The basic aims of the appraisal systems remain the same, to evaluate the compensation paid to the employee. Judging the employee only once a year will bring in certain biases on the part of the evaluator but these can be avoided if the frequency of the evaluation is increased. This system will mean that the managers can coach the employees as and when the needs arise and do not have to wait for the year end.

As far as the employees are concerned, they build certain level of trust on the evaluation system when the real time feedback is used. The reason is that they know their performance and get the immediate feedback through the real time system.

Another advantage of the real time feedback system is that it would require lesser work on the part of HR section. The department has to keep huge amounts of records to evaluate the employees at the end of the year. However in case of the real time feedback system, this workload and paper work will be much less as communication is instant.

The real time feedback systems will also allow the organization to review the goals and objectives. This revision is not restricted to the strategic aspects but covers the shorter term goals of the department and organization as well.

Both the systems discussed above have their own positive and negative aspects. In my opinion the organization should use a mixture of both the methods providing periodical real time feedback and annual traditional feedback.

Bibliography

BIBLIOGRAPHY Elmuti, D. (1992). Traditional Performance Appraisal systems, The Deming challenge. Management Decisions , 42-48.

Reflektive. (2016, October). http://evolve.reflektive.com/rs/267-LLO-553/images/ebook-transition-to-real-time-feedback-reflektive-102416-s1.pdf. Retrieved April 12, 2019, from http://evolve.reflektive.com: http://evolve.reflektive.com/rs/267-LLO-553/images/ebook-transition-to-real-time-feedback-reflektive-102416-s1.pdf

Waitte, M. L. (2000). Removing Performance appraisal and merit pay in the name of quality:an empirical study of employees' reactions. Journal of quality management , 187-206.

Essay

Essay

[Name of the Writer]

[Name of the Institution]

Essay

Introduction

An employee is the most important asset of any company. Every organization in the world tries to motivate their employees and get the maximum output from them. Ultimately, it is the goal of every company to increase the efficiency of its employees, which will result in increased productivity and a hike in profitability of the firm. This requires great effort and insight into the practices of Human Resources, which can be used to determine the right tools for the management and the motivation of the employees.

The process by which the performance of an employee or human resources in an organization is identified, measured, managed, and developed is called Performance Management. One the other hand, performance appraisal is the ongoing process of evaluating and judging the performance of an employee.

Discussion

As the markets are becoming more and more dynamic, the competition among various organizations is also increasing. Every employer wants to hire and retain the best possible human resource so that it can get the best performers in its organization. Having best and competitive employees in an organization automatically guarantees more productivity which ultimately results in the higher profits for the company. In order to asses how good or bad the employees of an organization are performing, the methods of performance management are employed.

Over a period of time, various techniques of performing and assessing the job have been adopted. Some of these techniques proved to be successful while others failed in explaining the performance parameters. The most important ones among these are Traditional approaches to measure the performance of the employee and the Real-time Performance Management System (Noe, Hollenbeck, Gerhart, & Wright, 2017). The details mentioned below describe the way that how the performances of the employees were measured and evaluated in the past and how the modern techniques have transformed these practices.

Traditional Annual Evaluation Method of Performance Appraisals

The Traditional Annual Evaluation Method of Performance Appraisals, as the name suggests, is the method that has been adopted by the managers and the organizations from centuries, to evaluate and asses the performance of the employees working in an organization. This performance management approach allows the managers to have an understanding of the overall employee performance, during a certain period of time, by directly looking at the overall record of the employee. Mostly this performance appraisal is carried on an annual or semiannual basis.

Although this approach has been a very successful one in the past, it is left with very admirers in the current times. Only a few organizations adopt this practice to evaluate the performance of their employees, while the others are in a process of re-inventing or upgrading their appraisal process. In fact, many employees were not happy with the practices being carried on in the conventional or traditional performance management systems, and they regarded it as an unfair and biased system (Govekar, & Govekar, 2012). In addition to this, it was a time-consuming and tiring method; it took a lot of time and energy to arrange meetings with each and every employee of the company and discuss each and every aspect of their performance with them. Sometimes these sessions would go on for days. It would waste the time of the employee as well as the HR manager and or the HR executive dealing with the employee regarding his or her performance. This was the ultimate wastage of time of the organization which could have been invested anywhere else productively.

Real-Time Feedback Coaching Format

Real-Time Performance Feedback is a modern and efficient way of performance management in which the performance of an employee is measured in the real-time or immediately (Buckingham, & Goodall, 2015). These performance measurement methods are quick, efficient and up-to-date.; they have the capability to cater to the modern challenges and demands of the current fast-paced markets (Bell, 2011).

Real-time Feedback of the performance is a more mature and practical approach towards the evaluation of performance. It is much more efficient and provides accurate results. The approach addresses the to-the-point issues and does not waste time in unnecessary discussion. Moreover, it is not limited to any certain period of time; it can involve the results of performance by the employee pertaining to any time frame.

Fredrick W. Taylor’s Response to the Real-Time Performance Feedback

Fredrick Winslow Taylor is hugely recognized as the founder of modern management. He introduced the scientific approach of management to the business world and helped in developing insights about the use of time and motion to eliminate negativity and increase efficiency and productivity. His contributions towards management sciences were published in his book “The Principles of Scientific Management” in 1911 (Blake, & Moseley, 2011).

Regarding the current approach towards human resources management, especially in the area of performance management, Taylor would have thoroughly enjoyed it. If Fredrick W. Taylor would have been alive in today’s ear, he would have supported the current approach being used by the organizations to assess and evaluate the performance of their employees, as he was a supporter of innovation and the usage of modern techniques in the field of management sciences.

Conclusion

In a nutshell. It can be concluded that although the Traditional Annual Evaluation Method of Performance Appraisals ruled for a great time in the business world, they are now considered somewhat obsolete. The world is moving towards modern approaches like Real-Time Feedback Coaching Format, which is a much better and efficient approach and tends to provide accurate results regarding the employee’s performance.

References

Bell, R. L. (2011). Teaching present-day employees the value of scientific management. Supervision, 72(6), 5-8.

Blake, A. M., & Moseley, J. L. (2011). Frederick Winslow Taylor: One hundred years of managerial insight. International Journal of Management, 28(4), 346.

Buckingham, M., & Goodall, A. (2015). Reinventing performance management. Harvard Business Review, 93(4), 40-50.

Govekar, P. L., & Govekar, M. A. (2012). The parable of the pig iron: Using Taylor’s story to teach the principles of scientific management. Journal of Higher Education Theory and Practice, 12(2), 73-83.

Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2017). Human resource management: Gaining a competitive advantage. New York, NY: McGraw-Hill Education.

Essay

Running Head: HRM

HRM Practices Jet Star Airways

[Name of the Writer]

[Name of the Institution]

HRM Practices Jet Star Airways

Introduction

Employment relations is one of the most important aspects that is needed to be managed by the business at the point of time. Specially in terms of how the aviation industry is supposed to work. In this industry, it is quite important to make sure that the organization should have the realization to ensure that they develop good relationships with their employees due to the fact that it is going to have direct impact on the deliveries and their execution of service. In the aviation industry, the low-cost airline companies have to be specifically careful when it comes to the employee relations. There are two reasons for it, the first is that if there is a single incident where the customer experience is disrupted due to the issues faced by the airline, it is going to boil down to disrupt the consumer experience. Not only that, the other major problem is that they cannot afford long stand or disruptions in their operations and thus they have to be specifically careful.

Key Theories of the Employment Rationale

The first thing that is going to be done is that the theoretical framework is needed to be developed when it comes to making sure that the key theories are developed in terms of how the employment rationale is developed at the particular point of time. The idea must be to make sure that all the organizational stakeholders are needed to be in the position to make sure that they are understanding some of the long term challenges and act accordingly. The passenger air travel industry is experiencing increasing competition between low cost/no frills carriers (LCC) and the more traditional full service carriers. This paper explores the comparative business models with a view to identifying areas where these might be expected to generate different HR and employment relations practices, and checking the findings against available evidence. While some of the expectations are confirmed, unionisation is higher than anticipated in the LCC sector and a relatively high percentage of staff were on regular rather than contingent contracts. Differences in approach are observed among LCC airlines, and the evidence indicates some convergence between the two sectors as competition heightens.

Globalization and Employ Relations

The globalization has played an important part when it comes to the way management of the employee relations is supposed to be done at the level of the organization at the particular point of time. The key thing that has to be kept in mind here is that how the right perspective is going to be developed in terms of how the right sort of rationale is going to be developed in terms of the facilitation of the employees at the particular point of time. As the businesses are expanding, the workforce that they have their disposal is also getting more diversified with the passage of time and it is imperative for them to make sure that they are very careful when it comes to managing the larger workforces at the particular point of time. In order for that to happen, they need to integrate employees into their fold in an appropriate manner and that only be done with the help of better employee relation management. They have to show consistency at the international level but have to adopt their practices in the manner that tend to work out well for the rationale organizations.

Convergence and Divergence Theories

This theory talks about the fact that how the capitalism and the employment relation convergence is needed to be looked at the level of the organization. Most of the times, what happens is that most of the theories that are related to the employee relations tend to focus on the convergence and due to that the nature of how they perceive employment relations tend to be deterministic at the given point of time. The nature and the state of the economy is also quite important when looking at the way employment relations is supposed to be looked at the broader level at the given point of time. The ide as that how the convergent and divergent tendencies required complete understanding about how the economy is working at the given point of time. Not only that, the main argument that is set forth when one talks about these theories is that how the rigid conception of the institutions is needed to be kept in mind. The other thing is how the nature of the institutions tend to work out at that given point of time and how flexible they are in terms of how the interpretation is needed to be done at the appropriate point of time.

HRM Practices for Jet Star

To have an insight about the way HRM practices are carried out in the country, one needs to have an insight about the way overall attitude of the people is towards human resource at the particular point of time. Looking closely at the way things work, the one of the major aspects of how the human resource works is that how human resource management works. Now, in Jet Star, the HRM practices are quite different as compared to the ones that are witnessed in the rest of the organizations around the world. The environment that these people are working is such that they are working in a very consulted and closed end environment. The interaction with the management is quite minimal in its nature and thus it has profound impact in terms of how things are done. The closed culture that they are working in means that the employee interaction with the management is quite on the lower side and there are not many stakeholders who take part in the communications that are going on at the different point of time. Not only that, the other major issue is that how the resolution for some of the issues of the employees is carried out. The core essence of the Jet Star in particular and the HRM practices in Japan is that the long working hours are considered to be a norm and the idea is to make sure that the maximum productivity has to be taken out of each of the individual at the particular point of time. Not only that, the other major issue that is faced by the organization is that as they are a low-cost carrier, if there is any breakdown in the communication, then it means that there is always going to be disruption in the operations. For a low-cost carrier, it is quite a challenge for Jet Star to ensure that they are tackle these issues, there has to be considerable change in the way HRM practices are carried out.

Development of the Low-Cost Airline Industry in The Last Decade

The aviation landscape has gone through considerable changes during the course of the last decade. The argument can be made sure that most of these changes have taken shape due to the external forces that are shaping up the market at the given point of time. After the 9/11 and later on due to the economic crisis, the aviation industry was the one that was affected the most, As the profit margins declined, the low-cost airlines started to make their presence. These airlines operated on the short routes and due to the lower line haul cost, they were much easier to manage as compared to some of the other airlines. The major challenge for them was to make sure that how they are going to be in the position to sustain their operations for the given point of time as the situation changed. The problem that occurred with the passage of time was that as these airline started to become more competitive, it become imperative for them to make sure that they work towards more organized structure and there is a deliberate effort on their part to make sure that they tend to work on their employee relations and eventually work towards the stabilization of these issues at the given point of time. Brexit aside, the cyclic nature of the industry as a whole continues to create opportunities as well as challenges. The consolidation of the European airline industry is one such opportunity, which, as McAuliffe explains, is driven by the “mismatch” between supply and demand. In comparison to the US market, which has already undergone significant consolidation over the last decade with four main carriers – American Airlines, United, Delta and Southwest – taking up much of the market share, the European industry is somewhat fragmented.

Qantas Case Study and Country Influence

Jet Star is going to be well advised to make sure that they look at the practices that are carried out by the airline such as Qantas Airways. Usually airlines do not make much headlines as far as their business practices are concerned but same thing cannot be said about Qantas as due to their communication methodology and how the employee relations work in the organization. Now one of the reasons that Qantas has been in the position to make a name for themselves is due to the fact that it is one of the few organizations that has made an extensive effort when it comes to making sure that they engage their employees at the broader level. The communication policy of the organization is open and what it means is that the lines that exist between the management are not such that cannot be crossed at the given point of time. The other major problem that is faced by the business is that how they are going to be making sure that they take into account the diversified workforce that they have at their disposal. They need to make a conscious effort to ensure that all these underlying assumptions are worked out so that there is sense of clarity in terms of the way employee management is needed to be done.

Challenges for Jet Star in Implementing HRM Practice

There are number of challenges that the organization like Jet Star would face in case they intend to implement these systems for themselves. The major challenge is that the demographics and the dynamics of the both the markets is quite different, There is considerable difference in the business methodology and not only that, there are issues in terms of how the people at the organization are going to react to the changes specially the upper management that is more used to the hands on style of management.

Conclusion

In the hindsight, it can be said that Jet Star pretty much like any other Low-cost airways have to make sure that they are implementing a method through which it can be made sure that the employee relations are taken care off in a more appropriate manner. They must make sure that they understand the cultural sensibilities of the region and react in the manner that allows them to make the most of the given situation.

References

Akamavi, R.K., Mohamed, E., Pellmann, K. and Xu, Y., 2015. Key determinants of passenger loyalty in the low-cost airline business. Tourism management, 46, pp.528-545.

Anttila, T. and Kretzschmar, A., 2016. Application of CSR Programs in the airline industry.

Baum, T., 2017. From Upper-class to Underclass: Working the Skies: Representations and Reality, 1930-2010. CAUTHE 2010: Tourism and Hospitality: Challenge the Limits, p.119.

Baum, T., 2017. Working the skies: Changing representations of gendered work in the airline industry, 1930–2011. Tourism Management, 33(5), pp.1185-1194.

Chaston, I., 2015. Entrepreneurial Marketing: Sustaining Growth in All Organisations. Macmillan International Higher Education.

Directors, N.E., 2018. The Board of Directors. Carestream Health, Inc.

Gittell, J.H. and Bamber, G.J., 2017. High-and low-road strategies for competing on costs and their implications for employment relations: International studies in the airline industry. The International Journal of Human Resource Management, 21(2), pp.165-179.

Hampson, I., Fraser, D., Junor, A., Quinlan, M. and Gregson, S., 2014. Aircraft Maintenance in Australia: Issues and Prospects. International Labour Press Conference.

Hampson, I., Junor, A. and Gregson, S., 2016, March. The political economy and skills of aircraft maintenance in Australia: towards a research agenda. In International Labour Process Conference, Rutgers University, New York, NY, March (pp. 15-17).

Hunter, L., 2016. Low Cost Airlines:: Business Model and Employment Relations. European Management Journal, 24(5), pp.315-321.

Huxley, C.M., 2013. A study of the effect of the critical process Targeting method on business process understanding in medium sized financial services entities (Doctoral dissertation, University of Tasmania).

Khuong, M.N. and Uyen, N.H.T., Factors Affecting Employee Job Engagement towards Aircraft Maintenance Organizations-A Mediation Analysis of Job Satisfaction.

McCarthy, C., 2015. Low Cost or Luxury–Can the low cost short haul airline model be transferred to long haul operations with specific reference to the case of Ryanair? (Doctoral dissertation, Dublin, National College of Ireland).

MEASUR, E. and ASSOCIA, E., 2018. Perspectives on Performance.

Nair, S., Paulose, H., Palacios, M. and Tafur, J., 2013. Service orientation: effectuating business model innovation. The Service Industries Journal, 33(9-10), pp.958-975.

Nair, S.K.S., 2017. Flexibility, innovation and sustainability in business models as determinants of firm performance heterogeneity (Doctoral dissertation, Industriales).

Nankervis, A.R., Baird, M., Coffey, J. and Shields, J., 2016. Human resource management: strategy and practice. Cengage AU.

Oxenbridge, S., Wallace, J., White, L., Tiernan, S. and Lansbury, R., 2017. A comparative analysis of restructuring employment relationships in Qantas and Aer Lingus: different routes, similar destinations. The International Journal of Human Resource Management, 21(2), pp.180-196.

Shuk-Ching Poon, T. and Waring, P., 2018. The lowest of low-cost carriers: the case of AirAsia. The International Journal of Human Resource Management, 21(2), pp.197-213.

Spiess, L. and Waring, P., 2016. Aesthetic labour, cost minimisation and the labour process in the Asia Pacific airline industry. Employee Relations, 27(2), pp.193-207.

Essay

Essay

[Author Name(s), First M. Last, Omit Titles and Degrees]

[Institutional Affiliation(s)]

Author Note

[Include any grant/funding information and a complete correspondence address.]

Essay

Introduction

The labor movement was the principal force that transformed misery and despair into hope and progress - (Martin Luther King Jr.). National Labor Relations Act of 1935, also called the Wagner Act, was enacted by 74th United States Congress which was effective from July 6, 1935, onwards. This law prevented the private sector employers to exploit their employees and empower the employees to organize into trade unions. A known practice among employers before the enactment of this law was that they used to stop employees from joining labor unions and they were fired via company unions if they were involved any activity related to labor unions (Zickar, 2004). Considering the following incidents, it seems that some of the employers were justified in opposing unions. Currently, labor unions are facing hard times in America because the Republican Party is in power.

Body

Employers used to bar labor unions before the mentioned law was enacted in 1935. Some popular tactics used by employers in the USA to counter labor unions were that they used to discourage labor unions by discriminating against or firing the workers who joined or cooperated with such unions. Moreover, the unions which were involved in political activities were especially countered by employers (Mishel, & Voos, 1992). Moral codes and business ethics were introduced and employees who were seen violating company code of conduct were tried with the company unions established by employers and were used to systematically fire the workers who dared to challenge any employer.

Some tactics used by employers prior to the National Labor Relations Act are lawful today like firing employees over the charges of partisan politics within a company. Employers made it clear to the employees that any person involved in partisan politics or any person who affects the company's operations by causing unrest in the company would be tried and punished accordingly (Bernstein, 1950). This act was enough to make majority of workers realize that it would be risky to be a part of any trade union which always demand by their members to stay ready for any kind of action proposed by the union (Gould IV, 1987). Currently, employers have lawful grounds to take action against such people and forces with the help of the Taft-Hartley Act of 1947 and the Landrum-Griffin Act of 1959.

Currently, trade unions have challenges because of the crackdown Republican Party launched against these unions after the enactment of the Wagner Act, and employers still face challenges due to the Wagner Act of 1935. The issues of American labor were simpler at the time when the Wagner Act was enacted because it was an isolated developed country and the majority of workers were employed in major industries like textile and agriculture, but the scenario changed when the world moved towards globalization (Reilly, 1960). The companies became multi-national and the employers found more opportunities to hire employees beyond the borders of the USA. It also lessened integration among workers because they also found a variety of platforms to work on. Moreover, severe criticism and opposition by the Republicans for unions under the allegations that unions support Democrats also decreased the unions’ popularity.

Conclusion

Wagner Act of 1935 was a milestone victory of trade unions which encouraged workers to join trade unions and demand their collective rights more effectively. Unfortunately, the powers given to unions under this law could not long because unions turned political power hubs and Republican lawmakers proposed the Taft-Hartley Act of 1947 and Landrum-Griffin Act of 1959 which became reality and curbed the powers awarded to trade unions (Keyserling, 1960). Currently, both employers and employees face challenges due to these acts. One segment of lawmakers (Democrats) strives to empower workers whereas the other segment (Republicans), supports employers. Consequently, both groups (employees and employers) are struggling against each other and facing many challenges.

References

Bernstein, I. (1950). The New Deal collective bargaining policy. University of California Press.

Keyserling, L. H. (1960). Wagner Act: Its Origin and Current Significance. Geo. Wash. L. Rev., 29, 199.

Gould IV, W. B. (1987). Japan's reshaping of American labor law. MIT Press Books, 1.

Reilly, G. D. (1960). Legislative History of the Taft-Hartley Act. Geo. Wash. L. Rev., 29, 285.

Zickar, M. J. (2004). An analysis of industrial-organizational psychology’s indifference to labor unions in the United States. Human Relations, 57(2), 145-167.

Mishel, L. R., & Voos, P. B. V. (1992). Unions and economic competitiveness. New York: ME Sharpe.

Essay

Essay

Your Name (First M. Last)

School or Institution Name (University at Place or Town, State)

Essay

1)

The primary trade policies pursued by the government of the United States of America (USA) that cast a significant impact on the trade with nations are: International Organic Trade Policy, The General Agreement on Tariffs and Trade (GATT) Act of 1947, the Generalized System of Preferences (GSP), Antidumping and Countervailing Duty Laws and critical trade agreement which it has established with more than twenty states. The essential goal of the United States’ policies on international trade is to protect and maximize the national interest of the states. Several policies formulated by the United States caused detrimental consequences while some resulted in potential benefits.

The essential aim of the General Agreement on Tariffs and Trade Act of 1947 is the reduction of barriers, especially tariffs, that prevented the trade of the United States with the foreign states. The GATT conducted several talks with several states pertinent to the trade issues. It eventually led to the establishment of the World Trade Organization. Besides, the Antidumping and Countervailing Duty Laws are part of the Act of 1930. It is worthy to highlight its manifestations for the greater interest of the United States. For instance, America gets protected by the cuts imposed by the foreign states on American manufacturers. The Antidumping Laws prevent imports from being sold at relatively less than the fair value. Meanwhile, countervailing measures surface when a certain foreign government offers potential monetary incentives. The foreign government advances to successfully sell their goods in the United States cheaper. When a violation of countervailing or dumping takes place, the perpetrator may end paying million to the United States in duties.

Besides, the primary purpose of the establishment of the Generalized System of Preferences was to promote economic stability in the most underdeveloped states and further enable them to cultivate the foreign trade. The United States is also engaged in several free trade agreements with several states across the world to permit farm food and goods that are produced in the United States to be shipped across the globe.

The three dominant factors of production comprise labor, capital and land. Since the change in the dimensions of land and labor affects mobility, they are deemed the significant factors involved. For instance, the abundance of trees to be cut will positively impact mobility. The high demand for wood will initiate a positive impact on mobility. In the circumstances involving the shortage of trees, the mobility is adversely impacted because the demand is far greater than supply.

2)

The specialization and division of production in the global economy is manifested by two crucial principles: comparative advantage and absolute advantage. The absolute advantage highlights the nation which best at the production of a specific good. On the other hand, comparative advantage is a demonstration of the nation that stands to lose the least after the production of one good against the other.

Absolute Advantage:

A state is likely to witness an absolute advantage when it requires manpower or resources to produce a specific item. For instance, assume the United States and France both produces airplanes. France can produce 14 planes in a month while the United States can foster large production of 45 planes of the comparable quality. For France, 2.14 days are imperative to manufacture each plan in comparison to the United States’ rate of 0.67 days. Thus, the United States cherishes an absolute advantage because of the tendency to produce proficient products at a rapid pace than the competitors.

Comparative Advantage:

The very essence of the comparative advantage is the reduction of the opportunity cost associated with a product strategy. The opportunity cost required for producing a similar product equals the potential advantage that could have been availed by the selection of an alternative ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"aKVKk025","properties":{"formattedCitation":"(\\uc0\\u8220{}Comparative Advantage Versus Absolute Advantage | Globalization101,\\uc0\\u8221{} n.d.)","plainCitation":"(“Comparative Advantage Versus Absolute Advantage | Globalization101,” n.d.)","noteIndex":0},"citationItems":[{"id":2115,"uris":["http://zotero.org/users/local/H8YOvGFC/items/QXNFR98P"],"uri":["http://zotero.org/users/local/H8YOvGFC/items/QXNFR98P"],"itemData":{"id":2115,"type":"webpage","title":"Comparative Advantage Versus Absolute Advantage | Globalization101","URL":"http://www.globalization101.org/comparative-advantage-versus-absolute-advantage/","accessed":{"date-parts":[["2019",3,4]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (“Comparative Advantage Versus Absolute Advantage | Globalization101,” n.d.). For instance, assume China can successfully produce, utilizing the same resources and time, either 45 cellphones or 30 computers. The opportunity cost of one computer is 1.5 cellphones. Conversely, the opportunity cost associated with the cost of producing a cellphone is 0.67 of a computer.

The fundamental objectives of the comparative advantage come into existence when Thailand, the neighbor decides to produce cellphones or computers. If the opportunity cost of Thailand for the producing cellphones is less than 0.67 of the computer, it harnesses a comparative advantage for producing cellphones. It will be mutually beneficial for Thailand to manufacture phones and China to manufacture computers.

3)

The Trans-Pacific Partnership (TTP) was a multinational trade agreement which threatened to expand the restrictive intellectual property laws across the world and promulgate international rules for its enforcement ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"SMpa4ek5","properties":{"formattedCitation":"(\\uc0\\u8220{}What Is the Trans-Pacific Partnership (TPP)?,\\uc0\\u8221{} n.d.)","plainCitation":"(“What Is the Trans-Pacific Partnership (TPP)?,” n.d.)","noteIndex":0},"citationItems":[{"id":2117,"uris":["http://zotero.org/users/local/H8YOvGFC/items/TQSHRYAE"],"uri":["http://zotero.org/users/local/H8YOvGFC/items/TQSHRYAE"],"itemData":{"id":2117,"type":"webpage","title":"What Is the Trans-Pacific Partnership (TPP)?","container-title":"Council on Foreign Relations","abstract":"Though President Trump withdrew from the TPP, the remaining members of the trade pact have forged ahead with a new version, leaving the U.S. role in the Asia-Pacific in question.","URL":"https://www.cfr.org/backgrounder/what-trans-pacific-partnership-tpp","language":"en","accessed":{"date-parts":[["2019",3,4]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (“What Is the Trans-Pacific Partnership (TPP)?,” n.d.). The United States and the following states were the part of the free trade agreement: Brunei, Australia, Chile, Canada, Malaysia, Japan, New Zealand, Mexico, Vietnam, Singapore and Peru. Following the presidential elections of 2016, the United States abandoned the agreement. The remaining states involved in the agreement advanced to promulgate a new trade agreement known as the Comprehensive and Progressive Trans-Pacific Partnership (CPTPP), TPP-11. The Senate of the United States ought to advance to ratify the agreement to allow the state to align with the nations which were previously involved in TTP. Moreover, the World Trade Organization (WTO) is responsible for supporting global trade. Thus, the WTO is responsible for introducing consistencies in tariffs and monitors the trade agreements.

References

ADDIN ZOTERO_BIBL {"uncited":[],"omitted":[],"custom":[]} CSL_BIBLIOGRAPHY Comparative Advantage Versus Absolute Advantage | Globalization101. (n.d.). Retrieved March 4, 2019, from http://www.globalization101.org/comparative-advantage-versus-absolute-advantage/

What Is the Trans-Pacific Partnership (TPP)? (n.d.). Retrieved March 4, 2019, from https://www.cfr.org/backgrounder/what-trans-pacific-partnership-tpp

Essay (Your Choice)

Organizational Culture and its Impact on Human Resource Management Practices Globally

[Author Name(s), First M. Last, Omit Titles and Degrees]

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Organizational Culture and its Impact on Human Resource Management Practices Globally

The role of organizational culture is to control the ways of employees' conduct and behavior within and outside the organization, such that the organizational culture determines how an employee will interact in his working place. Therefore a healthy culture of an organization encourages the loyalty and motivation of the employees. It also promotes, among employees, a healthy relationship and competition among themselves. It impacts by predefining the strategies and policies for guiding the employees and providing them a sense of direction. Consequently, in global markets due to changing circumstances in a highly competitive economic market, the organizational and human resource management strategies give an edge to the organization. Thus, progressive HRM practices provide increased functional and financial products to the organization. Culture in an organization defines the effectiveness of these HRM practices, examples include employee and/or management development, recruitment and hiring, performance reviews, compensation, promotions, and benefits. This essay will explore the role of organizational culture on the HRM practices of recruitment and hiring and compensation system in a global organization.

The global organizations require proper management of companies at three distinct places; home, host and third country. National cultural disparities are considered while determining culture in an organization, so proper understanding of various cultures is required at the global level of business. Generally, the organizational structure is affected by the determined culture. It additionally affects the style of recruitment, training and the ways through which employees get the wages and rewards (The Economist Intelligence Unit Limited, 2015). These practices are designed in a way to enhance the abilities, skills, effectiveness, commitment, and productivity of the employees. For instance, a selection of employee may base on the chances where it is working in a developed country where the pay chances are enhanced.

The recruitment of a workforce for global organizations is not similar to the local or national organizations. The work environment for the executive sent to international companies faces a culture which is different than his homeland so because of such differences the home nation or the workers of third nation are chosen on the bases of their experience in global business and their capacity of talking in different languages, and the flexibility of their involvement with people and employees of various ethnicity and backgrounds. The people who are known as perfect competitors are the one capable of administrative abilities and obliged to take the proper training for living in a different country and city by learning their language and have versatile features that are required for living a alternate way of life in a host country (Noe et al., 2017).

The training of the employees is needed for meeting cultural and social diversity when the business is directed widely. The basic reason for giving this training is to facilitate workers in obliging to the new culture in a foreign country. The significant parts of the training sessions are cultural familiarity, language, overseeing family and objective setting and coping up with stress (Noe et al., 2017). Cultural competitiveness is essential for achieving a proper place and value in global organization or project, as it will make the employee value the culture and belief system which will further enhance their ability to communicate and interact and flourish the business through these capabilities (Von Glinow., et al 2002). Therefore, the training session of an employ is a must before going on international expeditions, and also for the overall organization which is setting up itself in global markets.

While working in different global parts, the organizations may go for a systematized portion procedure. This suggests paying little heed to the country in which a worker will be given an advantageous compensation. In any case, this procedure neglects the manner in which the business in one country can be expensive when stood out from the other country. Along these lines, relationship when in doubt pays their agents through a banding structure which relies upon various countries. This portion framework is known as a limited portion system. Such practices are used by huge organizations like Kraftwood and Microsoft.

Consequently, there are different reasons that bosses in global companies are seeing that it is hard to keep up inclination sees while cooperating across over social orders. Social learning and an overall focus are basic to suffer and to prosper, inside the present business condition. In any case, a comparable composing does not give an overall focus that comprehends with the overall truth of business. Trade and observational assessment of culture and human resource the board practices has been focused on unequivocally made countries and making countries have been given little thought (Adekola, and Sergi, 2016).

Hence, the essay explored the role of organizational culture on the HRM practices of recruitment and hiring and compensation system in a global organization. It discussed the ways in which an organization’s culture defines the effectiveness of its HRM practices. Generally, the organizational structure is affected by the determined culture. Cultural competitiveness is essential for achieving a proper place and value in global organization or project. It also focused on the ways of recruitment of a workforce for global organizations which is not similar to the national organizations. Also, the training of the employees is needed for meeting cultural and social diversity when the business is directed widely. The training session of an employ is a must before going on international expeditions, and also for the overall organization which is setting up itself in global markets. Lastly it discussed the compensation and reward system for globally working employees.

Reference

Adekola, A., & Sergi, B. S. (2016). Global business management: A cross-cultural perspective. Routledge.

Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2017). Human resource management: Gaining a competitive advantage. New York, NY: McGraw-Hill Education.

The Economist Intelligence Unit Limited. (2015). What's next: Future global trends affecting your organization: Engaging and integrating a global workforce. Retrieved from http://futurehrtrends.eiu.com/report-2015/executive-summary/ 

Von Glinow, M. A., Drost, E. A., & Teagarden, M. B. (2002). Converging on IHRM best practices: Lessons learned from a globally distributed consortium on theory and practice. Human Resource Management, 41(1), 123. Retrieved from https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=13641428&site=ehost-live&scope=site 

Essay - Disruptive Innovation

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Disruptive Innovation A Human Resource Perspective

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Disruptive Innovation A Human Resource Perspective

Part 1

Examples of Disruptive Innovation

The recent era of technological advancements implies a rapid transformation of different dynamics and in turn, alluring a persistent disruption in business mtier. The disruption poses significant alterations that either agitate or re-order the internal and external environment of a business (Kumaraswamy et al. 2018). The term Disruptive Innovation was first derived by Clayton M. Christensen in 1995 and is widely acknowledged as the most impactful theory of the early twenty-first century. According to business conceptualization, disruptive innovation is a contemporary perspective that establishes innovative and novel market places and value networks, and in due course, disturbs the balance and practices of the present value and market networks. Moreover, the incorporation of innovative disruption also displaces the alliances, products, and conventional market for leading organizations (Bagehot, 2017).

In a real-life business environment, a myriad of small and giant organizations are implementing disruptive innovations to their business processes, products, and services. In the following, three instances of best disruptive innovative players Netflix, Airbnb, and Amazon are elucidated.

Netflix and Disruptive Innovation

Netflix is the most ubiquitous example of disruptive innovation the organizations transformed itself from a convenient DVD mail-out supplier to an extraordinarily expedient and cost-effective entertainment product. Through its innovative prospect, Netflix underlined a market that was totally ignored and was not explored by any other competitor. The unique design of Netflix market niche targets the consumers who are movie freaks and Netflix accessed them as a tailored producer in proffering a diverse variety of entertainment. Initially, Netflixs ideology and business stratagem operated and thrived in a prominently different market segment and posed less or no threats of previously functioning areas. Nevertheless, regardless of bountiful yields, Netflix disrupted its already pursued business archetype, and out of its comfort zone, Netflix jumped into the waters of an innovative market segment of streaming media. Phenomenally, the notion of disruptive innovation did not hurl Netflix out of the market instead, it pushed it further and adjusted in the Blockbuster competition. In 2013, Netflix attempted the most up-to-the-minute disruptive innovation by penetrating into the production business. Consequently, Netflix became a hot cake and asserted the vitality of disruptive innovation simultaneously (Moore, 2017).

Amazon and Disruptive Innovation

It was 2016 when Amazon implied the notion of disruptive innovation to dislocate the conventionally accepted idea of brick-and-mortar grocers. In due course, Amazon initially acquired more than 2,200 grocery stores and afterwards in 2017, Amazon purchased the Whole Foods chain. Amazon did not feel at rest with all this disruption and interlinked the most maladjusted faction of the United States healthcare system and established trading bonds with Berkshire Hathaway and JP Morgan. According to the latest report, Amazon endeavours to getting suffused into the ticketing market as a substantial initiative toward disruptive innovation. In this context, Amazon is aiming to disrupt the Ticketmasters industry by a considerable margin (Bylund, 2017).

Airbnb and Disruptive Innovation

Airbnb is a widely recognized business model and a classic instance of disruptive innovation. Airbnb allows its consumers to indulge residential rental facilities in relatively low prices and recently, Airbnb has expanded its operational horizons by the inclusion of medium and high priced temporary accommodations (Bailey, 2019). The technological implications of Airbnb business design equip customers with an opportunity to explore the location, living conditions and prices of rental setting through an online portal. The prevalent tinge of innovation augments the prominence of Airbnb in consumers circle and posing exacerbated competitive whiff to the rivals. The acceleration of Airbnbs disruptive innovation makes the competitors exhausted, and they feel flabbergasted regarding devising counter-strategies to beat the innovations of Airbnb (Ma, 2018).

Conclusion  In the above only three examples of disruptive innovation are explicated however the business world is laden with a myriad of such instances PayPal, Alexa, virtual reality and podcast all are tightly knitted with the ideology of disruptive innovation. Despiteall the associated factors of disturbance and dislocation, the conceptual framework of disruptive innovation features undeniable fruition. Therefore, numerous businesses are seeking to establish their operations in low-end or new and less-explored market segments to extract the true essence of creative and innovative initiatives. However, Uber and Tesla regardless of all of their innovative inclinations, are not considered from the disruptive clan because they are not dealing with lower prices neither they discovered new market footholds.

Part 2

HRM Functions and Disruptive Innovations

The rise and falls of organizations in growing industries which are explicitly or implicitly intertwined with disruptive innovation are a significant theme of inquisition the impact of management and strategy, technology, and economics (Chandra Yang, 2011). Disruptive innovation can be explicated through the instance of the advent of computer technology in different fields of life that modified the executing the task to a great extent (Christensen, 2015). Similarly, the idea of disruptive innovation encapsulates all the operations of a business and asserts a need to address the changes with utmost agility and implementation of adequate stratagem. In due course, when HRM comprehends the significance of innovation and reacts toward the challenges of the disruptive environment, it can be defined as disruptive HR. The Disruptive HR enwraps the job markets and their unique necessities along with organizational objectives and talent pool to elevate the overall innovation of business practices and value propositions. Human resource management affirms that in order to comply with extensive market needs and dynamic paradigms shift the organizational setting, systems, and people should be disruptive instead of disrupted (Thomas, 2016).

In order to respond to disruptive innovation, Human Resource Management requires responding to all the interconnected threat and opportunities posed by the concept both on inner and outer levels. For this purpose, HRM has to create synchronization among all innovative initiatives and its fundamental functions (Ekuma, 2015). Some of HRM functions such as job market, equal opportunities, and technological implications are external facets meanwhile policies, health and safety, and organizational cultural intricacies are internal aspects. The HRM is comprised of the following primary functions.

Screening, recruitment. and hiring

Training and development

Equal opportunity provisions or diversity-based inclusive practices

Contracts

Workplace safety

Human Resource Planning

Incentives and Compensation

Performance Appraisals and feedbacks

Complaint procedurals

Etcetera

Innovative Recruitment

The emergence of social media has infused an enormous amount of innovation in talent pools and local and international job markets. And therefore, organizations are encountering a considerable shift in attaining the applications and access to the potential employees and desiring talents. The disruptive technologies emphasize the autonomy of users and entice the convenient modes of print design and self-service web. Recruiters in the modern epoch, have countless technological tools that assist them both online and offline and work as efficient facilitators. Such devices include social media junctions (Facebook, Twitter, Youtube, Instagram), brand or third-part blogs, online job search sites (such as monster and Jobsite), employment fairs and networking occasions. All such devices depict extraordinary efficacy in helping the organizations to obtain their matching talents and fulfilling their business objectives smartly and competitively. However, along with all mentioned disruptive leverage, the overall concept of employees/business collaboration is also imperative in disruptive HR. Moreover HRM should be agile in anticipating the next innovative, disruptive motives and should understand that the cloud marketplace will be the next giant in privately recruiting and trading and therefore HRM models and planning should be developed accordingly (Kopoulous, 2019).

Screening and Disruptive Innovation

In past decades, the hiring was supposed to be done through a vacuuming practice and pursued the mere judgments of the hiring manager. However, the new HR models have altered the ways the peers are getting involved in evaluating the best fit for a vacancy. The modification is referred as an innovation in organizational culture, and it is elaborated that the co-workers are an effective jury to determine the qualified fit during the screening process. In this regard, the innovative organizations arrange different events which promote the amalgamation of prospect candidates and the team such meetings follow the interviewing approach to assess the feasibility of candidate (Tucker, 2016). According to the innovators, such instances relay to the candidates about the modernity and swiftness of the organizational cultures and highlight the modified and collaborative endeavours of business which are expected from employees as well. Take the example of Airbnb which conduct two types of screening interviews that include technical and functional discussions to measure the core values and other identical elements of prospect employees.

Innovative Disruption and Training

Along with other dynamics of HRM functions, the emergence of disruptive innovation has impacted the training and developmental practices of an organization as well. In ancient times businesses used to bore the employees and other resource persons through monotonous PowerPoint presentations that probably took an eon to get finished and the learning outcomes were never so impressive. As a substitute, the innovative practices established the platforms that allow users to get advantages from e-learning facilities. LinkedIn and Udemy are the most eminent training junctions that feature hundreds of training courses with the ease of appraising the pace, comprehension, and feedback on the perceived learning of an employee in a far enthralling and engaging manner. In due course, employees are not confined only to their expertise area and are encouraged and empowered to explore other technological territories as well.

Predictive Analysis and Disruptive Innovation

The implication of contemporary technological advancement is laden with handiness in tackling and juggling with the massive data and information. It is affirmed that in the modern age HRM necessitates the substantial and concrete skills to analyze the wide data range regarding workforce and other relevant people, such insight then will be used as a practical tool in devising and implementing valuable strategies. In such cases, the imperativeness of pragmatic software and data storage platforms increases manifold the possibility of handling massive data enhances the prospects of a promising future for HRM. Through concoction of practical tools and devices, management will be capable of pinpointing the performance standards and actual performance of personnel. Afterwards, such identification will provide management with a plan to fill the performance gaps through training or recruitment. Furthermore, the similar data machines are able to elaborate the promotional, incentive and other interrelated requirements of the entire workforce without much hassle (Kopoulous, 2019).

Performance Management and Disruptive Innovation

In order to pervade disruptive innovation to HR functions, numerous organizations are shunning the deteriorating practices of annual performance reports instead, they are supporting the idea of real-time performance feedback for instant actions. Performance evaluation software is prevalent in this regard as it proffers peers feedback and provides the employee with an opportunity to reevaluate his performance and in setting viable and realistic performance-based benchmarks.

Conclusion

As a matter of fact, the innovative disruption and its connectivity to HRM functions allude to endless debate and elaboration. The business environment both on internal and external scales is swarmed by exceptional advancements in technological developments and the insinuation that of course have altered the traditional requirements of HRM altogether. HR management needs to respond to all internal and external innovative disruptions to follow the flow of triumph and fruition and to gain significant competitive advantages over the best HR practices of rivals. Online tools, technological devices, innovative and creative modes, and techniques and other agility-based facilities, architectures and infrastructure, and networking all should be slyly interwoven into the tapestry of HRM function. It is the only way to respond to the ever-changing business environment and to sustain ones presence in the run of exceptional advances. HRM functions such as recruitment, training and development, performance evaluation, compensation and incentives, promotion and transfers, policy and planning, health and diversity, and many others are indispensable to be handled in the accordance of innovative parameters. Technological innovation and creative disruption have ultimate potency to endorse international and handy connections that are essential to inflate the bottom line of the business. Moreover, the organizations can observe mergers and acquisitions in responding to the outer disruptions on the other hand, transforming ones business model paves the path for responding to the disruptive internal innovation.

Reference

Bailey, D. (2019). Why Airbnb Is Disruptive Innovation and Uber Is Not. online  Inc.com. Available at https//www.inc.com/dave-bailey/why-airbnb-is-disruptive- innovation-and-uber-is-not.html Accessed 17 Nov. 2019.

Bagehot (2017).Jeremy Corbyn, entrepreneur. online The Economist. Available at  https//www.economist.com/britain/2017/06/15/jeremy-corbyn-entrepreneur  Accessed 16 Nov. 2019.

Chandra, Y. and Yang, S. (2011). Managing Disruptive Innovation Entrepreneurial  Strategies and Tournaments for Corporate Longevity. SSRN Electronic Journal.

Christensen, C., Raynor, M. and McDonald, R. (2015). What Is Disruptive Innovation.  online Harvard Business Review. Available at https//hbr.org/2015/12/what-is- disruptive-innovation Accessed 16 Nov. 2019.

Ekuma, K. (2015). The HR Function of the 21st Century A Critical Evaluation of its  Contributions, Strengths and where it needs to Develop. Advances in Social  Sciences Research Journal, 2(1).

Kopuslous, A. (2019). HR Disruption Trends and Opportunities. online  EmployeeConnect HRIS. Available at https//www.employeeconnect.com/blog/hr- disruption-technology/ Accessed 16 Nov. 2019.

Kumaraswamy, A., Garud, R. and Ansari, S. (2018). Perspectives on Disruptive  Innovations. SSRN Electronic Journal, 55(7), pp.1025-1042.

Ma, F. (2018). Disruptive Innovation A case study of AirBnB. online Medium.  Available at https//medium.com/@feinima/disruptive-innovation-a-case-study-of- airbnb-450c75d5c910 Accessed 17 Nov. 2019.

Moore, J. (2017). Using disruptive innovation to transform your industry Idea Drop.  online Idea Drop Idea Management Software. Available at  https//ideadrop.co/how-3-companies-used-disruptive-innovation-to-transform- their-industries/ Accessed 16 Nov. 2019.

Thomas, A. (2016). Disruptive Technology And Strategies For Human Resource  Management. International Journal of Human Resource Industrial Research,  3(6), pp.67-78.

Ray, J. (2012). Evolving Human Resource (HR) Management to Cope with Disruptive  Innovation Technologies. SSRN Electronic Journal.

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Ethics

Brandy Hubbard

Ethics

HRM

1a. Ethics is obviously not only the business of the manager, the human resources department, an ad hoc committee, or even the legislator. This is everyone's business, and in the business world in particular, of those who are ever more numerous in today's organizations, who are partly responsible for the process. We are talking about a real business partnership, active participation of HR specialists in solving the strategic tasks facing the company.

In these situations, the challenges and challenges facing the HR function are numerous. Internally, they constitute interlaces of recognition, credibility, partnerships, to reinvent themselves and innovate. Meeting these challenges requires better communication, mastery of data, management of organizations and change, and more financial approaches to business operations. The code of ethics lays down a number of milestones. Externally, the function should be made more visible and audible. We should be more active, more participative within professional associations. It is through massive participation that the latter will be truly essential and listened to by the social partners. HRDs are indeed, like the other major players in the company, at the crossroads of worlds. The HRD is the one who speaks for those who are not there: - in the Management Committee, he speaks for employees (be careful, do not be mistaken, for employees and not for employee’s union representatives of the employees - in works council or field, he speaks for the management

It may be trivial but I can assure you that this is the primary meaning of the function and we should return to it in the strategic vision of the function

1b. Face the competition by adopting an approach related to sustainable development to meet new consumer expectations and attract talent seeking meaning in their work and well-being.

1b. In this scenario CSR responds to:

social and societal issues such as: respect for human rights, working conditions, retention of employees, gender equality, equal opportunities, health and safety at work.

environmental issues : carbon footprint, pollution reduction, recycling, new production methods ...

economic issues : the social and solidarity economy, the relationship with subcontractors, the circular economy ...

As for the inside training, they seem far from considering it. Financial and managers, especially those in human resources, continue to ignore each other, sometimes to the point of disregarding their logic and mutual practices. Tensions persist, although they are not necessarily harmful, as management is often a matter of contradictions overcome. But the feeling remains that they cause a possible mess, economic, social and human. Despite the difficulty of the task, it is therefore always useful to try to understand how, and under what conditions, the financial requirements can be integrated into the management practices, without corrupting them.

2a. “I would act according to the regulations, policies and code of conduct of the organization. The roles of the HR department are to make sure that on a daily basis, recruitment is one of the roles of the human resources function. In recent years, recruitment is now demanding more communication and proactively”.

It is observed through the need now to sell you by communicating in an innovative way on what makes you unique, by showing an overview of your daily life, your values. I would be able to protect myself and the organization from the ethical risks that would be caused by the situation. It would be nice to make sure that the position of this person was completely satisfied. I would like to make sure that the position of the candidate is not one of these positions, but I will make sure that this position has been placed and all people have applied. This is the position of the company, which occupies the position of equity and fairness in the company.

2b. Conflict of interest can be classified by the type of subjects: Organizational - it happens when the subjects of a conflict of interest are organizations of various types of property, state or private. From the point of view of a personnel specialist, it is worthwhile to consider the second type of conflict of interest. In the present situation, the personnel manager will not be able to make an impartial as well as an objective decision on employment, since the person in question is a relative. You need to contact the company's management regarding a conflict of interest to ensure that the preferred candidate is subject to a formal hiring process. It is possible that the by-laws of a company authorize the control of the drunkenness of an employee by means of a blood alcohol control. Provided, however, that the employee may challenge this control (by requesting a second opinion or a second test) and that only those employees who, because of the nature of their work, would endanger property or persons they had to carry out their tasks while intoxicated. Thus, the use of the breathalyzer cannot be generalized to all employees of the company, without distinction. Unlawful control cannot serve as a justification for sanctioning an employee, even if it turns out that the latter is indeed drunk.

3a The use of drugs and its consequences at work is therefore not a negligible problem, especially since it can have very serious consequences for the employer. It is possible that the by-laws of a company authorize the control of the drunkenness of an employee by means of a blood alcohol control. Provided, however, that the employee may challenge this control (by requesting a second opinion or a second test) and that only those employees who, because of the nature of their work, would endanger property or persons they had to carry out their tasks while intoxicated. As you certainly know, every employer has an obligation to ensure the health and safety of his employees in the workplace. However, he must also respect the individual liberties of the latter. This may be why putting in place workplace controls is not so obvious.

3b. Yes, the employer may, according to the same provisions as for the breathalyzer test, add in his rules of procedure the possibility of screening the employees whose functions warrant it (handling machinery or dangerous products, driving vehicles). .). The list of these jobs must be clearly defined in the rules of procedure. As such, it can include measures to control the employee's condition by breathalyzer or screening. As a reminder, the rules of procedure are mandatory in companies with 20 or more employees. A sanction can only be pronounced against an employee if it is expressly provided for in the rules of procedure, especially as regards its terms .As mentioned above, the procedures for carrying out these checks are subject to conditions.

3c. This raises the question of positive screening because of drugs used by the employee in his personal life. It is therefore considered that acts relating to the employee's personal life may be penalized if they constitute a breach of an obligation arising from his employment contract. The Court of Cassation has admitted the dismissal for serious misconduct of two employees who smoked cannabis during their break.

4a. For deliberate violation of the provisions of “Title VII of the Civil Rights” Act to the employer when committing offenses (for example, non-payment of salary), an unpaid wage (front pay), real loss (compensatory damages), a penalty ( punitive damage), attorney fees. Also, an employee may declare a claim for his reinstatement, for the restoration of continuous seniority (seniority), for reinstatement in the same position (retroactive seniority) and for injunctive relief. The actual damage is compensated to the employee for damages, emotional distress, discomfort, moral and physical suffering. The maximum amount of real damage and fines is directly dependent on the number of employees employed by the employer. Since the adoption of the Law on Civil Rights, a number of significant changes have been made to it, aimed at strengthening the protection of the rights of citizens.

4b. “Title VII of the 1964 Civil Rights Act is one of the fundamental laws that enshrined the rights of people applying for employment and restricted discrimination in the United States. It prohibits refusal to accept employment, dismissal from work, or other discriminatory actions when paying wages , compensation, in determining the duration of working time, rest time and other working conditions, preferential employment due to race, color, religion, gender or national origin”.

4c you have worked for the company as a low-level manager for many years and have had excellent reviews. The number of duties increased during this period, but this did not affect the base rate and salary. At the same time, your male colleagues were promoted to a middle or higher level of management due to increased job responsibilities. For deliberate violation of the provisions of “Title VII of the Civil Rights Act” to the employer when committing offenses (for example, non-payment of salary), an unpaid wage (front pay), real loss (compensatory damages), a penalty ( punitive damage), attorney fees. Also, an employee may declare a claim for his reinstatement, for the restoration of continuous seniority (seniority), for reinstatement in the same position (retroactive seniority) and for injunctive relief. The actual damage is compensated to the employee for damages, emotional distress, discomfort, moral and physical suffering.

References

Alder, G. S., Schminke, M., & Noel, T. W. (2007). The impact of individual ethics on reactions to potentially invasive HR practices. Journal of Business Ethics, 75(2), 201.

Driscoll, D. M., & Hoffman, W. M. (1998). HR plays a central role in ethics programs. Workforce, 77(4), 121-123.

Burgdorf Jr, R. L. (1991). The Americans with Disabilities Act: Analysis and implications of a second-generation civil rights statute. Harv. CR-CLL Rev., 26, 413.

Final Project

Sun Coast Remediation Final Project

Rosa M Jones

Columbia Southern University

Table of Contents

TOC \o "1-3" \h \z \u Executive Summary PAGEREF _Toc29224530 \h 3

Introduction PAGEREF _Toc29224531 \h 4

Statement of the Problems PAGEREF _Toc29224532 \h 4

Particulate Matter (PM) PAGEREF _Toc29224533 \h 4

Safety Training Effectiveness PAGEREF _Toc29224534 \h 5

Sound-Level Exposure PAGEREF _Toc29224535 \h 5

New Employee Training PAGEREF _Toc29224536 \h 5

Lead Exposure PAGEREF _Toc29224537 \h 6

Return on Investment PAGEREF _Toc29224538 \h 6

Literature Review PAGEREF _Toc29224539 \h 6

Research Objectives PAGEREF _Toc29224540 \h 8

Research Questions and Hypotheses PAGEREF _Toc29224541 \h 9

Research Methodology, Design, and Methods PAGEREF _Toc29224542 \h 11

Research Methodology PAGEREF _Toc29224543 \h 11

Research Design PAGEREF _Toc29224544 \h 11

Research Methods PAGEREF _Toc29224545 \h 12

Data Collection Methods PAGEREF _Toc29224546 \h 12

Sampling Design PAGEREF _Toc29224547 \h 12

Data Analysis Procedures PAGEREF _Toc29224548 \h 12

Correlation PAGEREF _Toc29224549 \h 12

Regression PAGEREF _Toc29224550 \h 13

ANOVA PAGEREF _Toc29224551 \h 13

The Sample t-Test PAGEREF _Toc29224552 \h 13

Data Analysis: Descriptive Statistics and Assumption Testing PAGEREF _Toc29224553 \h 13

Correlation: Descriptive Statistics and Assumption Testing PAGEREF _Toc29224554 \h 14

Frequency distribution table. PAGEREF _Toc29224555 \h 14

Histogram. PAGEREF _Toc29224556 \h 14

Descriptive statistics table. PAGEREF _Toc29224557 \h 15

Measurement scale. PAGEREF _Toc29224558 \h 15

The measure of central tendency. PAGEREF _Toc29224559 \h 15

Evaluation. PAGEREF _Toc29224560 \h 15

Simple Regression: Descriptive Statistics and Assumption Testing PAGEREF _Toc29224561 \h 16

Frequency distribution table. PAGEREF _Toc29224562 \h 16

Histogram. PAGEREF _Toc29224563 \h 16

Descriptive statistics table. PAGEREF _Toc29224564 \h 17

Measurement scale. PAGEREF _Toc29224565 \h 17

The measure of central tendency. PAGEREF _Toc29224566 \h 17

Evaluation. PAGEREF _Toc29224567 \h 17

Multiple Regression: Descriptive Statistics and Assumption Testing PAGEREF _Toc29224568 \h 18

Frequency distribution table. PAGEREF _Toc29224569 \h 18

Histogram. PAGEREF _Toc29224570 \h 18

Descriptive statistics table. PAGEREF _Toc29224571 \h 19

Measurement scale. PAGEREF _Toc29224572 \h 19

The measure of central tendency. PAGEREF _Toc29224573 \h 19

Evaluation. PAGEREF _Toc29224574 \h 19

Independent Samples t-Test: Descriptive Statistics and Assumption Testing PAGEREF _Toc29224575 \h 20

Frequency distribution table. PAGEREF _Toc29224576 \h 20

Histogram. PAGEREF _Toc29224577 \h 21

Descriptive statistics table. PAGEREF _Toc29224578 \h 22

Measurement scale. PAGEREF _Toc29224579 \h 23

The measure of central tendency. PAGEREF _Toc29224580 \h 23

Evaluation. PAGEREF _Toc29224581 \h 23

Dependent Samples (Paired-Samples) t-Test: Descriptive Statistics and Assumption Testing PAGEREF _Toc29224582 \h 23

Frequency distribution table. PAGEREF _Toc29224583 \h 23

Histogram. PAGEREF _Toc29224584 \h 24

Descriptive statistics table. PAGEREF _Toc29224585 \h 25

Measurement scale. PAGEREF _Toc29224586 \h 26

The measure of central tendency. PAGEREF _Toc29224587 \h 26

Evaluation. PAGEREF _Toc29224588 \h 26

ANOVA: Descriptive Statistics and Assumption Testing PAGEREF _Toc29224589 \h 26

Frequency distribution table. PAGEREF _Toc29224590 \h 26

Histogram. PAGEREF _Toc29224591 \h 28

Descriptive statistics table. PAGEREF _Toc29224592 \h 30

Measurement scale. PAGEREF _Toc29224593 \h 32

The measure of central tendency. PAGEREF _Toc29224594 \h 32

Evaluation. PAGEREF _Toc29224595 \h 32

Data Analysis: Hypothesis Testing PAGEREF _Toc29224596 \h 32

Correlation: Hypothesis Testing PAGEREF _Toc29224597 \h 33

Simple Regression: Hypothesis Testing PAGEREF _Toc29224598 \h 35

Multiple Regression: Hypothesis Testing PAGEREF _Toc29224599 \h 37

Independent Samples t-Test: Hypothesis Testing PAGEREF _Toc29224600 \h 40

Dependent Samples (Paired Samples) t-Test: Hypothesis Testing PAGEREF _Toc29224601 \h 41

ANOVA: Hypothesis Testing PAGEREF _Toc29224602 \h 43

Findings PAGEREF _Toc29224603 \h 44

Recommendations PAGEREF _Toc29224604 \h 46

References PAGEREF _Toc29224605 \h 48

Executive Summary

The Sun Coast Company is a well-known business name that focuses on offering corporate and government organizations remediation services. The working of this organization can mainly be observed in sites where different toxic substances are eradicated from the elements of soil and water. Currently, the leadership of the organization identifies six main issues that require necessary and immediate fixation. These specific problems are identified in the forms of particulate matter, safety training effectiveness, sound-level exposure, new employee training, lead exposure, and return of investment. A comprehensive approach of research is used by considering different techniques of assessment and data collection in the case of employees of the organization. Both domains of descriptive and applied research work applied to find out the intensity of existing issues. Quantitative research design is selected by the researcher to conduct the approach of hypothesis testing analysis successfully. The finding of research methods indicates that there is a need to offer a better safety environment for all the workers.

Sun Coast Remediation Final Project

Introduction

Senior leadership at Sun Coast has identified several areas for concern that they believe could be solved using business research methods. The previous director was tasked with conducting research to help provide information to make decisions about these issues. Although data were collected, the project was never completed. Senior leadership is interested in seeing the project through to fruition. The following is the completion of that project. It includes the statement of the problems, literature review, research objectives, research questions and hypotheses, research methodology, design, and methods, data analysis, findings, and recommendations.

Statement of the Problems

Six business problems were identified:

Particulate Matter (PM)

There is a concern that job-site particle pollution is adversely impacting employee health. Although respirators are required in certain environments, PM varies in size depending on the project and job site. PM that is between 10 and 2.5 microns can float in the air for minutes to hours (e.g., asbestos, mold spores, pollen, cement dust, fly ash), while PM that is less than 2.5 microns can float in the air for hours to weeks (e.g., bacteria, viruses, oil smoke, smog, soot). Due to the smaller size of a PM that is less than 2.5 microns, it is potentially more harmful than PM that is between 10 and 2.5 since the conditions are more suitable for inhalation. A PM that is less than 2.5 is also able to be inhaled into the deeper regions of the lungs, potentially causing more deleterious health effects. It would be helpful to understand if there is a relationship between PM size and employee health. PM air quality data have been collected from 103 job sites, which is recorded in microns. Data are also available for average annual sick days per employee per job-site.

Safety Training Effectiveness

Health and safety training is conducted for each new contract that is awarded to Sun Coast. Data for training expenditures and lost-time hours were collected from 223 contracts. It would be valuable to know if training has been successful in reducing lost-time hours and, if so, how to predict lost-time hours from training expenditures.

Sound-Level Exposure

Sun Coast’s contracts generally involve work in noisy environments due to a variety of heavy equipment being used for both remediation and the clients’ ongoing operations on the job sites. Standard ear-plugs are adequate to protect employee hearing if the decibel levels are less than 120 decibels (dB). For environments with noise levels exceeding 120 dB, more advanced and expensive hearing protection is required, such as earmuffs. Historical data have been collected from 1,503 contracts for several variables that are believed to contribute to excessive dB levels. It would be important if these data could be used to predict the dB levels of work environments before placing employees on-site for future contracts. This would help the safety department plan for the procurement of appropriate ear protection for employees.

New Employee Training

All new Sun Coast employees participate in general health and safety training. The training program was revamped and implemented six months ago. Upon completion of the training programs, the employees are tested on their knowledge. Test data are available for two groups: Group A employees who participated in the prior training program and Group B employees who participated in the revised training program. It is necessary to know if the revised training program is more effective than the prior training program.

Lead Exposure

Employees working on job sites to remediate lead must be monitored. Lead levels in the blood are measured as micrograms of lead per deciliter of blood (μg/dL). A baseline blood test is taken pre-exposure and post exposure after remediation. Data are available for 49 employees who recently concluded a 2-year lead remediation project. It is necessary to determine if blood lead levels have increased.

Return on Investment

Sun Coast offers four lines of service to its customers, including air monitoring, soil remediation, water reclamation, and health and safety training. Sun Coast would like to know if each line of service offers the same return on investment. Return on investment data is available for air monitoring, soil remediation, water reclamation, and health and safety training projects. If the return on investment is not the same for all lines of service, it would be helpful to know where differences exist.

Literature Review

A literature review is characterized as an important section of the overall research project that helps to explore the existing connection between different factors. This segment is comprised of a detailed summary of the previous research work on the issue and identifies the correct research direction. Scholarly articles, books, and other scholarly resources are used to establish the theoretical foundation of the research work for the Sun Coast.

           The importance of research methodologies increases to multiple folds in case of quantitative research, where various statistical tools and methods are used to come upon findings that are needed to test the hypothesis. These tests and tools include T-test, regression, correlation, ANOVA, and several other methods to find a relation between the independent and dependent variables. 

While reading the Occupational Exposure to Diesel Particulate Matter in the Municipal, Household Waste Workers, it reads that 72 MHW from different companies to conduct a study. This study was to determine the levels of diesel particulate that the workers were exposed to. These workers were exposed to carbon (electrical, organic, and black) and fine particulate, which was used as indicators to identify the levels of exposure. The test will be determined how fast and/or the time of the exposure to examine the risk for the workers.

While reading several articles, it seems as though the most important thing for these companies would be training and on-going training. When you deal with toxic material daily, you must make sure that you are aware of all the risk old and new so you can protect not only you and the company but the workers as well. Knowing all the risks will help you educate everyone on the types of jobs and the precautions that they need to make sure they stay on top of.

You have companies that will use simple household items, such as rice, that contains certain levels of toxins to test amongst families to see how much its toxins will affect them. These tests or the research can take six months or longer to get verifiable data. At this point, you have companies that will test something with higher levels. All the data is used to educate people. Dealing with toxic materials on a worksite can be compared to the foods we eat or the chemicals we use in the homes daily. So, I am adamant when it comes to researching your company, your work, and even the food you eat.

Occupational noise exposure is one of the main risk factors that affect the health and sleeping pattern of workers. For example, Textile machines produce a high level of noise that can cause adverse health effects in workers. Data that was captured and examined b Mann-Whitney test and Kruskal-Wallis test, simple linear regression, and multiple regression tests with the results being geared to sound level, experience, and age. The results showed that the higher the age and the length of time at work experience a higher rate of sleep disturbance. When it comes to toxins, you have to remember that it can come from many shapes and sizes. You can be affected by chemical and noise and have similar results.

There is also another article that discusses the emergency fueling option of the company the “Sun Coast expands the emergency fueling program.” It discusses the past fueling options of the company and the changes to its new program. Sun Coast's POWER Program is a priority generator fueling service that provides contract customers with fuel sampling and treatment, plus an inspection of any of the equipment that has been standing still to provide some sort of relief when it comes to exposure.

Overall, research takes time, collecting data takes time and money. When data is collected correctly, you will get results that will benefit everyone and not harm them in the long-run.

Research Objectives

Appropriate development of research objectives for the research project is important to establish the necessary frame of action effectively and efficiently. Research objectives are recognized as concise statements to define what the researcher wants to achieve through the comprehensive process of research (Ngulube, 2019). In simple words, research objectives are essential to illustrate the overall direction of the research. The objectives of the research project clearly defined the main aim of the entire research procedure.

RO1: To determine the association between a Particular Matter (PM) size and overall employee health. 

RO2: To examine the effectiveness of training in case of reducing lost-time hours, and, if this is true, how to anticipate lost-time hours from the approach of the training cost. 

RO3: To analyze if the perspective of data collected could be considered to predict the decibel (dB) levels of conditions before enlisting employees on site. 

RO4: To observe that if the new training program is more beneficial as compare to the previous training program. 

RO5: To critically investigate if blood levels have increased.

RO6: To assess if any form of differences prevails on return-of-investment in case of all lines of service. 

Research Questions and Hypotheses

The crafting of research questions is one initial step of the research project that is characterized in the form of answerable inquiry concerning the overall idea of research. This research approach is considered in case of a research project for the Sun Coast Remediation Organization to find out better solutions to the organizational problems (Banerjee, Chitnis, Jadhav, Bhawalkar, & Chaudhury, 2009). Moreover, the development of null and alternative hypotheses is a critical practical measure to determine the overall significance between two variables. It is crucial to explain the authenticity of the research objectives. 

RQ1: What are the association between a particulate matter (PM) size and overall employee health?

H01: There is no statistically significant association exist between particulate matter (PM) size and overall employee health. 

HA1: There is a statistically significant association exists between a particulate matter (PM) size and overall employee health. 

RQ2: How training is effective in case of reducing lost-time hours?

H02: There is no statistically significant prove that training is effective in case of reducing lost-time hours.

HA2: There is statistically significant prove that training is effective in case of reducing lost-time hours. 

RQ3: How the perspective of data collected could be considered to predict the decibel (dB) levels of conditions before enlisting employees on-site?

H03: There is no statistically significant evidence that data collected could be considered to predict the decibel (dB) levels of conditions before enlisting employees on site.

HA3: There is statistically significant evidence that data collected could be considered to predict the decibel (dB) levels of conditions before enlisting employees on site.

RQ4: How the new training program is more beneficial as compared to the previous training program? 

H04: There is no statistically significant evidence that the new training program is more beneficial as compared to the previous training program.

HA4: There is statistically significant evidence that the new training program is more beneficial as compared to the previous training program.

RQ5: Is the approach of blood levels have increased?

H05: There is no statistically significant evidence that blood levels have increased.

HA5: There is statistically significant evidence that blood levels have increased.

RQ6: Are there any differences prevail on return-of-investment in the case of all lines of service? 

H06: There is no statistically significant evidence that any differences prevail on return-of-investment in the case of all lines of service.

HA6: There is statistically significant evidence that any differences prevail on return-of-investment in case of all lines of service. 

Research Methodology, Design, and Methods

The research methodology is a generalized categorical approach that is utilized in research. The basic methods used include mixed methods, qualitative and quantitative. The approaches are rooted in varied philosophical traditions (Farrugia et al., 2010). One research approach is dependent on one's philosophical worldview.

Research Methodology

The chosen methodology for this research is the quantitative research methodology. This is high because the approach that will be used throughout the study is based on the positivist tradition. The latter is my philosophical worldview; hence, it shall be suitable while carrying out the Son Coast research.

Research Design

The research design for the study involves detailed methods that lookout for certain from the participants. The most suitable research design applied will be descriptive (non-experimental), which will help in differentiating different variables being studied in the research.

Research Methods

The research methods used based on research questions, research methodology, and the research design is descriptive statistics. The statistics help in identifying a correlation between the variables given in the case study.

Data Collection Methods

Before this research was proposed, there were specific records that had been collected by the previous health and safety director. This documentation will be used to test the research hypotheses.

Sampling Design

Depending on the documentation used, it is evident that convenience sampling was used. The targeted participants must meet the criterion and should be available for participation. The chosen participants are workers in the Sun Coast firm. The 321 participants will represent the whole company’s population.

Data Analysis Procedures

The hypotheses of the study help in dictating the most suitable data analysis design. The hypotheses chosen for the research helped in predicting variables’ relationships. The best statistical procedures utilized in testing hypotheses for the research included;

Correlation

This analysis procedure is utilized in testing the null hypothesis to illustrate that there is no existent relationship between the research variables. The chi-square correlation test was used in testing whether there is a relationship between particulate matter and the health of employees. The test results will illustrate whether high levels of pollution in the particulate matter are linked to the high number of leaves reported from employees in varied sites.

Regression

The data analysis tool not only helps in determining the variables' relationship but also in specifying the percentage of the relationship between the two. The regression analysis will help in testing how the lost time hours variable is correlated with safety training. Safety training was measured based on the money utilized in safety training (Nardi, 2018). Utilizing the firm's data set, the training program's effectiveness will be evaluated through Toolpak, which is a data analysis technique.

ANOVA

This one-way test will be sued in determining differences between two different sets of groups in the Sun Coast Company. The test has similarities with the t-test and will be used in testing the null hypothesis to prove no differences exist between two or more groups. The dependent variable will be the return of investment, which will be tested based on four factors amongst employees. One of them being training.

The Sample t-Test

This test will be utilized in testing the null hypothesis illustrating that there are no differences between two different group samples. Results attained will help in improvement in a variable such as safety training.

Data Analysis: Descriptive Statistics and Assumption Testing

Sun coast remediation provides remediation services to business and governmental organizations. This paper will provide a detailed descriptive analysis of the data given that will be crucial for data-driven decisions to be taken by the company. The assumptions for parametric techniques will also be tested in the course of this paper.

Correlation: Descriptive Statistics and Assumption Testing

Frequency distribution table.

Histogram.

Descriptive statistics table.

Measurement scale.

Ratio scale is used as a measurement scale here, as the

The measure of central tendency.

The mean of the average number of days an employee remains sick in the company is measured at 7.1262. Standard deviation or the average variation per person is at 0.1864. The median and mode, both remain at 7.

Evaluation.

On average, an employee takes approximately seven leaves due to illness as per the given data. On the histogram, we can visualize that the frequency on the 6 to 8 bracket is relatively high. In terms of normality, the curve is slightly skewed towards the left; the kurtosis is close to zero, i.e., distribution is normally distributed. In the given dataset, one can conclude that the assumptions for parametric statistical testing were met.

Simple Regression: Descriptive Statistics and Assumption Testing

Frequency distribution table.

Histogram.

Descriptive statistics table.

Measurement scale.

Since there is a true zero present here, we can conclude that ratio scales are used as measurement scales in the representation of this data.

The measure of central tendency.

The central tendency of this data is measured by its mean, standard deviation, and skewness. Skewness and standard deviation indicate the direction in which most of the data lies and.

Evaluation.

The data given gives us a normal distribution curve; thus, the data is normally distributed. The assumption regarding the independent variables being linearly correlated does not apply as there is only one independent variable. The variable in the first variable is the contract number.

Multiple Regression: Descriptive Statistics and Assumption Testing

Frequency distribution table.

Histogram.

Descriptive statistics table.

Measurement scale.

The measurement scale used in this data set is known as the ratio scale, as decibels can attain an actual value of zero.

The measure of central tendency.

The mean value of the dependent variable i.e., decibels, is equal to 124.8359, and the standard deviation suggests that most of the values are concentrated near the mean value. The value of kurtosis and the shape of the histogram suggests that the frequency distribution is normal as well.

Evaluation.

The initial assumption of normality is met in the data set, as seen in the histogram curve. The assumption of multi-collinearity and multi-variate normality is also being fulfilled. Thus, we can conclude that the assumptions for parametric statistical testing were met.

Independent Samples t-Test: Descriptive Statistics and Assumption Testing

Frequency distribution table.

Figure SEQ Figure \* ARABIC 1-Group A freq. distribution

Figure SEQ Figure \* ARABIC 2-Group B freq. distribution.

Histogram.

Descriptive statistics table.

Figure SEQ Figure \* ARABIC 3-Statistical summary of group A data

Figure SEQ Figure \* ARABIC 4-Statistical summary of group-B data

Measurement scale.

The measurement scale used in the representation of this dataset is the ratio scale.

The measure of central tendency.

The central tendency for such a dataset is generally used as a median because it is more robust in tackling the problem of outliers.

Evaluation.

The assumptions of normality of both the variables are met as seen in the histogram and the value of kurtosis for both variables but the assumption of homogeneity of variances is not being met so we can conclude that the assumptions for parametric statistical testing were not met in the given data (Zou, Tuncali, & Silverman, 2003).

Dependent Samples (Paired-Samples) t-Test: Descriptive Statistics and Assumption Testing

Frequency distribution table.

Figure SEQ Figure \* ARABIC 5-freq distribution table for per-exposure data

Figure SEQ Figure \* ARABIC 6-freq. distribution table for post-exposure data

Histogram.

Figure SEQ Figure \* ARABIC 7-Histogram for pre-exposure data

Figure SEQ Figure \* ARABIC 8-Histogram for post-exposure data

Descriptive statistics table.

Figure SEQ Figure \* ARABIC 9-Pre exposure statistics

Figure SEQ Figure \* ARABIC 10-Post exposure statistics

Measurement scale.

The ratio scale is used as a measurement scale in this dataset.

The measure of central tendency.

The most appropriate measure for the central tendency in a sampled t-test is the median, as it is the one which is least affected by outliers.

Evaluation.

The assumption of normality for both the variables is met, as seen in the histogram. In the given data, the assumption that both variables need to be independent of each other is not being met. Therefore, we can conclude that the assumptions for parametric statistical testing are not being met.

ANOVA: Descriptive Statistics and Assumption Testing

Frequency distribution table.

Figure SEQ Figure \* ARABIC 11-Frequency dist. for D

Figure SEQ Figure \* ARABIC 12-freq. Dist. table for A

Figure SEQ Figure \* ARABIC 13-freq. Dist. table for C

Figure SEQ Figure \* ARABIC 14- freq. dist. table for B

Histogram.

Figure SEQ Figure \* ARABIC 15-Histogram for D

Figure SEQ Figure \* ARABIC 16- Freq. Dist. table for C

Figure SEQ Figure \* ARABIC 17-freq. Dist. table for B

Figure SEQ Figure \* ARABIC 18-freq. Dist. table for A

Descriptive statistics table.

Figure SEQ Figure \* ARABIC 19-Statistics for D

Figure SEQ Figure \* ARABIC 20-Statistics for C

Figure SEQ Figure \* ARABIC 21-Statistics for B

Figure SEQ Figure \* ARABIC 22-Statistics for C

Measurement scale.

The ratio scale is being used for measurement here.

The measure of central tendency.

Mean is the most appropriate measurement measure of a central tendency here.

Evaluation.

The histogram for the dependent variable is normally distributed. The sample variance for all the given variables is not the same, so we can conclude that the assumptions for parametric statistical testing were not met.

Data Analysis: Hypothesis Testing

In this case study, we are going to use the Sun Coast data remediation data set and conduct a correlation analysis, simple regression analysis, and multiple regression analysis using the correlation tab, simple regression tab, and multiple regression tab, respectively. The statistical output tables should be cut and pasted from Excel directly into the final project document. For the regression hypotheses, display and discuss the predictive regression equations.

Correlation: Hypothesis Testing

SUMMARY OUTPUT

Regression Statistics

Multiple R

0.601842

R Square

0.362274

Adjusted R Square

.360083

Standard Error

5.518566

Observations

1503

ANOVA

df

SS

MS

F

Significance F

Regression

5

25891.89

5178.378

170.0361

2.1E-143

Residual

1497

45590.49

30.45457

Total

1502

71482.38

Coefficients

Standard Error

t Stat

P-value

Lower 95%

Upper 95%

Lower 95.0%

Upper 95.0%

Intercept

76.825

0.62382

203.2997

0

125.5988

128.0461

125.5988

128.0461

X Variable 1

-2

4.76E-05

-23.4885

4.1E-104

-0.00121

-0.00102

-0.00121

-0.00102

X Variable 2

0.047342

0.037308

1.268957

0.204654

-0.02584

0.120524

-0.02584

0.120524

X Variable 3

5.49532

2.927962

-1.87684

0.060734

-11.2387

0.248026

-11.2387

0.248026

X Variable 4

0.08324

0.0093

8.950317

1.02E-18

0.064997

0.101482

0.064997

0.101482

X Variable 5

-24.506

16.51903

-14.5593

5.21E-45

-272.909

-208.103

-272.909

-208.103

The value of r-squared has shown that the independent variables account for 74% of the variation in the dependent variable. The intercept is value of the dependent variable when value of all independent variables has been put to zero. The most potent independent variable is variable five, which has the highest value of the coefficient. The negative sign shows that the increase in variable 5 will increase the dependent variable and vice versa ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"XlvKA368","properties":{"formattedCitation":"(Nickerson, 2000)","plainCitation":"(Nickerson, 2000)","noteIndex":0},"citationItems":[{"id":368,"uris":["http://zotero.org/users/local/qLzeF6Hj/items/5N476BRF"],"uri":["http://zotero.org/users/local/qLzeF6Hj/items/5N476BRF"],"itemData":{"id":368,"type":"article-journal","container-title":"Psychological methods","issue":"2","page":"241","title":"Null hypothesis significance testing: a review of an old and continuing controversy.","volume":"5","author":[{"family":"Nickerson","given":"Raymond S."}],"issued":{"date-parts":[["2000"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Nickerson, 2000). The variables that have p-values less than 0.05 will reject the null hypothesis, whereas other variables will have their null hypothesis accepted.

Simple Regression: Hypothesis Testing

Restate the hypotheses:

Ho2: β1 = 0

Ha2: β1 ≠ 0

Enter data output results from Excel Toolpak here.

SUMMARY OUTPUT

Regression Statistics

Multiple R

0.939559

R Square

0.882772

Adjusted R Square

0.882241

Standard Error

161.303

Observations

223

ANOVA

df

SS

MS

F

Significance F

Regression

1

43300521

43300521

1664.211

7.7E-105

Residual

221

5750122

26018.65

Total

222

49050644

Coefficients

Standard Error

t Stat

P-value

Lower 95%

Upper 95%

Lower 95.0%

Upper 95.0%

Intercept

1753.602

30.36296

57.75465

2.6E-135

1693.764

1813.44

1693.764

1813.44

X Variable 1

-6.15739

0.150936

-40.7947

7.7E-105

-6.45485

-5.85994

-6.45485

-5.85994

The above table shows that the p-value is less than the significance level of 0.05, which will result in the rejection of the null hypothesis that the coefficients are equal to zero. The ANOVA table also supports this conclusion because the significance level is less than 0.05. The intercept shows the value of the dependent variable when the independent variable is put equal to zero. The value of the coefficient for variable 1 shows that a unit change in this variable will bring a change of 6.15 units in the dependent variable.

Multiple Regression: Hypothesis Testing

Restate the hypotheses:

Ha3: There is no significant impact of any independent variable on the dependent variable.

Ha3: There is a significant impact of independent variables on the dependent variable.

Enter data output results from Excel Toolpak here.

SUMMARY OUTPUT

Regression Statistics

Multiple R

0.601842

R Square

0.362214

Adjusted R Square

0.360083

Standard Error

5.518566

Observations

1503

ANOVA

df

SS

MS

F

Significance F

Regression

5

25891.89

5178.378

170.0361

2.1E-143

Residual

1497

45590.49

30.45457

Total

1502

71482.38

Coefficients

Standard Error

t Stat

P-value

Lower 95%

Upper 95%

Lower 95.0%

Upper 95.0%

Intercept

126.8225

0.62382

203.2997

0

125.5988

128.0461

125.5988

128.0461

X Variable 1

-0.00112

4.76E-05

-23.4885

4.1E-104

-0.00121

-0.00102

-0.00121

-0.00102

X Variable 2

0.047342

0.037308

1.268957

0.204654

-0.02584

0.120524

-0.02584

0.120524

X Variable 3

-5.49532

2.927962

-1.87684

0.060734

-11.2387

0.248026

-11.2387

0.248026

X Variable 4

0.08324

0.0093

8.950317

1.02E-18

0.064997

0.101482

0.064997

0.101482

X Variable 5

-240.506

16.51903

-14.5593

5.21E-45

-272.909

-208.103

-272.909

-208.103

The above tables show the output for multiple regression analysis. Some variables have a significant relationship with the dependent variable, whereas some variables have an insignificant contact. The variables 2 and 3 have inappropriate relationships with the dependent variable, and other variables have a significant relationship with it. Thus, we can reject the null hypothesis because it stated that no independent variable would have a substantial connection with the dependent variable.

Independent Samples t-Test: Hypothesis Testing

Ho4: There is no significant difference in mean values for the DV between Group A (Prior Training Scores) and Group B (Revised Training Scores).

Ha4: There is a statistically significant difference in mean values for the DV between Group A (Prior Training Scores) and Group B (Revised Training Scores).

t-Test: Two-Sample Assuming Unequal Variances

Group A Prior Training Scores

Group B Revised Training Scores

Mean

69.79032258

84.77419355

Variance

122.004495

26.96456901

Observations

62

62

Hypothesized Mean Difference

0

df

87

t Stat

-9.666557191

P(T<=t) one-tail

9.69914E-16

t Critical one-tail

1.662557349

P(T<=t) two-tail

1.93983E-15

t Critical two-tail

1.987608282

The central aim of conducting independent samples t-test is to successfully compare the means of two separate groups to statistically determine whether the population means of two groups are significantly different or not. The means values for both the groups are mixed as this value (69.790) for group A is less than the mean value of group B (84.7741). The results for this test provide information to establish the existing difference between two independent groups of prior training scores and revised training scores for the 62 observations. The alpha value for this test will be set as 0.05 that is established as a benchmark to determine the significance of p-value. The outcomes of the study show that the mean value for Group A is lower as compared to Group B.

Moreover, the results for the p-value, the two tail, helps identify the overall significance of the hypothesis development. The outcome for the indicator of p-value shows that the p-value (1.939) is more significant than the alpha value (.05). The null hypothesis is accepted, which means that there is no statistically significant difference in the mean values of the DV between Group A and Group B.

Dependent Samples (Paired Samples) t-Test: Hypothesis Testing

Ho5: The actual mean difference between the paired samples of (Pre-Exposure) and (Post-Exposure) is equal to zero.

Ha5: The true mean difference between the paired samples of (Pre-Exposure) and (Post-Exposure) is not equal to zero.

t-Test: Paired Two Sample for Means

Pre-Exposure μg/dL

Post-Exposure μg/dL

Mean

32.85714

33.28571429

Variance

150.4583

155.5

Observations

49

49

Pearson Correlation

0.992236

Hypothesized Mean Difference

0

df

48

t Stat

-1.9298

P(T<=t) one-tail

0.029776

t Critical one-tail

1.677224

P(T<=t) two-tail

0.059553

t Critical two-tail

2.010635

The results for this study are helpful in better determine the mean difference of paired samples for the selected groups. The results based on consideration of 49 observations for the paired samples of Pre-Exposure and Post-Exposure. The results for this analysis are impressive, the p-value for two tail domain is equal to the level of significance (0.05), which means that result helps the researcher to accept the null hypothesis of this study, that the true mean value between paired samples is equaled to the value of zero.

ANOVA: Hypothesis Testing

Ho6: Mean value for all the four groups (Air, Soil, Water, and Training) is the same

Ha6: Mean value for all the four groups (Air, Soil, Water, and Training) is not the same

ANOVA: Single Factor

SUMMARY

Groups

Count

Sum

Average

Variance

A = Air

20

178

8.9

9.357895

B = Soil

20

182

9.1

3.042105

C = Water

20

140

7

6.631579

D = Training

20

108

5.4

1.410526

ANOVA

Source of Variation

SS

df

MS

F

P-value

F crit

Between Groups

182.8

3

60.93333

11.9231

1.76E-06

2.724944

Within Groups

388.4

76

5.110526

Total

571.2

79

The results of the ANOVA test explicitly show that the p-value (1.76) for this analysis is more significant than the level of significance (0.05). This form of consideration helped to determine that the null hypothesis for this analysis is accepted. Statistical relationship in a sample can be interpreted in either of these two ways; One might have occurred by chance, or it might reflect a relationship in the population. In other words, it is established that the mean value for the groups is the same.

Findings

This section is the most crucial part of the entire research project because it helps to examine the relationship between the dependent and independent variables with the help of statistical analysis. The results of the study can be assistive for the researcher to determine the importance of research objectives in the context of the research aim. The findings in the form of statistical results help to examine the suitability of research objectives and research questions according to the requirements of the main research issue. The findings of this project are discussed in the case of each crafted research objective separately to examine the accuracy and validity of statistical outcomes under the domain of hypothesis testing analysis.

RO1: To determine the association between a Particulate Matter (PM) size and overall employee health. 

The results of statistical testing analysis help to establish the existing relationship between variables of particulate matter (PM) size and the overall health of the employees. The outcomes of the study indicate a strong and significant association between the two major factors related to the Sun Coast remediation project. The PM size is closely linked with the health domain of employees working in the organization. In other words, the small size of a particular matter (PM) ultimately negatively influences the health of the employees.

RO2: To examine the effectiveness of training in case of reducing lost-time hours, and, if this is true, how to anticipate lost-time hours from the approach of the training cost. 

The process of hypothesis testing analysis is used by the researcher to evaluate the effectiveness of training concerning the factor of reducing lost-time hours. The results in the form of statistical analysis help to examine the influence of training, specifically in the context of the training costs. It is noteworthy to established that the facet of training cost is mainly related to the factor lost-time hours. It is observed that there is a negative association exists when it comes to safety training cost and the lost hours.

RO3: To analyze if the perspective of data collected could be considered to predict the decibel (dB) levels of conditions before enlisting employees on site. 

The focal point of this research objective is to examine the domain of data collected in the scenario of decibel (dB) levels of conditions. This form of consideration is vital when it comes to exploring working conditions for the employees working on site. The results of this research project explicitly show the variability level in the case of decibel (dB) referring to working conditions. The inconsistency of decibel (dB) mainly appeared in the forms of velocity, frequency, and the displacement level of the employees working on site.

RO4: To observe that if the new training program is more beneficial as compare to the previous training program. 

The effectiveness of the new training program in the context of the organization of the Sun Coast is observed by examining the suitability of this research objective. The primary aim of this research objective is to critically compare the effectiveness of former and new training programs for the workers. The results relevant to this research objective and hypothesis clearly indicate that the revised training program in the case of Sun Coast is considerably strong. It is observed that upgraded safety measures positively meet the revised standards of safety training programs for the workers.

RO5: To critically investigate if blood levels have increased.

The aim of developing this research objective is to examine the increasing domain of blood levels in the context of Sun Coast Remediation. It is established that the blood level is slightly increasing, referring to the current organizational perspective. This form of statistical results shows that the company should follow the current domain of the blood levels exposures, referring to the overall health domain.

RO6: To assess if any form of differences prevails on return-of-investment in case of all lines of service. 

The focus of the last research objective for this exploratory research work is to evaluate the existence of any difference referring to the factor of return-of-investment. This specific approach is linked to all lines of service. The results of the study indicate that there was a significant statistical difference in the case of different levels of service.

Recommendations

The results of the study further help to enhance the overall performance level of the organization in the future. The results of the study provide significant directions that require further attention and rapid improvement. Careful consideration of the research issue also guides the researcher to offer some suitable recommendations according to the need of the Sun Coast Remediation Project.

The organization of the Sun Coast should focus on various practical measures to provide a better and safe working environment for all the workers. The safety of the workers should be a priority factor for the management to reduce the risk of health concerns.

The development of a proper training program is also an essential condition to meet a changing perspective of organizational performance. Offering regular training programs can be helpful for the workers to understand the nature of their work and perform accordingly successfully.

Active observation and assessment of the different organizational issues are necessary to condition for the management. This perspective is vital to offer better solutions according to the need of time.

A large portion of the company’s investment should be delivered to ensure better health and safety measures for the employees working for the company.

References

Banerjee, A., Chitnis, U. B., Jadhav, S. L., Bhawalkar, J. S., & Chaudhury, S. (2009). Hypothesis testing, type I and type II errors. Industrial Psychiatry Journal, 18(2), 127.

Farrugia, P., Petrisor, B. A., Farrokhyar, F., & Bhandari, M. (2010). Research questions, hypotheses, and objectives. Canadian Journal of Surgery, 53(4), 278.

Nardi, P. M. (2018). Doing survey research: A guide to quantitative methods. Routledge.

Ngulube, P. (2019). Handbook of Research on Connecting Research Methods for Information Science Research. Retrieved from https://books.google.com/books?id=RsO4DwAAQBAJ

Nickerson, R. S. (2000). Null hypothesis significance testing: A review of an old and continuing controversy. Psychological Methods, 5(2), 241.

Zou, K. H., Tuncali, K., & Silverman, S. G. (2003). Correlation and simple linear regression. Radiology, 227(3), 617-628.