Title Page – Page 1
Executive Summary – Page 2
Two paragraphs that summarizes your paper for the reader.
Pages 3-5 (Maximum 3 pages of text)
Discrimination Law Potentially Violated – Title VII of the Civil Rights Act of 1964
HR Action – Racial Harassment is a very serious charge. I would listen to Adam and let him know this would be addressed in a very thorough manner. I would then begin an investigation …….
Discrimination Law Potentially Violated –
HR Action –
Critical Thinking Assignment # 1 – Week 2 (25 points)
Equal Opportunity: Major HR Laws Affecting Equal Opportunity
Directions: For this exercise you are acting as a Human Resource Professional. Applying your knowledge of current HR laws, the text, and other sources: (1) examine each of the following scenarios, (2) determine which law potentially is being violated and (3) describe what actions you would take as the HR manager.
NOTE: This assignment must include a cover page, opening abstract, a maximum of three pages of text and a reference page including text citations. The write-up for each of the five separate scenarios should be presented in a business format. Please edit and proofread the final paper you are presenting.
This assignment must have an APA format cover sheet and reference page along with in text citations. The only part of the paper which does NOT have to be APA format is your write up of answers. You can simply type Scenario 1: Scenario 2: etc.
Scenario 1: Adam, an African American employee in your retail operation, has filed a complaint with Human Resources indicating that several white coworkers, including two supervisors, are harassing him because of his race. He alleges that they call him racist names. He also indicates that his supervisor refuses to allow him to work overtime, preferring to give overtime opportunities to white employees.
Adam is a solid associate with no attendance issues, and he’s always very helpful to customers. After reviewing the overtime log, you discover that each of his coworkers has averaged five hours of overtime per week.
Scenario 2: you are the HR manager for a regional construction firm based in Atlanta, Georgia. In most cases, you create ads seeking temporary construction work in various cities where projects exist. However, occasionally site supervisors place their own ads in local papers. After three phone calls from women in Tampa, Florida, objecting to a recent ad placed in that city’s newspaper, you conduct an investigation. You discover the ad placed by the Tampa, Florida site supervisor reads, “Young men wanted for construction in the Tampa area.”
Scenario 3: On a weekly basis, you hold meetings with hiring managers to review recently submitted resumes and applications. These meetings determine which candidates to bring in for an interview. One hiring manager, after reviewing a resume you handed him says, “I’m not interested in this one.” You ask him why, and he explains, “He has some personal information on here, and he’s indicated he was born in Mexico.” You remind the hiring manager that the candidate has 10 years’ experience and an MBA from a top ranked school. So far, it is the best resume you’ve seen for this particular position. The hiring manager responds, “So? I don’t want to take a chance that the wetback is illegal in this country.”
Scenario 4: Tiffany, an associate on the production line for assembling mechanical pencils, is six months’ pregnant. You have discovered that her supervisor has required Tiffany to work light duty jobs in the production office, which means she is ineligible for the incentive program. This means a potential loss to Tiffany of approximately $60 per week extra in incentive pay. When you asked the supervisor about the situation, he replied, “Are you kidding? She is 6 months pregnant. She could get hurt or something might happen to her baby. As an Hr manager, aren’t you concerned about things like that?”
Scenario 5: You are the HR manager for a national consumer-goods manufacturer with four plants spread across the country and a corporate office in Cincinnati, Ohio. Each plant has a full-time cost analyst who keeps tabs on production expenses, efficiencies, and so on. The best cost analyst, Jennifer (38 years old), is located at the LA office facility. She has been extremely successful in reducing overhead costs and has started several initiatives that have gone company-wide in significantly reducing costs. An opening for cost manager, based in Cincinnati, has emerged, and the company is conducting a national search to fill this position, which will oversee all four cost analysts. Jennifer has asked to be considered. The VP of finance, to whom the cost manager position will report, does not wish to consider Jennifer. He points out that she has multiple sclerosis and, since she now has to use a walker or crutches to get around, her condition will only worsen. He feels that even though she is the most qualified candidate, he is uncertain how long she’ll be physically able of performing the essential functions of the job.