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代写演讲稿ppt:敌对工作环境的案例分析

敌对工作环境可以定义为由于另一名员工或一组员工的行为而为在办公室工作的人员创造的环境(Keashly et al . 2011)。在这种情况下,员工的生产力受到了阻碍。在某些情况下,甚至管理层也会对任何特定的员工或一组员工进行报复。要定义敌对的工作环境,有很多自相矛盾的定义。这使得我们很难理解敌意工作环境的全部含义,并将其应用到现实生活中。雇主必须解决这些问题并进行补救。无法处理该案件将导致后续的诉讼和诉讼(Gilani, Cavico, and Mujtaba, 2014)。

在案例研究中,女性向老板抱怨工作环境不友好。老板没有处理这类问题的实际经验,所以有人要求为这个问题找到可能的解决方案。在女性提出申诉之后,发生了一系列事件,使得最高管理层认为,职场几乎没有什么多样性。他们希望为处理这些问题找到补救措施和解决办法。本分析的目的是破解这些问题的可行解决方案,

在Shank v. CRST的案例中,它成为了他/她所说的一个受欢迎的案例;这给管理层带来了道德困境。在这种情况下,一方就骚扰另一方提出控诉。在对案件事实进行分析时,公司不知道该站在哪一边(Cox, Goette, and Young, 2015)。在这种情况下,该公司没有采取任何行动。这种不作为给公司带来了更多的问题。他们没有制定道德行为准则和反骚扰政策。这对公司造成了相当大的损害。

该公司的不作为构成了一系列问题,如在简斯维尔,威斯康辛州的Hufcor Inc.,凯蒂Degenhardt。该公司经常就不当行为对机器操作员提起投诉。该公司没有采取任何行动,并被发现赔偿凯蒂12万美元。在这种情况下,不作为构成了在工作场所促进对妇女的骚扰(Cox, Goette, and Young, 2015)。

在凯鹏华盈(Kleiner Perkins Caufield & Byers)的案例中,鲍康如对CEO进行了投诉,据估计硅谷60%的女性在工作中受到骚扰(Dishman, 2016)。有必要解决这种情况。

通过解决这个问题,公司可以避免诉讼,树立品牌形象。

下文详细阐述了制定综合职工政策的标准。对于充满敌意的工作环境,有人建议公司应该研究其他可行的解决争端的方法。最可能的争端解决形式是仲裁,Ombud仅举几个例子(Branch, Ramsay, and Barker, 2013)。

争端解决的第一阶段是各方为解决冲突而进行的讨论。在这个阶段,第三方鼓励解决员工之间的冲突。这是一种没有约束力的仲裁形式。第三方将解释案件的不同方面,并为受害各方提供解决办法或补救办法。

代写演讲稿ppt :敌对工作环境的案例分析

Hostile work environment can be defined as an environment that has been created for a personnel working in the office owing to the acts of another employee or group of employees (Keashly et al 2011). In this, the productivity of the employees is impeded. In some cases, even the management acts as retaliation to any particular employee or a group of employees. To define hostile work environment, there are multitude of paradoxical definitions. This makes it difficult to construe the complete meaning of a hostile work environment and apply it in real life. It is imperative for the employer to address these issues and make remediation. Failure to handle the case will lead to subsequent litigation and lawsuit (Gilani, Cavico, and Mujtaba, 2014).
In the case study example, the women have approached the boss complaining of a hostile work environment. The Boss has no real experience of dealing with such issues, so there was a request made to find probable solutions for this issue. Subsequent to the complaint lodged by women, there has been a series of events that have made the top management decide that there is very little diversity in the workplace. They want to find remedial measures and solutions for dealing with these issues. Purpose of this analysis is to decipher viable solutions for these issues,
In the case of Shank v. CRST, it became a popular case of he/she said; this had caused ethical dilemma for the management. In this case, one party filed a complaint against the other for harassment. The company did not understand whose side to take during analysis of the facts of the case (Cox, Goette, and Young, 2015). In this case, the company did not take any action. This inaction caused a lot more issues to the company. They did not develop an ethical code of conduct and anti harassment policy. This had caused considerable damage to the company.
Inaction of the company constitutes a number of issues like in the case of Janesville, Wisbased Hufcor Inc., Katy Degenhardt. It had regular filed complaints against a machine operator for inappropriate actions. The company did not take any action and was found $120000 in remediation towards Katy. In this case, inaction constitutes towards promotion of harassment towards women in workplace (Cox, Goette, and Young, 2015).
In the case of Kleiner Perkins Caufield & Byers, Pao made complaints against the CEO and it has been estimated that 60% of women in silicon-valley are subjected to harassment in the workplace (Dishman, 2016). There is a need to address this situation.
By addressing this issue, the company can escape lawsuits and develop brand image.
Standards to develop a comprehensive worker policy has been elucidated in detail in eth following. For the hostile work environment, it has been suggested that the company should look into viable alternative dispute resolution methods. Most probable forms of dispute resolution are arbitration, Ombud to name a few (Branch, Ramsay, and Barker, 2013).
First stage of dispute resolution is discussion between the parties to resolve the conflicts. In this stage, a third party encourages to resolve the conflict between the employees. This is a form of non-binding arbitration. Third party will explain about the differential aspects of the case and provide resolution or remediation for the parties who have been victimized.