At Space and Communications we must re-dedicate ourselves to helping each other both personally and professionally. (Nelson 2002).
Layoffs of this magnitude are not uncommon in the aircraft industry when sales are slow. The initial phase was with 18,000 personnel sent to the unemployment office or early retirement from their aerospace divisions. It was only a matter of time before the layoffs would reach our facility due to the fact that we are a major supplier of military related hardware to the United States government. When the lay-off announcement reached out and touched us, it reduced our work force from 1800 to just under 300 total personnel. During the last phases of the initial lay-off process in our plant, there were a small group of technicians, engineers and managers who were informed that they would be reassigned to the manufacturing line as assemblers. This was done, they say, to save their jobs. This, however, would come at a great cost. On the average, these employees would have to take close to a 50 percent cut in salary if they decided to accept the new positions as assemblers. This was completely unacceptable due to various financial commitments such as mortgages, student loans and life expenses in general that most of them have incurred. Not one of them accepted the job extensions and as a result, opted for an accelerated lay-off. Needless to say, these employees were rather insulted by the offer.
What thought processes went into the decision to ask these people who were accustomed to an average salary of between 30 to 60 thousand dollars a year and expect them to survive on a mere 20 to 25 thousand year? This was a ludicrous assumption on Boeing's behalf. It was as if they knew that these employees would rather quit and find employment elsewhere rather than face inevitable bankruptcy. To describe this type of influence as being persuasive would be sadly understated.
Title I of the ADA requires an employer to provide reasonable accommodations to qualified individuals with disabilities who are employees or applicants for employment, except when such accommodation would cause an undue hardship. ...
Employee perceptions about the merger. 2. ... Keeping employees motivated in the face of change. 5. ... Coaching an employee to be successful often results in greater success for the organization despite the uncertainties the merger creates for employees. ... At this point, management makes a decision regarding process change or personnel reassignment. This sometimes includes reassignment of personnel up to and including termination. ...
It can significantly reduce productivity, increase employee absenteeism and turnover, and impair the health and well being of employees. ... The harasser could be a supervisor, co-worker, or a non-employee. ... Forced reassignment: sometimes a company responds to a complaint by transferring that employee elsewhere and leaving the harasser unpunished. ... The employee can file in person or mail. ... If the harasser confirms the complaint, then a range from a simple apology to counseling to voluntary reassignment or withdrawal will be taking. ...
• Limit, segregate, or classify employees or applicants for employment in any way which would deprive any individual of employment opportunities, or adversely affect their status because of race, color, religion, sex, or national origin. ... Although employers with less than 15 employees are not covered by this federal law, the companies may be covered by statues or local anti-discrimination statutes. ... Employees must keep numerous records pertaining to employment decisions. Each employer, employment agency, and labor organization must conspicuously post an EEO notice, in a place wh...
Also, having diversity in workplace may and often does cause conflict among employees. ... For example, education levels differ among various employees. ... When hiring, employees must always be on guard against national origin discrimination. ... It was also amended that in 1999 to protect workers undergoing gender reassignment from discrimination at work. ... An employee can seek pay and conditions that are equal of those of another employee of the opposite sex if they are doing to same work. ...
The main moral issue is whether an employer should be able to discriminate against its employees upon the basis of sexual identity or orientation. ... They were: her "underlying psychological problem" presented a safety hazard to crew and passengers, her medical certification was conditional after surgery, her sex reassignment surgery did not solve her underlying problem, her presence would counter the airline's claim that airline traffic is safe to the public, she was not the same person they hired and they would not have hired her in the first place if they had known what they do now, ...
This is a problem that affects both the employees and employers. ... The employer could be punished if a supervisor is involved in a form of sexual harassment that affects the employment of an employee even if the management knew nothing of its existence. ... Among the women that had been harassed, over 43% reported that the harassment was done by their supervisors. 27% reported the harassment was done by a senior employee and 19% harassed by co-workers. ... Sexual harassment claims may also subject victims to enforced reassignment, lack of promotions, or demotion in the workplace (National Wo...
In addition, the following list also falls under reasonable accommodations: restructuring jobs offering part-time or modified work schedules, reassignment to a vacant position purchasing of special equipment or job aids making appropriate adjustments or modifications to examinations and test, training materials, and policies providing a qualified reader or interpreter Other similar accommodations for individuals with disabilities may also be required. ... How the ADA determines if expense was an undue hardship is by evaluating the overall financial resources of the facility, number of em...
There will be formal meetings with management at the completion of every milestone and meetings with members of the work committee as needed for input and feedback Cost Plan SPC Budget & Cost Benefit Analysis INITIAL COSTS Three seats Infinity QS SPC $3,000.00 $9,000.00 Four SPC enabled measuring devices $1,500.00 $6,000.00 Industrial style PIII desktop $3,500.00 $3,500.00 ERP Programmer/Analyst ($150/hr) $200.00 $30,000.00 Employee Training ($17/hr) 6 hrs $5,100.00 Total $53,600.00 ...
