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Essay / Research Paper Abstract
This 8-page paper covers a case study of FastServe and a layoff of three employees. The paper discusses the legal and ethical ramifications of each firing, and how they could have been handled differently. Bibliography lists 4 sources.
Page Count:
8 pages (~225 words per page)
File: D0_MThreeoc.rtf
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Unformatted sample text from the term paper:
branded sports apparel. The student, in this role, has been asked to prepare a recommendation regarding which three out of five employees should be terminated. Carl Haimes is having trouble
with another employee who is making offensive remarks about him and his sexual orientation. Though Haimnes skills are out of date, his performance is good, meaning he could be re-hired
as a consultant. But there is some concern over harassment and discrimination in this regard. Brian Carter is a brilliant employee, but
has been complaining about pains in his right wrist and has called in sick frequently (due to Carpal Tunnel Syndrome), annoying his supervisor (because of the way in which its
delivered. Sarah Boyd, in the meantime, is a 53-year-old widow and a long-time FastServe employee whose skills are outdated as well.
The above three were terminated, and in this paper, well discuss why this happened. What criteria did you employ to decide which employees
to retain and which to terminate? Throughout the case study, it appears as though the main reason for termination and retention involved
skill sets. The problem with this, however, is Brian Carters case. The main is clearly ailing, but he has the skills to do the job. If not careful, FastServe could
fall victim to the American with Disabilities Act and wind up paying court costs and awards to Carter, who could legitimately sue for dismissal.
Some experts point out that some objective criteria to consider when it comes to layoffs include seniority, function elimination, bargaining vs. non-bargaining employees (employees belonging to unions are
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