Human Rights Commission
Disputes in the workplace can sometimes result to lawsuits which are bad for the company. These lawsuits though, can be avoided if the disputes were at least tried to be settled by the management. Employees should always try to resolve a problem or dispute with their manager or employer first. This should be through the organisation’s own grievance procedure. If an employee wishes to use a grievance as the basis of a complaint to an employment tribunal they must first inform the employer of their grievance in writing (http://www.acas. org. uk/index. aspx? articleid=341. )
Once a dispute becomes to complicated to be managed, then that is when the lawsuits come in. As the company faces a number of lawsuits, its reputation is tarnished. It is oftentimes said that there is no bad publicity, but we must view these lawsuits as bad publicity, other than a liability. But still, we always have an opportunity to turn things around and make this bad publicity in favor of the company. When there is bad news, it is not always a smart move to go off the record.
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The lawsuits and the bad reputation that the company is facing reflect to the society that it has violated several provisions of the Equal Opportunities act. The best thing to do is to avoid them in the future. Equal opportunities means “the prevention, elimination or regulation of discrimination between persons on grounds of sex or marital status, on racial grounds, or on grounds of disability, age, sexual orientation, language or social origin, or of other personal attributes, including beliefs or opinions, such as religious beliefs or political opinions (http://europa. eu/scadplus/leg/en/cha/c10940.
htm). ” And according to the Equality and Human Rights Commission, its promotion falls under the responsibility of every member of the society. Businesses, employers, education centres, public authorities and service providers have specific responsibilities to their staff, customers and those under their care. Employers should not discriminate against any of their employees on grounds of their race, gender, disability, age, religion or belief, or sexual orientation when carrying out appraisals, assessing staff for promotion, or providing training and personal development.
(http://www. equalityhumanrights. com/en/forbusinessesandorganisation/pages/default. aspx). Equal Opportunities is made up of provisions and there are principles as well that falls under them. According to the Official Journal L 204 of 26. 07. 2006 as quoted from http://europa. eu/scadplus/leg/en/cha/c10940. htm, there are three general provisions of Equal Opportunities which in turn cover three principles: “Specific Provisions: • equal pay; • equal treatment in occupational social security schemes;
• equal treatment in access to employment, vocational training and promotion, and in working conditions. Principle of equal pay This Directive title is based on the main provisions of Directive 75/117/EEC , according to which: • equal or equivalent work must be paid the same; • a job classification system used for determining pay must be based on the same criteria for both men and women and drawn up so as to exclude any discrimination on grounds of sex. Principle of equal treatment in occupational social security schemes
This chapter of title II of the Directive is based on the main provisions of Directive 86/378/EEC , as amended by Directive 96/97/EC, and includes the recent case law of the Court of Justice. Apart from prohibiting all discrimination in this area, the Directive announces implementing rules and lists examples of discrimination. Principle of equal treatment for men and women as regards access to employment, vocational training and promotion and working conditions This chapter of the Directive corresponds to the main provisions of Directive 76/207/EEC , as amended by Directive 2002/73/EC.
It includes the provisions on the extent to which derogations from the principle of equal treatment are permitted in the case of a job that by its very nature requires a person of a specific sex. ” These Equal Opportunities provisions should be clearly laid out to the whole company, and everyone, including the management and all the staff. The managers and supervisors should forget about their “traditional” way because more often than not, this style results to negative things for the company.
The employees, in return, should perform their duties and responsilities diligently. Employer-employee relationship in Harwood Electronics should be reviewed and reassessed by the Board of Directors. As emulated by the pending lawsuits as well as the bad reputation of the company at this time, the company is facing a rather big challenge. With the disturbances in the workplace, the production is also fundamentally affected. When employees are not doing well, it will reflect in the overall performance of the company.
Harwood Electronics is continuously expanding, and together with this economic expansion is the growth of its responsibilities to everyone that makes it.
References: Cherrington, David J. (1995). The Management of Human Resources. Englewood Cliffs, NJ: Prentice-Hall. Mondy, R. Wayne, and Noe, Robert M. (1996). Human Resource Management. Upper Saddle River, NJ: Prentice-Hall. Nadler, Leonard, and Wiggs, Garland D. (1986). Managing Human Resource Development. San Francisco: Jossey-Bass. http://www.answers.com/topic/human-resource-management?cat=biz-fin