Workplace Discrimination At The Eden Prairie, Minnesota...

Workplace discrimination takes place when an employee is hostilely discriminated against for one or more reasons, including gender, religion, age, sexual orientation, ethnicity or race. Per the Equal Employment Opportunity Commission, racial discrimination comprises of treating a job candidate or employee negatively because they are of a certain ethnicity or because of particular features linked with their race, such as hair texture, facial features or skin color. While the law forbids workplace harassment and discrimination in all facets of employment, from hiring and training to raises and layoffs, the EEOC still reports thousands of claims a year. One such claim was filed by the EEOC in the U.S. District Court of Minnesota against Alliant Techsystems (ATK), on behalf of Tyeastia Green. EEOC v. Alliant Systems In 2012 Tyeastia Green applied for a job at the Eden Prairie, Minnesota site of Alliant Techsystems. An IT professional, Tyeastia hoped to provide technical support for executives of the aerospace and defense manufacturing corporation. Tyeastia was initially told from an ATK recruiter that she had been chosen for the position, only to find out that she had been rejected after her offer was withdrawn and given to a Caucasian man. Fearing that she had become the victim of racial discrimination, Tyeastia Green contacted the Equal Employment Opportunity Commission, who are in control of imposing federal laws barring employment discrimination. The EEOC agreed with Ms.

SAT by Danielle Ofri - 1541 Words

In a life of poverty, illnesses surround its inhabitant. From poor nutrition to unfit living conditions come afflictions that range from a cough to polio. And as a society we preoccupy ourselves with the short comings of poverty. Creating a revolving door at hospitals treating the poor for their present illnesses, but paying no mind in preventing them for the future. In SAT, Ofri describes her experience as a doctor treating an impoverished unambitious young man, Nemesio Rios. Instead of just following up on Rios routine check up, Ofri decides to prepare Rios for the SAT so that he could have a chance to go to college. For educational preparation is the preventative medicine for ones future well being because improving ones economical†¦show more content†¦It was the corpse of a child who had been shot in the chest. At first thought she wanted to wake him up tell him to get up off the cutting table and leave. But, then as Ofri gazed at the bullet hole in the childs chest, Ofr i was left wishing that time could be have been reversed, so that child could have moved six inches to the right, so he could escape the bullet the stole his life. That sight and feeling of the young boy on the cutting table are what compelled Ofri to help Rios. Ofri viewed Rios the same way she viewed the boy on the table. However, in this new case Ofri could give Rios the six inches he needed. As Ofri viewed it, taking the SAT s was the best thing she could recommend for Rios long term health. Which, Rios gladly accepted after Ofri quelled Rios negative thoughts, by telling him that there was no history portion in the SAT s. Under the condition that Rios bring an SAT prep book for the next three appointments Ofri helped Rios prepare for the SAT s. After those three meetings it was all left up to Rios. Ofri lost touch with Rios. Despite Ofris desire to know the out come of Rios efforts in the Sat, she never got to know. Although Ofri did find satisfaction in helping Rios, if only a little, as well as expanding her own knowledge. In the less then perfect ending Ofri learned the new meaning of preemptive medicine. She learned more of an inadequate system that is not able to help everyone with what

International Law Equidistance Approach

Questions: 1. Defining the Issues (An analysis of what is to be discussed in the negotiation.2. Assembling the Issues and Defining the Bargaining Mixa. Determine which issues are most important and which are less important.b. Determine whether the issues are linked together or separate.c. Defining Interests.d. Knowing Limits and Alternatives. (Our Resistance Point and Our Alternatives.)e. Setting Targets and Openings. Answers: Issue: The issue for Slovenia with respect to the border dispute is about the control over the Piran Bay, the application of special circumstances rule, instead of the equidistance approach is also one of the points to be negotiated. Other territorial border disputes with Croatia are also an issue. The issues for this negotiation specifically include the power to use significant maritime areas and Slovenias link to High Sea (Dixon, 2013). Assembling the issues and defining the bargaining mix. The main issue of the negotiation is if a maritime border is created using the Equidistance approach, than the territories of Slovenia will be caught in the middle of the territories of Croatia and Italy, in addition Croatia will get a direct border with Italy. The negotiation in this case is over the territorial and maritime border of Slovenia and Croatia, the dispute over which has emerged since the countries claimed independence. The bargaining, over who is entitled to what with respect to both territorial and maritime borders is the main cause of the negotiation along which how the results are to be achieved (Kaczorowska, 2015). Among the few issues, which have been identified as the part of the negotiation, few issues are very significant and others are less important. The land borders of Croatia and Slovenia are not largely disputed expect for a very few exceptions, this is because the land borders have been well defined in the old registry books. As the books were old, natural conditions have changed for example the courses of rivers, which acted as borders between the territories of the two countries, giving rise to land territory dispute. The most significant issue, which would be up for negotiation, is with respect to the maritime borders in the piran bay. The borders with respect to sea were never determined between the republics in Yugoslavia. The only border, which existed with respect to the Trieste bay, was the border between Italy and former Yugoslavia according to the terms of the Osimo agreement. The dispute over the borders in the piran bay is causing regular disputes and tensions between Slovenia and Croatia. The two countries came closest to an agreement in the year 2001 but it was rejected by Slovenia and this dispute is the most significant issue for the purpose of the negotiation. Both Croatia and Slovenia declared independence in the year 1991, because of the dissolution of Yugoslavia. After both the countries got an independent status, the land boundaries between the regions came to be known as international borders with respect to the principle of international borders until possidetis iuris. However, the countries were not able to establish clearly identified distinction between their maritime boundaries and there have been a dispute over it ever since (Benvenisti, 2012). All the issues, which are to be negotiated for the agreement, are connected to each other. The main issue of the negotiation is the disputes, which the countries have been involved in with respect to the international boundaries. Although the dispute about the land boundary is not so significant as compared to the dispute related to the maritime boundaries of the piran bay, both the issues are related to each other as they arise out of the same source. The border arbitration is of a crucial significance to Slovenia. The most vital interest of Slovenia with respect to this negotiation is the junction to the high sea. Slovenia is well prepared for the argument and has nothing to hide. The dispute between the two countries has caused much tension during the past few years, and Slovenia is keep to solve it finally. There is a dispute between the two countries over 470 km of shared sea territory, which is particular deterring the rights of Slovenia. In addition if the piran bay is divided according to the equitable principles Slovenias territories will be caught in the middle of the territories of Italy and Croatia (Tanaka Yoshifumi, 2015). Slovenia has claimed full control over the piran bay but a negotiation cannot be made if the parties do not have alternatives. However, Slovenia has to set limits below which they will not go with respect to their claim for the negotiation. Slovenia will not accept the divisions of the piran bay and be locked out between the territories of Italy and Croatia (Rothwell Stephens, 2016). However, Slovenia might consider the offer of a link to high sea as it is of vital significance to them. Slovenia should be prepared with adequate arguments and alternatives before the start of the negotiation. Their target should be fixed of gaining control over the Piron bay and this should be their first offer in the negotiation. The agreement will be managed according to the principles of international law. Slovenia with respect to the negotiation has demanded that the equitable principles of international law hold not be considered in this case whereas they have stressed on the rule of special circumstances to be considered by the five members arbitration team. According to the United Nations convention on the law of the sea Article 15 no state are allowed to extend their maritime boundaries beyond the median without an agreement when the boundaries of the states are adjacent to each other (Brownlie Crawford, 2012). These provisions are not applicable by virtue of historic title and special circumstances. While Slovenia stressed on the second part of the provisions, Croatia has made a claim according to the first part. Croatia opted out of the arbitration agreement stating that Slovenia breached the rule of arbitration in 2015, the arbitrations should be legally binding on both the countries and it should be challenged in the international court of justice if not agreed upon (Sands Peel, 2012). The common practice in international law is that the parties to a dispute do not opt of agreements and treaties they have signed without significant reason. It is decided that a party is cheating if the party does not comply with the provisions they previously agreed to by citing lame reasons as excuse for such disagreement (Klabbers, 2015). The basic common principles in the international law, is that peace between the nations should not be disturbed and measures are to be taken to ensure that peace is maintained globally. The common principles of international law provided that culture which are continuing since a long time should not be changed unless it is compulsory (Werle Jessberger, 2014). The issue with respect to Croatia in this negotiation is also to determine the course of the sea borders in relation to the piran bay. Croatia has claimed according to the equitable principles of article 15 of the United Nations convention on law of the sea. The connected issue with respect to the Draganja river area is also a part of the negotiation on the Croatian side. The issue on the Croatian side of the negotiation is also to address the trans-border Corporation and commerce between the two countries (Bassiouni, 2014). Croatia demands a boundary to be drawn in the middle of the piran bay according to the principles of the Article 15 of the UNCLOS which tales about the principles of equidistance. Croatia does not want to give control over the piran bay to Slovenia as demanded by them, as it will be against their interest (Ryngaert, 2015). Croatia cannot ream fixed on their targets if they want to successfully go through with the negotiation. However, Croatia would not go below their limitations for the purpose of this negotiation. Croatia will not agree in any case to the proposed full control of Slovenia over the piran bay. The alternatives, which Croatia can consider with respect to this negotiation, would be to allow Slovenia a link to the high sea at the most. The main target of Croatia with respect to this negotiation would be to ensure that the equidistance principle provided in the article 15 of UNCLOS would be complied by the arbitrators. Another main objective of Croatia with respect to this case would be to ensure that trans-border business activities are commenced between the two countries for the benefits of the public (Rothwell Stephens, 2016). Croatia does not have a very good reputation when it comes to arbitration agreements. Croatia left the arbitration scheduled to solve the present issue related to the border disputes in the middle in 2015 stating that Slovenia has breached the terms of the arbitration without providing strong evidence. It is not sure whether they would abide by the decision of the arbitrator if it were ruled against their interest. The government of Croatia has the authority to make this agreement only if it gets 2/3 support is proved to the agreement in the parliament. The opposition is Croatia is supportive of such agreement unlike Slovenia. Croatia is likely to stress on legal principles for the purpose of the negotiation, as they are inclined towards its interest. It is also to be noted that Croatia might not accept the ruling of the arbitrator if it is not in their favor and again opt out of the arbitration stating lame evidence. References: Bassiouni, M. C. (2014).International extradition: United States law and practice. Oxford University Press. Benvenisti, E. (2012).The international law of occupation. Oxford University Press. Brownlie, I., Crawford, J. (2012).Brownlie's principles of public international law. Oxford University Press. Dixon, M. (2013).Textbook on international law. Oxford University Press. Kaczorowska-Ireland, A. (2015).Public international law. Routledge. Klabbers, J. (2015).An introduction to international organizations law. Cambridge University Press. Rothwell, D. R., Stephens, T. (2016).The international law of the sea. Bloomsbury Publishing. Rothwell, D. R., Stephens, T. (2016).The international law of the sea. Bloomsbury Publishing. Ryngaert, C. (2015).Jurisdiction in international law. OUP Oxford. Sands, P., Peel, J. (2012).Principles of international environmental law. Cambridge University Press. Tanaka, Yoshifumi.The international law of the sea. Cambridge University Press, 2015. Von Glahn, G., Taulbee, J. L. (2015).Law among nations: an introduction to public international law. Routledge. Werle, G., Jessberger, F. (2014).Principles of international criminal law. OUP Oxford.

Recognizing employee contributions

Due to challenges on both external and internal working environment, organizations are now left with no option but to adopt effective incentive programs for their employees in order to maintain or improve organization’s performance. This is mainly on the basis of employees’ efficiency and effectiveness at work.Advertising We will write a custom report sample on Recognizing employee contributions specifically for you for only $16.05 $11/page Learn More Relating payment to performance has been the dream of every employer though it is a very difficult endeavor. It is true that fair pay is a cornerstone of the agreement between every employer and employee during the time of employment. But one common assumption made is that additional payment can directly influence performance of a specific employee. Take an example of employees in admissions office in a university. Developing ways of motivating and recognizing employees’ contributions t o enroll students is not that easy. One way would be to involve employees in decision making process regarding their pay. Because they are aware of attitudes required of them to perform better, this would be an effective tool to empower them. Various methods can be used in determining incentive pay. In this case, there will be two ways of determining incentive pay in order to attain admissions objectives. Firstly, incentive will be paid based on employees’ performance in term of average time spent with every new student admitted. Time is critical during admission and therefore employees should take the least time possible with each new student admitted. This will ensure that students do not spend so much time in queues waiting to be served which usually leads to exhaustion and subsequent dissatisfaction. This means that the bigger the number of new students admitted, the higher the incentive and vice versa. Secondly, incentive pay will be determined by each employee’s capacity to communicate university’s values to students during their first day. This is tricky but very important method of determining incentive pay. Paying employees for performance using this method is difficult because it is hard to measure specific performance outcomes. The first method will be tailored towards individuals where each employee will be given incentive based on the number of new students admitted. However, in the second method, employees will be assigned to groups where they will be required to come up with the ways of communicating the core values of the institution during the time of admission. Creating an effective incentive pay program will involve a number of key steps. To start with, it is important to state again that an incentive pay is a reward to encourage employees to behave in a certain way. Then, questions should be asked about who must be a part of the program, what the objectives are, what the types of incentives are needed, whether any form of training is required to participants to understand the program better , and how and when the program should be implemented?Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The participants are employees in the admissions and the objective is to meet admission goals. Incentive will be given in a form of money and reward at the end of academic period and all employees will be trained on this in order to understand the program. It is important to remember that this program is needed so as to recognize employees’ contribution in admission of new students. They will be motivated by considering how good they perform in terms of quantity and quality of work done. Reduced time during admission, new students’ satisfaction, and employees’ motivation are some of the expected benefits of the program. It is rational to state that the success of this program will be determined by extensive involvement of the employees to develop it to a greater extent. Employees’ perspective will be considered with regard to what their interest is and what is likely to motivate them (pay, rewards, time-off). The program should be simple to understand and employees should be able to simply figure out what they have earned without much difficulty. Finally, the program will be communicated to the entire organization through a well-developed communication plan. The concept of a balanced scorecard is simple and can be executed in many different ways. It was designed and formalized in early 90’s with core objective of using balance parameters to measure the status of a business (Kaplan, 2008). It goes beyond looking at financial metrics to include other parameters in a balanced equation to evaluate how a business or an organization is doing. The original scorecard addressed four main areas: Financial: how financially successful is the business? Customer perspective : how can you win customer loyalty and retain it? Internal business environment: what is your success in executing core objectives of the company? Innovation perspective: what elements contribute to learning, innovation and improvement? Below is a balanced scorecard tailored to emphasize on shareholder value, employee value and customer value for the university. Three different measures are used as a perspective for each of the three values. Area Shareholder’s value Customer’s value Employee’s value Measure Increasing shareholder’s value Customer’s (student’s) satisfaction Employee’s satisfaction Variables Maximizing shareholder’s value Increasing loyalty, repeat Employee’s retention, Employee’s motivation Regarding the shareholder’s value the key objective of the university would be ensuring that shareholder value is maximized over a long period of time. Share value is determined through forecas ting free cash flow of the institution. Creating incentive package for the employee in the admission office of the university is not an easy task. It tags along with major difficulties. Before looking at the difficulties, it is important to illustrate reasons for giving incentive pay in order to face the challenges facing us head-on. Incentives are given to align pay to performance, to allow good performance to earn more and motivate poor performers.Advertising We will write a custom report sample on Recognizing employee contributions specifically for you for only $16.05 $11/page Learn More Incentive program can be a tool of communicating clearly various measures of success and to ensure that everyone in the institution understands them. There are two main challenges in designing the incentive pay in our scenario. To start with, it is very hard to measure employees’ output using the parameters stated. For instance, it will be challenging to quant ify how it is better to ensure that each employee is handling students and communicating the core values of the university during admission. Although a questionnaire will be provided to every student, rating using this method may not give accurate measure of employee performance. Secondly, employee may just do exactly what they are measured on. It is critical to remember that each employee has a baseline pay and incentives are paid when an employee performs above expectations. When parameters are well understood by everyone, they are likely to just meet what is required to earn incentive pay. This will hinder them from going a mile ahead to perform exceptionally. Incentive pay plan is made up of many different elements though cash reward is the one predominantly used by virtually every organization, especially in sales and marketing (Vinogradov Shadrina, 2013). There are other types of incentive that can inspire employees to go beyond expected call of duty. Let us focus on three ke y incentives that can be used to motivate employees in the admission office: Bonus pay: employees will earn bonus after analyzing how many students each one has admitted. Incentive will be based on a capacity to exceed a certain average. Vacation incentive: unscheduled time off duty for employees to relieve them off stress can be very motivating. Prizes: these can be offered to employees whose rates are highest in all parameters. Ethical issues Giving incentives can raise a red flag when they take place to motivate employees at work place. Mostly, incentives are reached at when a certain change is needed or to steer choices towards a required direction. Extensive use of incentive pay, as it is today, has raised very little or no ethical concerns hither to. This happens despite the fact that incentives can be manipulate employees to take a certain course of action and leave another. In this case, an employer can use incentives to influence or entice an employee to take one option a nd not a different ‘undesired’ choice. At the end of the day, both parties are going to gain and this is where the se of incentives raises ethical concerns. The course of action is not voluntary where both parties choose what to do. What if the employer uses incentives to force employees to engage in illegal activities without directly asking them to take that course of action? Incentives can also result in inappropriate use of institution funds because more money than it is allowed may be used to encourage effectiveness. On the other hand, guidelines regarding giving these incentives may be too general or too specific to be understood clearly by auditors. Summary In summary, it is fair to state that some of the influences and various approaches to compensation include the use of a balanced scorecard to examine the status of our institution. Among the issues related to developing and implementing employees’ benefit to revolve around challenges, there are such as linking performance to payment and ensuring that employees perform exceptionally.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More To elicit and motivate employees to perform better, there is a need to introduce other human resource management practices, including proper hiring criteria, employee training, job design, and team work (Ichniowski Shaw, 2003). References Ichniowski, C. Shaw, K. (2003). Beyond incentive pay: insiders’ estimates of the value of complementary human resource management practices. Journal of economic perspectives, 7 (1), 155-180. Kaplan, R.S. (2008). Conceptual foundations of the balanced scorecard, Handbooks of management accounting research, 3, 1253-1269. Vinogradov, D. Shadrina, E. (2013).Non-monetary incentives in online experiments  Economics Letters, 119(3), 306-310. This report on Recognizing employee contributions was written and submitted by user Emiliano Gould to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. 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