Question 11a: Lawsuit Where A Former Employee Attempts To Es

Question 11a Lawsuit Where A Former Employee Attempts To Establish Th

A lawsuit where a former employee attempts to establish that there has been a violation of implied agreement or public policy is typically suing for: discrimination, principles of justice, wrongful discharge, or employee's privacy.

To make sure practices and policies match regarding pay, HR managers should compare: skill-based pay systems and pay differentials, pay ranges and pay grades, pay for executives and actual pay, or actual pay and pay structure.

Pay structure usually includes which of the following for each job or pay grade: skill-based pay systems, pay differentials, pay ranges, or pay grades.

An example of voluntary turnover is: an employee deciding to retire from the company, being terminated due to substance abuse, being laid off due to economic downturn, or transferring to another department.

The procedure that measures the relative worth of compensable factors is best described as: job structure, job evaluation, pay structure, or pay level.

Employees compare and evaluate pay fairness based on: what employees in other organizations earn for doing the same job, what they earn for working more hours, or what other employees in the same organization earn for working fewer or more hours.

Discrimination may be considered in scenarios such as: firing an employee for being absent on an important day when the policy states a warning is required, firing an employee for refusing to dump chemicals to avoid charges, firing an employee for reporting for jury duty, or firing two employees who committed theft, one with prior discipline and one without.

Cities combat the problem of minimum wages being lower than the poverty level by: passing laws that require a living wage, implementing the Fair Labor Standards Act, requiring full-time employees to work overtime, or through Equal Employment Opportunity measures.

The Workers' Adjustment Retraining and Notification Act (WARN) applies to: companies closing entire facilities with over 100 full-time employees, large corporations closing significant branches with multiple employees, or manufacturers closing sections with a certain number of employees, but not to very small businesses.

Pay structure is best described as: a system that helps establish relative pay between levels of responsibility and functionality, or as the average pay for a particular job, or as a combination of job structure and pay levels to motivate and retain employees.

Compare voluntary and involuntary turnover: voluntary turnover occurs when employees choose to leave, such as retiring or transferring, while involuntary turnover involves firing or layoffs. Both impact organizations differently; voluntary turnover might bring fresh perspectives but can cause loss of experience, whereas involuntary turnover can disrupt workflow but may be necessary for organizational change.

Evaluate the pay structure at your current or recent job: consider your knowledge of the pay system, fairness perceptions, and how the structure aligns with other jobs. Describe how companies design pay structures—using internal pay equity and market data—and how fairness perceptions are based on procedural justice (transparency, consistency) and distributive justice (equity, fairness of outcomes).

In the context of value chain analysis, the goal is to maximize value creation while minimizing costs by seamless interaction among all members. A value chain explores market opportunities, industry drivers, and resource requirements, leading to customer value expectations and strategic planning. Effective supply chain decisions depend on understanding customer behavior, product design, procurement, and inventory management, often involving outsourcing, to sustain competitive advantage and create customer value.

References:

- Bateman, T. S., & Snell, S. A. (2019). Management: Leading & collaborating in a competitive world (12th ed.). McGraw-Hill Education.

- Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2020). Fundamentals of human resource management (8th ed.). McGraw-Hill Education.

- Milkovich, G. T., Newman, J. M., & Gerhart, B. (2019). Compensation (12th ed.). McGraw-Hill Education.

- Dessler, G. (2020). Human resource management (16th ed.). Pearson.

- Walters, D., & Rainbird, H. (2007). Understanding the Value Chain. Routledge.

- Kaplan Library, University Resources. (2023). Company Profiles Database.

- U.S. Department of Labor. (2023). WARN Act overview.

- Fair Labor Standards Act (FLSA). (2022). U.S. Department of Labor.

- Hart, S., & Collins, C. (2021). Strategic supply chain management. Journal of Business & Logistics, 42(2), 154-170.

- Porter, M. E. (1985). Competitive advantage: Creating and sustaining superior performance. Free Press.