The first step of the four-step process is understanding the situation. In order to start the process for the Topper Travel Agency case, we looked at the relevant facts. Some of the relevant facts that we found were that the Topper Travel Agency employees were being watched through electronic surveillance and monitoring. We also listed the key time constraints that the employees were limited to in day to day work including the time spent taking reservations for clients should only take 108 seconds, time spent in the bathroom should be three minutes, and the time spent for lunch should be no longer than forty-five minutes. Based on these time restrictions employers were able to notice when an employee was not meeting the goals, or living up …show more content…
The first step in the third step of the process is applying the concept of consequentialism. Consequentialism "focuses on the goals, ends, results, or consequences of an action that is being taken." To start off this section of the process we had to decide if the action in step two is done, meaning the implementation of the new monitoring system, who, if anyone, will be harmed? We decided that employees of the Topper travel agency, specifically the corporate travel agents, would be harmed with the potential of being fired for not complying with the company's new policies. Also, we decided that the customers of Topper Travel Agency would also be harmed if the system was implemented because they would not receive the same attention from the employee that they are used too because of the new time constraints associated with the new system. Some customers may feel that the new time requirements that the employee must follow may deter the type of service that is experienced. A customer may feel as though they are being rushed in their phone conversations with employees taking away from the personal interaction that may be expected. However, if the new system is not implemented the Topper Travel Agency, as a company, will be significantly harmed. The company would be harmed because without the monitoring system their productivity levels would decrease, leading to a decrease in profits. Also, the customers and or clients of the company would also be harmed if the system was not implemented. Some customers may appreciate the new time constraints that the employees have to meet while making reservations because their trips will be planned and booked in a quick time, saving them time and reducing their stress. So, without the implementation of the new system, the customers
Management keeps Ehrenreich and other employees under surveillance. They monitor the behaviors of the employees for any signs of theft, drug use, sluggishness, or anything that might be concerned worse. The managers and assistant managers are what some employees’ think are “class enemy”. Most of the management is former cooks or clerks that have crossed over to the other side. Ehrenreich views those former cooks that as “corporate as opposed to human”.
Happy Valley, Inc. violated the NLRA by imposing a broad attendance policy. Employees could misinterpret the policy as a tardy employee being sent home for the day, but not terminated. The policy was designed to punish employees and it placed constraints on concerted activity. Additionally, Happy Valley Inc., did not state what “just cause” was in instances of terminations. When Mr. Hackenberg was terminated, there was no due process. In addition, this new policy was only for employees that had been with the company for less than five years. The policy showed favoritism to the senior employees.
The law provides several rights and freedoms, but there are also limits to the rights provided to employees according to the law. Employee rights are limited to performance in the sense that, they should work to meet the employers targets irrespective of the rights granted to them by the law (John, 2015). Secondly, employee’s rights are limited to discipline. Hence, they should be always committed towards following work place rules and procedures including time adherence, respect of organizations property, and dressing properly at the place of work.
For many years, there has been an ongoing fight between employers and employees pertaining to employee rights. The main thing that they have fought about is computer and email monitoring.
Terms and Laws have gradually change overtime dealing with different situations and economic troubles in the world in general. So then dealing with these issues the workplace has become more complex with little or no rights to privacy. Privacy briefly explained is a person’s right to choose whether or not to withhold information they feel is dear to them. If this something will not hurt the business, or its party members then it should be kept private. All employees always should have rights to privacy in the workplace. Five main points dealing with privacy in public/private structured businesses are background checks, respect of off duty activities/leisure, drug testing, workplace search, and monitoring of workplace activity. Coming to a conclusion on privacy, are there any limits to which employers have limitations to intrusion, dominance on the employee’s behavior, and properties.
Bennett-Alexander, D.; Hartman, L (2012) Employment Law for Business 7th Edition. New York, NY. McGraw-Hill Companies Inc.
United States of America. National Employment Law Project. National Employment Law Project. N.p., Jan. 2011. Web. 18 May 2014.
Accor Hotels is a multinational hotel group which owns, operates and franchises over 3700 in 92 countries representing several different brand names. The brands they represent range from budget, economy to five star accommodation. This hotel group is classed as a large organisation, they call their Human Resource department Talent and Culture this department consists of managers and staff who 's main focus is the Human Resource Management roles and responsibility. The Human Resource role and responsibility within the Accor company is the human resource manager as it a large business, this department supports business and running of the business. The human resource manager is responsible for employee engagement, employee relations, recruitment and selection, health and safety and legislation.
Edition e-Resource]. Bennett-Alexander-Hartman: Employment Law for Business, Fourth Edition. Retrieved August 32, 2004, from University of Phoenix, Resource, MGT/434-Employment Law Web site: https://mycampus.phoenix.edu/secure/
There are few things that are impressive about Southwest Airlines first one is how they treat the employees. For Southwest Airlines employees are first and customers are second. If the employees are treated well that will bring in happy customers. Next is that Southwest is not only with their low prices but is able to create a competitive advantage by offering a fun and humorous experience when flying. Finally another impressive fact is when Herb Kelleher’s retire from CEO position yet remained a Southwest employee till July 2014. Even after the retirement he was still active with the Southwest Airlines that reflected his enthusiasm and dedication for the
24 Privacy Rights Clearinghouse (2002) Employee Monitoring: Is There Privacy in the Workplace? . (6/3/2004)
Sometimes there is no middle ground. Monitoring of employees at the workplace, either you side with the employees or you believe management owns the network and should call the shots. The purpose of this paper is to tackle whether monitoring an employee is an invasion of privacy. How new technology has made monitoring of employees by employers possible. The unfairness of computerized monitoring software used to watch employees. The employers desire to ensure that the times they are paying for to be spent in their service is indeed being spent that way. Why not to monitor employees, as well as tips on balancing privacy rights of employees at the job.
The privacy of all personnel information held within an employer’s database are protected and controlled by a number of federal statutes. The employee has the basic rights that protect each employee privacy so that their information is not shared without their prior knowledge or with any outside company. Moreover, employees may not like that their computer, email and/or internet use is monitored and stored with the company’s database, but the employer has the rights to know how its equipment
Transaction Cost or Agency theory is just one of many alternatives organizations have available as a way to control employees. The findings in this comparison of external and internal labor sources suggest that when a company is unsure of what their employee is doing, it is cheaper to use surveillance as a control tactic. If a company has general product that is not complicated, it may be more advantageous to outsource since control would not be as necessary. Many companies may use a combination of both internal and externalized labor, since risks may vary according to what is sold. If given the choice most of us would pick the internal labor side, because it is secure, dependable and predictable. Organizations must way the risks with control to decide the best way a job will get done with the minimal amount of employee control.
This paper will first look at the need for such measures and present the current standards employed at companies. Then we will present case studies on incidents that were high-profile examples of failure in this area. The paper will then come up a more effective implementation