This paper will analyze the decisions and circumstances, which were made to reassign certain employees to new positions in the manufacturing line in lieu of being released from the company.
In the aftermath of September 11, 2001 and the horrific attacks that brought down the World Trade Center buildings, Boeing decided to take certain measures to ensure their financial stability and competitiveness in the aerospace and commercial airline sales market. The Boeing Company decided to reduce its overall workforce.
According to official reports released by Boeing, there were two major factors or forces of influence in which prompted Boeing to decide in reductions. One of the reasons was due to recent cutbacks by the United States Government in their Delta satellite launch program. The other was the sudden drop in the amount of air travel by people in general because of the September 11th tragedy. Many believed that perhaps this could be considered a move in self-preservation of the whole as opposed to the needs of the few. The problem now was to announce a lay-off plan to all personnel and a time frame in which to accomplish their goal of approximately 50,000 personnel released buy the end of 2004. What criteria will be used to determine which people will be asked to leave involuntarily would be the next order of business.
A little more than a week after four hijacked jetliners were crashed in New York, Washington, D.C. and Pennsylvania, the full impact of this national tragedy is being felt. The announcement of layoffs at Commercial Airplanes is a direct result of the events of last week. As many of you have learned from various news reports, the airline industry is facing a significant downturn and the announcement to reduce the workforce is in response to the projections of our customers. While the announced layoffs impact Commercial Airplanes, as one company we must step forward to support our co-workers.
Title I of the ADA requires an employer to provide reasonable accommodations to qualified individuals with disabilities who are employees or applicants for employment, except when such accommodation would cause an undue hardship. ...
Employee perceptions about the merger. 2. ... Keeping employees motivated in the face of change. 5. ... Coaching an employee to be successful often results in greater success for the organization despite the uncertainties the merger creates for employees. ... At this point, management makes a decision regarding process change or personnel reassignment. This sometimes includes reassignment of personnel up to and including termination. ...
It can significantly reduce productivity, increase employee absenteeism and turnover, and impair the health and well being of employees. ... The harasser could be a supervisor, co-worker, or a non-employee. ... Forced reassignment: sometimes a company responds to a complaint by transferring that employee elsewhere and leaving the harasser unpunished. ... The employee can file in person or mail. ... If the harasser confirms the complaint, then a range from a simple apology to counseling to voluntary reassignment or withdrawal will be taking. ...
• Limit, segregate, or classify employees or applicants for employment in any way which would deprive any individual of employment opportunities, or adversely affect their status because of race, color, religion, sex, or national origin. ... Although employers with less than 15 employees are not covered by this federal law, the companies may be covered by statues or local anti-discrimination statutes. ... Employees must keep numerous records pertaining to employment decisions. Each employer, employment agency, and labor organization must conspicuously post an EEO notice, in a place wh...
Also, having diversity in workplace may and often does cause conflict among employees. ... For example, education levels differ among various employees. ... When hiring, employees must always be on guard against national origin discrimination. ... It was also amended that in 1999 to protect workers undergoing gender reassignment from discrimination at work. ... An employee can seek pay and conditions that are equal of those of another employee of the opposite sex if they are doing to same work. ...
The main moral issue is whether an employer should be able to discriminate against its employees upon the basis of sexual identity or orientation. ... They were: her "underlying psychological problem" presented a safety hazard to crew and passengers, her medical certification was conditional after surgery, her sex reassignment surgery did not solve her underlying problem, her presence would counter the airline's claim that airline traffic is safe to the public, she was not the same person they hired and they would not have hired her in the first place if they had known what they do now, ...
This is a problem that affects both the employees and employers. ... The employer could be punished if a supervisor is involved in a form of sexual harassment that affects the employment of an employee even if the management knew nothing of its existence. ... Among the women that had been harassed, over 43% reported that the harassment was done by their supervisors. 27% reported the harassment was done by a senior employee and 19% harassed by co-workers. ... Sexual harassment claims may also subject victims to enforced reassignment, lack of promotions, or demotion in the workplace (National Wo...
In addition, the following list also falls under reasonable accommodations: restructuring jobs offering part-time or modified work schedules, reassignment to a vacant position purchasing of special equipment or job aids making appropriate adjustments or modifications to examinations and test, training materials, and policies providing a qualified reader or interpreter Other similar accommodations for individuals with disabilities may also be required. ... How the ADA determines if expense was an undue hardship is by evaluating the overall financial resources of the facility, number of em...
There will be formal meetings with management at the completion of every milestone and meetings with members of the work committee as needed for input and feedback Cost Plan SPC Budget & Cost Benefit Analysis INITIAL COSTS Three seats Infinity QS SPC $3,000.00 $9,000.00 Four SPC enabled measuring devices $1,500.00 $6,000.00 Industrial style PIII desktop $3,500.00 $3,500.00 ERP Programmer/Analyst ($150/hr) $200.00 $30,000.00 Employee Training ($17/hr) 6 hrs $5,100.00 Total $53,600.00 ...
