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Laws Affecting the Agency

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Laws Affecting the Agency
Assignment 3: Agency’s Law and Ethics of Hiring
a Diverse Workforce,
Object 1
Object 2
Object 3
Assignment 3: Agency’s Law and Ethics of Hiring a Diverse Workforce, Part
3

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Refer to the Scenario for Assignments 1, 2, 3, 4, and 5
Write a 4 page paper in which you:
1.Revise the previous assignment based on your professor’s feedback.
2.Analyze at least three (3) laws and court decisions that have implications to the
agency’s personnel management. (Title this section Laws Affecting the Agency)
3.Analyze at least five (5) of the major components of the agency’ s human resource
system’s goals and practices regarding the recruitment and hiring of a diversified
workforce, including race, ethnicity, gender, age, and sexual orientation. (Title this
section Personnel Recruitment and Hiring Practices)
4.Evaluate the agency’s approach to ethics and diversity training programs provided for
new and existing employees, highlighting the strengths and weaknesses. (Title this
section Ethics and Diversity Training)
5.Recommend at least two (2) actions the agency could take to improve in the areas of
recruiting and training a diversified workforce. (Title this section Recommendations for
Recruiting and Training a Diversified Workforce)
6.Provide at least four (4) relevant and credible outside sources that support the content
of this assignment. (Include no more than one non-government Website)
Your assignment must follow these formatting requirements:
Be typed, double spaced, using Times New Roman font (size 12), with one-inch
margins on all sides; citations and references must follow APA or school-specific format.
Check with your professor for any additional instructions.
Include a cover page containing the title of the assignment, the student’s name, the
professor’s name, the course title, and the date. The cover page and the reference page
are not included in the required assignment page length.
The specific course learning outcomes associated with this assignment are:
Recommend improvements to processes involved in public personnel management
and / or solutions to problems confronting those in the field.
Assess external organizational and employee conditions as well as their implications
to and impact on personnel management.
Analyze pertinent issues, such as motivation and productivity, collective bargaining,
labor relations, equal employment opportunity (EEO), affirmative action (AA),
intergovernmental relations, and / or professionalism, facing public personnel
managers.
Evaluate current and emerging issues and trends in public personnel management,
such as evaluation, public sector recruitment, staffing employment development
compensation, benefits, pensions, strategic planning, and / or succession planning.

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Laws Affecting the Agency
Nepotism
The NIH establishes supervisory, managerial relationships with its employees in full compliance with
nepotism restrictions to enhance fairness in employment practices and avoid improprieties or the
appearance of nepotism. In addition to employee-employer relationships, these management practices
extend to training opportunities and other relationships in which individuals are assigned to the NIH, but
are not Federal employees (e.g., Intramural Research Training Awards, Guest Workers, Visiting
Fellows). In addition, certain workplace relationships are not defined as nepotism, yet may present
potential conflicts of interest. Actions based on or taken because of those relationships should be
avoided even though the relationship, itself, is not subject to the nepotism restriction. Decisions or
actions that are based on or that imply favoritism due to personal relationships are inappropriate and
may warrant corrective/disciplinary action (NIH Policy Manual Website). Equal Employment Opportunity
Responsibility
Supervisors and managers further the goals of equal employment opportunity (EEO). •Take positive
steps to accomplish affirmative action objectives. •Practice nondiscrimination in employment with regard
to race, religion, color, sex, national origin, sexual orientation, parental status, lawful political affiliation,
marital status, union membership, and non-disqualifying physical or mental disability, and, •Initiate
nondiscriminatory practices and affirmative action within the following areas of responsibility: omerit
promotion of employees and recruitment and hiring of applicants; ofair treatment of all employees;
oencouragement and recognition of employee achievements;
ocareer development of employees; and
ofull use of their skills.
Supervisors and managers further demonstrate fairness in making selections; encourage and recognize
employee achievements; treat minority group employees fairly; and, are sensitive to the development
needs of all employees (i.e., minority groups, women and the disabled). They support and communicate
current EEO policies, plans, and programs to employees. They seek out and use available resources,
including appropriate human resource specialists, EEO specialists, and workforce development
resources in conducting these responsibilities. They are appraised on the effectiveness of their EEO
performance. Sexual Harassment
GAO found that: (1) 32 percent of NIH employees surveyed reported experiencing some form of sexual
harassment in the past year, but 96 percent of these employees opted not to file an equal employment
opportunity (EEO) complaint or take other personnel action; (2) NIH employees filed 32 informal and 20
formal sexual harassment complaints between October 1990 and May 1994, however no determinations
of sexual harassment were made in response to these complaints; (3) about 13 percent of NIH
employees believed they had experienced sex discrimination over the last 2 years, but 90 percent of
these employees chose not to file grievances or EEO complaints; (4) NIH employees filed 209 informal
and 111 formal sex discrimination complaints between October 1990 and May 1994, however no
determinations of sex discriminations were made in response to the formal complaints; and (5) although
NIH has recently acted to improve its EEO climate, more could be done in the areas of timeliness,
information, and training (U.S. Government Accountability Office Website). Personnel Recruitment and
Hiring Practices
Cultural diversity is a strength of the American work force. Due to the increasing cultural diversity in the
workplace, organizations find it in their best interest to move beyond affirmative action to effective
management to achieve higher employee retention and develops an employee cultural mix that better

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