HRM 4
Privacy Rights (89% of americans were concerned with invasion of privacy in the workplace; employers say when personal affairs directly directly impact workplace productivity, safety,or morale; well then they have a right to be concerned )
(89% of americans were concerned with invasion of privacy in the workplace; employers say when personal affairs directly directly impact workplace productivity, safety,or morale; well then they have a right to be concerned ) Current privacy issues: -Drug Testing --estimated drug abuser employees cost US employers about 75 billion a year. They are also involved in 65% of all on-the-job accidents, file 6 times more worker comp claims, use 16 times as many health care benefits, are absent 3 time more often, make twice as many mistakes --In the public sector drug testing for employees in sensitive positions is permitted. Those with national security clearance, police officers, firefighters. The FAA requires drug testing for flight crew members, for air traffic controllers, for pilots --Legislation in the private sector is largely regulated by individual states. States are either anti-drug testing or pro-drug testing. Need to check with the state agency to check laws. --Relaxed organizations test for drugs in several different situations: pre-employment stage, employer has reasonable suspicion, after an accident occurred, and then some do random/unannounced drug test --Cocaine is in system about 72 hrs, weed is 3 weeks or more. You can test blood, hair(hair only grows about a 1/2 inch a month so a small sample can provide a very long record of drug use.) -Employee Searches & Surveillance --US chambers of Congress estimates theft to cost US businesses about 40 billion dollars a year. Estimates say that 1/3rd or 33% of workers steal from employers. 16,000 businesses fail each year bc of internal theft. Court says employees must comply with probable cause searches by employers and that and can be disciplined if they don't comply. (employees locker, their desk, their toolbox) --1. Search needs to be widely publicized and there is a compelling reason for the search. 2. where possible the search is to be conducted in a reasonable private manner. 3. Employer attempts to obtain the employees consent and specifies the penalty for refusal to the employee. -Access to Personnel Files --Normally kept in the HR office(some have it on a computer system through an HRIS: Human resource info system. have to log in and have clearance). All kind of info: from performance appraisal, disciplinary sanctions, to safety report. Info should be locked up and should be available to only those who have direct need for the info. Most employees are allowed to examine their file as long as in the presence of a HR rep. -E-Mail and Voice Mail --Is not exempt for privacy. Employers monitor email messages they send/receive. Normally have support from the court. If deleted most of the time employers have backup systems to retrieve something. Never use company email for personal business. Employer normally have to state rules and policy's and have an employee signature -Conduct Outside the Workplace --to punish employees for off-duty behaviors they have to establish a clear relationship between the misconduct and its negative impact on other employees or customers within the organization. ex. if someone gets a DUI: doenst really matter to a factory worker or a teacher but if a driver for UPS it will -Internet Searches --People kind of resent employers either current or potential employers using info on the internet when they're making any type of job related decision.
The Inspection
(slide in ppt) -Intial contact -- most small and medium companies wont have a OSHA Coordinator; so it falls on the HR manager --ask..... or if its just a random inspection -- if serious situation you may want to retain legal counsel (attorney focused on OSHA) -Opening conference --third is a biggie. they may not walk onto your floor if paperwork is complete and up-to-date -Walk-Around Inspection --If quickly correct any violation, relatively small you may not receive a citation for it. -DON'T make them mad - OSHA can get a court order to enter a facility and can get a court order to shut it down if something is serious enough
Record Keeping
- has ex. in ppt slides -a Major requirement. Must properly document all record-able injuries and illnesses. -What is a record-able injury or illness(look at chart ppt.) --if involves death or an illness --injuries of these criteria (have to look a little more closely if injury) ---require more medical treatment THAN first aid ---did they lose consciousness ---are they restricted from their work or motion (strains lower back and cant stand up straight) ---were they transferred to another job (all on chart)
Accidents Are Costly!
-About 5,000 employees die each year in work-related accidents in the US (13 people will die today due to work related in the US) -About 3.8 million occupational injuries and illness occur each year in the US -Injuries and illnesses cost US companies about $110 billion each year (use to be much worse. ex. in late 1960s 18,000 worker deaths reported per year) - to lower injuries, fatalities, and accidents in workplace congress passed Occupational Safety and Health Act in 1970 and also created Occupational Safety and Health Administration (OSHA) to execute and enforce the act
International HRM (SHRM Is Your Best Friend)
-Americas (Panama) -- -Asia Pacific (Indonesia) -- -Europe (Belgium) -- -Middle East/Africa (Saudi Arabia) --
What Causes Accidents?
-Chance occurrences --sometimes things just happen; you cant predict it. Some people tend to get hurt more than others. -Unsafe working conditions --Things we hopefully can do something about if we're diligent. Faulty scalpel or ladders, improperly guarded equipment (someones leg/arm getting caught in chain), frayed wiring or wiring on ground causing someone to trip, items not stored safely maybe falling down, improper lighting, ventilation issues. -- bring in a new set of eyes can help a lot. . -Unsafe acts by employees --want to try and avoid naturally, operating at a unsafe speed, tossing a box cutter with blade still out, driving off the loading dock, employees hat to wear safety glasses/shoes, --700,000 employees in US injure eyes at work; 90% can be avoided with safety glasses
International Values
-Ethnocentric =managers believe that the management style the knowledge and their managers in their own company are superior to anything a host country has to offer. Would use expatriates to fill opening in another country. -Polycentric =belief that only the host country managers can really understand the culture and the behavior of the local country. Use more host-country nationals. -Geocentric =look at it as the best person may be found in any country where we dont operate. Is a third-country nationals.
International Staffing
-Expatriates =Not a citizen of the country where the firms operations are located but is a citizen where the organization is headquartered. ex. hq in atl. build in mexico. you send worker to mexico to run it. (declining over the last decade.) --advantages= they know how things are done in your company, know the culture, probably greater experience and know-how in the company and the company can exert greater control over them. -Host-country nationals =Citizen of the country where the subsidiary is located. ex. hq in atl. build in mexico. you hire someone from mexico to run it. (fastest growing) --Advantages: cheaper bc the live there. Preference from host company to run it, they have knowledge of environment, culture, and the language. -Third-country nationals =Citizen of one country working in another country and employed by an organization in a third country. ex. HQ in atl. build in mexico. Hire seasoned manager from spain to run it. --advantages: may have a very broad experience base, more of an international global outlook, may speak several languages.
Safety and Health
-HR is over S & H function -why to provide a safe and healthy work environment bc --Work with them everyday, you don't want to see them get hurt. Or get sick from something happening at work --Federal laws govern what you can and cannot do in workplace --Accidents can be very expensive
Types of paperwork to fill out
-If injury or illness you have to complete OSHA's form 301. on it... --Employees name, name of physician who provided healthcare, where treatment was given, did they go to emergency room, were they hospitalized, what day and time did it happen, what was the employee doing before the incident occurred, what exactly happened, what was the injury or illness. -also fill out an individual line on OSHA 300 (log of work-related injuries and illnesses (name, job title, date, where, describe injury, result in job transfer?, days away from work) this log lets you document what exactly happened on this log at the end of the year. -Then you fill out form 300 (A) which is a summary of work-related injuries and illnesses that you get from the form 300 log. -Also must compute your injury frequency rate each year
The "Hot Stove" Rule of Discipline
-Immediacy =Be quick/immediate with the discipline follow the offense the more likely the employee will equate with the infraction rather than you as the dispenser of the discipline. Like training a dog. -Advanced Warning = Employees should be fully aware of the rules and should be aware of the consequences of acting inappropriately. -Consistency =rules should remain consistent and each time the infraction occurs it should be dealt with. Fair treatment to employees demands that disciplinary action be consistent -Impersonal =if you're the most like or least liked in a job you get burned. It doesn't matter who you are but there are some mitigating circumstances. If same infraction the consequences should be the same.
Handling the Disciplinary Problem
-Investigation --Make sure you understand what occurred before you do anything else. Ask questions, get employees side of the story called due process (Right of employee to be heard.) also ask witnesses. -Documentation --courts look at is as if it's not wrote down it didn't happen. list of what needed at 2:05. -Informing the Employee --Hard on managers but necessary. Lose credibility if not.
Administration of Discipline:A Tendency to Avoid
-Lack of training --don't know how to administer professionally and effectively. Managers need to know the necessity of employee discipline, how to enforce correctly, and how to deal with these situations. -Fear --Can come from that top management will not support the decision or that the decision will be overturned by top management on appeal and this is esp. true in companies with either very ambiguous or lenient disciplinary system. Some fear physical retaliation. -Guilt --happens to managers promoted through the ranks. They may realize they did things as employees and were not punished. So how can they discipline employees doing it? --Can happen when you let personal attributes enter the picture . -Loss of friendship --normally happens to people promoted. Need to keep distance so you can stay objective. -Fear of Lawsuits --Many hungry lawyers/attorneys looking for anything that resembles a possible lawsuit. US has 35 times more lawyers per capita than in Japan. Some managers wont terminate bc of this but thats not good. You're fine if you have reasonable rules and procedures, you follow them consistently, and provide adequate documentation. --You lose credibility if you don't discipline and do it fairly
How Inter-Country Differences Affect HRM: Legal and Political Factors
-Legal (these two: employees and organizations are elected by other employees to look after their interest) --Works Councils =employees who are elected simply go to monthly meeting with management. They discuss work related topics and are there to look out for the other employees. --Co-determination =elected employees actually have a legal right to help in setting company policies. There for the rights of the employees. Very prevalent in Germany -Political =some countries you dont want to dress as an american bc it can put you in harms way.
OSHA Standards
-Managers consider it somewhat of a nightmare bc they normally find something not exactly correct -OSHA has detailed procedures that cover every possible hazard. --ex. requirement for handrails for scaffolding in ppt.
Employer Legal Liability for Employee Workplace Violence
-Negligent Hiring --- Want to run background checks on all future employees, relatively inexpensive to do, if not done can be devastating -Negligent Retention -- when somebody engages in some inappropriate behavior and the appropriate sanctions are not applied to the situation. May be a written warning, could include in termination depending on what the inappropriate behavior was. --rehiring someone with problems there before
Employee Discipline
-Normally a punishment: can lead to termination (spotting, insubordination, sexual harassment, etc) -its a corrective action. Sometimes employees drop the ball, forget how to properly do job or they mess up and as a manager its your job to show them the correct way to behave. Need to show employee how to prevent problem from reoccurring. You will fail if not corrected.
Offshoring vs. Outsourcing
-Offshoring =Putting jobs in another country. Moving entirely. They say in the next 5 years 288,000 management jobs will be offshored. 272,000 computer jobs, 75000 legal jobs, 184,000 architectural jobs, 1.7 million office jobs. It can impact any interest or any industry or any job. -Outsourcing =moving some of your firms processes to an external company.
Workplace Violence
-On average 20 workers are murdered and 18,000 are assaulted at work each week. Generally customers are the aggressors more so than co-workers or supervisors. Normally happens more in jobs where money exchanges hands. ex. taxi drivers, convenience store attendants, liquor store clerks, pawn shops, and police officers, prison guards, bartenders, mental health professional. -Warning signs of violent co-worker: next card/slide
Checking References in the Google/Facebook Era
-Probably ok to "Google" Applicant -Searches in "public" sections (probably ok) -As HR Professional consider implications of becoming "Friends" with employees. -Resist temptation to examine information in "private" sections of social networking sites -Remember, just because you read something on the Internet does not make it true -- Good to have someone not in the hiring process to look at possible employees online accounts.
Approaches to Disciplinary Action
-Progressive Discipline =Used by most organizations today. Is an application of corrective measures by increasing degrees. It is designed to motivate employees to correct their misconduct on a voluntary basis. --Generally four steps. 1. Person gets a verbal warning but it is documented. 2. If you don't approve you normally get a written warning. 3. Get a final written warning or a suspension. 4. May be discharged. -- If severe violation they prob would be discharge when it happened. (have positive bc progressive can be to intimidating or too adversarial and people argue it doesnt accomplish its purpose bc of this) -Positive Discipline (non-punitive) =Replaces punishment with encouragement. --Four steps to it. 1. have conference between employee and manager. Oral agreement is made to improve. 2. Another conference and ask the question well why didn't our first meeting work, why didnt we accomplish what we were trying to do. Written reminder may be given NOT a written WARNING a reminder. 3. Person gets a paid decision day to actually leave the company for a day and decide if they are going to behave properly (this step sets this approach apart from others.) On this day the employee may be required to write down on paper their plan for improving, and what they are going to do so this behavior doesn't occur again. One time thing. May be terminated if doesn't change after.
Legal Limitations to Employment at Will
-Public Policy Exceptions --Courts ruled that an employee may not be discharged for engaging in activities that are protected by law. Ex. filing a legitimate workers compensation claim, serving on jury duty as required by law, refusing to lie under oath for an employer. -Implied Contracts --If an employer makes an oral or written promise well thats an implied contract. Often found in employee handbooks or employer makes a comment during the interview process or to a group and promise them as long as they do their job properly you have a job for life. Contract can say they can be terminated at any time for any reason, handbook will normally have a place to sign which means they understand the rules and policies in handbook. May say their is no guarantee for long-term or continued employment. Handbooks are phasing out bc of these implied contracts. -Lack of Good Faith and Fair Dealing -- If either party, employer or employee, acts with malice or bad faith the courts may be inclined to provide a remedy to the injured party. For instance, firing an employee for no good reason just before they become eligible for a retirement plan may show a lack of good faith.
Selecting International Employees
-Stable and Dynamic Traits (look at both to find a good fit) =stable traits 4 expatriates: more extroverted, more agreeable, more open to experiences, need to have a better sense of humor, more self-confident, more emotionally stable. Test for with personality test. Companies do it to make sure they will be a good fit. =dynamics: can be acquired through training so must have an aptitude for these traits. language proficiency, cultural knowledge, technical expertise. -Realistic Previews --Let them talk to people there before, give them advanced training, -Consider the Family --number one reason expatriates assignments fail bc they can't get along in . -Career Development --Don't assume that if your firm gives you an international assignment that you will be highly valued on your arrival back in the states and that you will get a lot of raises and promotions. --77% that return receive less money than when out of the country, =need to see how your family feels, look at managers who are in higher positions in your own firm. Do they have international experience?
Employment-at-will
-The right of an employer to fire an employee without giving a reason and the right of an employee to quit when he or she chooses -est. in 1908 by Supreme Court in a dare vs US. The basic rule governing the private sector employment relationship. 2 million workers a year are fired. 50,000 to 200,000 unfair dismissals happen a year ( a lot of unfair dismissed workers sue their former employee.) -3 groups of exceptions : --Next Slide
Importance of Safety
-Will complete safety level reports required by federal agencies -Oversee safety committees -Investigate accdents and injuries in workplace and hold various types of safety education --Education ranges from how to lift boxes properly, maybe how to handle dangerous chemicals, how to use safety equipment correctly, or bizarre training (ex. how to sit in chair with wheels properly)
Informing the Employee
-come to the point -be straightforward and firm -make the discussion private, businesslike, and brief -avoid injecting personal feelings -avoid bringing up personality differences
Injury Frequency Rate
-the number of recordable incidents per 100 full-time employees. Can be used to compare with industry-wide rates, it can be tracked year by year by employers to ensure the number of accidents stay under control. = (N/EH) * 200,000 -N = # of occupational injuries and illnesses -EH = total hours worked by all EE during reference year -200,000 = base for 100 FT EE (working 40 hours/50 weeks)used so that rate is expressed as the #/100 EE -(Converts to the same as 100 full-time employees so you can compare yourself to industry standards, comparing yourself to where you were a year before) -EXAMPLE: 25 "recordable" injuries/illnesses 670,000 hours worked during year by EE --(25/670,000) *200,000= 7.5 ---on average companies have about 4..4 cases per year ---OSHA sent warning letters to companies averaging 8 or more injuries per year and announced random inspections to 2000 companies with 16 or more injuries a year
Occupational Safety and Health Act (OSHA) - 1970
= in attempt to reduce a large number of accidents, injuries, and fatalities in the workplace -has to be safe, free of any unsafe hazards -enforced provisions of the act -Sets Standards •Reviews Record-Keeping (and sets R-K procedures) •Conducts Inspections (safety) •Issues Citations (when problems are discovered)
Setting Organizational Rules
= the foundation of any effective disciplinary system. You establish the behaviors you expect of employees.In order to be effective with your disciplinary system there are several criteria for the rules that you include: -Rules should always be written (normally written in a employee handbook that is given to each employee upon their employment. Most of these are phasing out and the rules are now on the employee website.) -Rules should be reasonable (should relate to the safe and efficient operation of the organization. Not the personal likes/dislikes of a single person. When new rule is established try to explain the rationale behind the rule. Employees appreciate it. -Rules should be known by all employees (New employees should learn rules at orientation but even long-term employees need refreshers periodically. Make sure new rules are properly disseminated to employees. Get their acknowledgement in writing that they understand.) -Rules should be periodically reviewed (also need to review the rules themselves periodically bc things change in organizations and in the external environment. Need to ensure your rules reflect these changes. )
Constructive Discharge
An employee voluntarily terminates his or her employment because of harsh, unreasonable employment conditions placed upon the individual by the employer -singling out one person, always giving them the worst assignments, longest hours at the worst possible times, standing over them, using very bad language toward them, making fun of them, etc. - many courts seem to favor a reasonable person standard (plaintiff must simply show that working conditions were intolerable to a reasonable person. Some courts additionally try to make employees prove that the employer intended to force the employer to quit. Can be highly subjective and tough to substantiate.
How Inter-Country Differences Affect HRM: Cultural Factors
Gert Hofstede's method: -Power Distance --the extent to which individuals respect a hierarchical structure that emphasizes status between supervisors and subordinates. -Individualism --degree to which personal goals, autonomy, and privacy is valued over more collective behaviors. -Masculinity/ Femininity --M: degree to which society views assertive behaviors as important to their success -Uncertainty Avoidance --extent to which society places high value on reducing risk and instability -Long-term/Short-term Orientation --LT: extent of which values are oriented toward the future like saving money talks about chart/graph at 2:20
Characteristics of a Violent Person
Male, Caucasian, Middle-aged Threatening behavior towards others Drug/Alcohol abuser Desire to be left alone Military experience Obsession with weapons Many job changes Moody - extreme highs/lows Problems in personal relations (divorce) Enjoys violent forms of entertainment Carries a Grudge --are all general statements
Global HRM: International HRM
Not all HR operate the same. Has verious stages: from exporting items to building facilities and selling items world wide. When you have employees living across seas you have to handle different HR situations in an appropriate manner. Have to consider cultural, economic, legal, and political issues.
Workers' Adjustment Retraining and Notification Act (WARN) (1989)
Requires organizations with more than 100 employees to give employees and their communities sixty days notice of any closure or layoff affecting 50 or more full-time employees -60 day notice -doesn't necessarily protect the job of the employee it does seek to lessen the hardship caused by job loss. Its estimated for every 100 jobs lost from a plant closing the local community may lose another 200 jobs through a ripple effect. -this act allows communities and the employees to begin making contingency plan. -does allow exceptions to companies including those who may face unforeseeable circumstances or those that may have altering business.
How Inter-Country Differences Affect HRM: Economic Systems
Talks about these two in video: -Average Hourly Compensation -Cost-of-Living Index (2012)
International Compensation
balanced sheet approach= idea that employees should have the same standard of living they had back home. Employer focuses on four main groups of expenses:housing and utilities, goods and services, taxes, and discretionary income
Typical Expatriate Pay Premiums and Benefit
slide on ppt.
Appealing Disciplinary Actions
•Arbitration -- the decision is final and binding. Organizations want to try to require employees to sign and agree to arbitration upon being hired. --Faster less expensive than court procedures. •Step Review System --supervisor makes the decision then it can be appealed to the department head then the HR department and finally top management. Can create tension. •Peer Review Systems --kinda like a jury trial; the jury is made up of an equal number of managers who are appointed and employees who are elected for a certain amount of time. These members of the system hear and weigh the evidence. They consider the arguments and then independently vote.
Improving Workplace Safety
•Education (should be ongoing) --Right-to-Know training =(see once a year. Basically says that employees have the right to know about any health hazards that they are working with in their particular job. ---Material Safety Data Sheets = (typically review with employees. Must have a MSDS for any chemical used in the workplace. MSDS typically have name of chemical, potential health risk, safe handling procedures, protective equipment needed, first aid in the event of an accident, and other info. Use MSDS if chemical spill at work) •Committees --Safety committee = composed of managers and people who actually work in a facility. Typ. meet once a month. they may review safety records since last meeting, may actually walk around and conduct an internal safety inspection, they will review accident investigations, they may serve as a conduit for employee concerns) •Incentives = Causes employees to think more about safety. You know they want the incentive. Safety is more their mind and they will remind others to engage in safe work practices. Can lead to fewer accidents. -Can cause employees to not report if they are actually hurt. A lot of peer pressure. •Policies (Discipline) -employer written warning. do this if the employee did not follow the proper safety policies, safety procedures, and that's the reason they got hurt. Can be tough on a manager to do but you have to. -Documentation may be used as a defense against OSHA citations •Accident Investigations =Conduct immediately after an accident while people remember what occured while its fresh in their mind. Talk to victim and witnesses. Important to address ways accident can be avoided in the future. Need specific a follow-up date to ensure corrective action has occurred.
Indonesia
•It is polite to leave a little food untouched on your plate when finished --bc if you clean plate the host may feel obligated to keep feeding you. •Do not point out any mistakes in public --Someone will lose place with others if you point out their mistakes in public. Needs to be private. •Be very patient during presentations --may feel like they need to give you all of the background info again and kind of tell a timeline of how everything happened. Feel its important to re-convey the whole picture and slowly work their way to the questions under consideration.
Employee Assistance Programs (a benefit)
•Personal Crises -Marital problems, financial crisis, stress related issues, etc. •Emotional Problems -3% of employees have emotional problems that are serious enough to warrant professional intervention. Ex. Depression(17 million in US suffer each year) Signs: decreased energy, concentration problems, prolonged sad moods, loss in interest of activities, •Alcoholism -industries lose estimated 20 billion dollars each yr. (10.5 million people in US are alcoholics), follows a fairly predictable path: social drinking tends to get out of control, person then loses control over how much they actually drink, then can't keep from drinking at inappropriate times. Signs: absent a lot on mondays, may smell it on them, loss of productivity, •Abuse of Illegal Drugs - if drug or alcohol related you can require employee to talk to your EAP counselor. Cost businesses $75 billion a year, Leads to increased accidents in workplace (drug users are responsible for 40% of all accidents, leads to higher medical costs, lead to increase in theft in workplace) look for: frequent prolonged unexplained absences, involvement in accidents on and off the job, erratic work patterns, reduced productivity, indifference to personal hygiene, overreaction to real or imagined criticism, physical signs (exhaustion, hyperactivity, dilated pupils, slurred speech, maybe unsteady walk,Weed shows blood shot eyes, glassy eyes, persistent cough, cocaine shows increased energy, enthusiasm early, later subject to extreme mood swings, become paranoid, delusional. -American with disabilities act doesnt cover current drug users only former drug abusers who are in a recognizable drug treatment program and no longer using drugs.
Health-Related Issues
•Smoking in the Workplace --can be a real problem for organizations in terms of higher health cost/calls and absenteeism. Insurance companies are charging employees more if they smoke.(they'll ask about use of tobacco/smoking) --Mill smokers are typ. absent 40% more than non-smoking mills -- female smokers miss 25% more than female non-smokers --Companies save $210 a year and health related costs when employees quit smoking. Some have offered financial incentives to stop. They will pay for classes. --2/3rd of companies now have smoke-free workplace policy. •Repetitive Motion Injuries --Injuries normally occur in jobs requiring repetitive motion of fingers, hands, arms. (ex. butcher, checkout counter clerk) Carpal tunnel syndrome (numbing) --Ergonomist are hired to properly design work environments to try and reduce repetitive motion injuries •Stress Management --Companies may offer a class of how to handle the work related stress. May offer a gym for employees to work out. Offer various flexible work options to help balance family and work. Stress Can lead to anxiety, depression, anger, other health related issues. -Weight Management --cant force them to join. 1. Need approval from your boss.(absenteeism, health care and workers comp cost were reduced by more than 25%). 2. set day, time, place, for the first meeting. 3. Give weekly prizes and maybe a grand prize at the end. 4 weigh everyone in, take before pics. 5. Documenting whats going on. Maybe hang chart in break room. Don't post starting weight, only what they have lost. 5. Get everyone together at end and have an award ceremony.
Belgium
•Strong tendency to avoid conflict -- have to look at indirect and nonverbal indicators of how they may think or feel bc they may not say the words for you to believe there is conflict. •Closely protect their privacy --dont like intrusions •Have a strong sense of regional, and a comparatively weak sense of national --
Saudi Arabia
•The word "NO" is often avoided -- they will give you a vague response instead. Have to listen and watch their actions. •Handholding is common among those of the same gender •Avoid touching, or any form of public displays of affection, between men and women --cultural thing and illegal.
Panama
•Titles are very important (especially early in the relationship until established) --emphasis formality and protocol. refer to someone as professor as DR. etc. •May stand very close when talking and may make physical contact •Family is the foundation of life --might not want extra hours in the work week or accept promotions if it disrupts family or not in the best interest of their family.
Types of OSHA Violations
•Willful -- when the employer knew that a hazardous condition existed but makes no real effort to eliminate the hazard •Serious --where a hazard could cause injury or illness that would likely result in death or significant physical harm (ex exposing employees to very dangerous chemicals, employees who are working off of the floor and not having proper protection for them in case they fall, a very dangerous piece of equipment with moving parts without proper safeguards) •Other than serious --is a problem but probably wouldn't cause death or serious physical harm but it may have a direct impact on the employee safety and health (ex. electric cord running across the floor where somebody can trip and fall down hurting themselves, Products inventory not stored properly or they could fall and hurt someone or something) •De minimis - No real direct or immediate safety or health danger. -Typically doesnt result in a citation or violation, they will remind you, maybe didnt put poster up when suppose to, or you felt to citation within the the required time) •Failure to abate -an employer has a violation and they were suppose to correct the violation by a certain date and that settlement date has passed. Very important to have finished by the agreed date •Repeated -employer has been cited for the same type of violation within the previous 5 years -very serious. --Willful and repeated violations can cost 70,000 per violation --failure to abate can cost you 7,000 for every day past the deadline you don't get it fixed --some fines can get up to 1.3 million (this was bc 3 elevators deaths in a year and 2 were teenagers) -- may cause companies to close if cant afford it (ex. of case employer could never employ people to work with explosives) --emplyee's can file complaints to have OSHA come out
