Accountability Profiles: A Case Study

On that same note, the corporate world is rapidly changing and many job expectations are becoming unstated or implied. Often times training materials for positions cover standard policies without actually detailing the roles within a certain position. This lack of actual knowledge can cause gaps that require new employees to take initiative and speak up when they are unsure of their role within a position. The following case study details the implications of failing to take such initiative.

The company followed all employee performance review procedures correctly. It is standard practice for companies to place the best-suited candidate in vacant positions. The use of employment evaluations ensures that all candidates are given equal opportunity for job advancements. Should Mr. Green have given Tracy poor performance evaluations on a consistent basis, Tracy may have been able to prove a discrimination claim. It is important to have set policies in place to keep employees informed of what criteria must be met for company advancement or promotions. Employment manuals are a suitable method of ensuring that employees are notified of company policies.

Emails are not always sent regarding error outcome regarding metrics to the responsible party. In one instance the error was never corrected; however, the transaction was processed. In the other instance the error was corrected; however, the responsible party did not respond; therefore, did not receive a message regarding the error outcome. Emails should be generated to indicate the outcome of error regarding metrics to allow the responsible party to dispute if need. Errors could be incorrectly counted toward the responsible party metrics causing inaccurate

A leader must also communicate clearly and integrate accountability within the youth organizing field in order to effectively create sustainable positive change in achieving a common goal. Prior to taking this course, I neglected to acknowledge this key component out of a general fear that holding people accountable may cause my students to dislike me and thus if they dislike me they would not follow. However, I have seen in the Peterson Case the fallacy of this in the ways in which he failed to hold his team accountable and ultimately his team was less successful in reaching their common goal under his leadership because of it. To accomplish accountability, I would like to begin imparting Charlotte

An allegation that a recent applicant felt as though they were discriminated against for their disability has been brought to our attention. Although this was an unintentional act, our company needs to take affirmative action to ensure that this incident does not occur in the future. As HR Director, it is my job to ensure that laws and regulations are followed within the company and advise correction of any practices that do not meet those policies.

Recruitment and selection processes and HR policy in Australian company, were also not upto the mark. Mr. Jonathon Stable, the HR Manager of the company was stated to be believer in ‘hard’ HRM polices. He delegates the HRM policies and recruitment and selection policy to line Management. Job description, though existed for each person in the hierarchy, but was not revised during the tenure of Mr. Stable. Recruitment based on obsolete ‘job description’ resulted in recruitment of unsuitable staff.

Accountability - Tinsley et. al, (2011) argues that when the team at the PMO of Pinellas County are aware of near misses, they tend to downgrade their importance. One way to limit this potentially dangerous effect is to require managers to justify their assessments of near misses.

While few HR managers consider how the variations in the job description can affect HRM systems, most of them have acknowledged the value of the job description. Common narratives regarding job description derived from stock, generic description and developed by one person, are likely to be sources of critical limitations. Sometimes, developing and maintaining such descriptions are costly. It is very easy for data to focus on exclusively on the most vital functions and carry various inaccuracies. Further, such descriptions do not necessarily offer adequate information, required to compensate, classify, develop, and evaluate employees. Instead of wasting resources such as time and money on indigenous forms of narrative description, HR managers should consider formal job analysis (Springer, 2010).

According to a press release distributed by the Equal Employment Opportunity Commission (EEOC), fiscal year 2014 “had 88,778 charges of workplace discrimination” (EEOC, 2015). In contrast, the comparatively low number of cases publicized is a testament to the efficiency of the EEOC’s processes. The EEOC is not out to get employers, but was “Established to administer and enforce the Civil Rights Act at work” (Dessler, 2015, p. 28). The EEOC’s processes are well defined, fair and offer various options and opportunities that can lead to resolution rather than litigation. They are an impartial body, just as Christ in Romans 2:11, “For there is no partiality with God” (Biblegateway, 1993). This paper will provide a company or manager’s a need to know overview of the EEOC enforcement process and will discuss the personal application from the perspective of a Human Resource Manager.

Job analysis forms the basis for most human resources approaches to employment practice. Employment practices sometimes result inappropriate for some companies and it can create chaos for the managers if those are not implementing properly. To avoid complications into the organisation all matters related with staff must be handle by human resources department and supervised closely by mangers to make the best decision. (Brannick, M., Levine, E., Morgeson, F., & Brannick, M. 2007)

- Employers aren’t legally obliged to create a job description, yet producing one enables them to focus on their thinking and decide how the role must contribute to the business and who is likely to fulfill that role.This document provides an understanding of the position’s major responsibilities, details how the responsibilities are accomplished, and identifies the knowledge, skills and abilities necessary to perform the job. A well written job description not only describes the position’s responsibilities, it supports effective human resources management in a variety of ways. It sets the foundation for recruiting, developing and retaining

Recruitment is one of the critical functions of an organization; therefore, it requires massive financial and managerial efforts to access a right person. For an efficient and accurate recruiting, job analysis is ameliorated, however, very few HR managers and personnel are aware of the importance as well as the approaches to analyzing a job position to create a pool of right candidates. In fact, job analysis is the building block of the assessment of the potential candidates to make proper decisions regarding final selection. Job analysis is known as a process of identifying, collecting, describing, analyzing, and reporting critical information about the requirements of a job position (Torrington, 2009).

Human Resources is tasked with filling organizational vacancies with qualified candidates. When these candidates are evaluated, they are screened not only by skills but by behavioral patterns aligned with the transformed requirements of outstanding performance.

Noe, Hollenbeck, Gerhart, and Wright (2015) defined Equal Employment Opportunity (EEO) as laws that prohibit specific types of job discrimination in the workplace involving individuals’ of their race, color, religion, sex, age, disability, or national origin. It is imperative that all regulatory compliances are met when recruiting because if unlawful staffing practices are conducted it can lead to discrimination lawsuits and unwanted penalties which can be costly and detrimental to an organization’s reputation. Organizations should make it known on its job postings that it follows EEO laws – this makes them accountable to uphold EEO laws as well as make job seekers aware of their rights. Job seekers and employees should be able to determine if they were discriminated against so that they can take the necessary actions to seek justice. Besides it being unlawful to discriminate, it can

“The job description lists, the job’s specific and duties and requisite skills-thus pinpointing what training the job requires.” (Dessler G. (2014).The Basics of Job Analysis. Human Resource Management (PP. 90). New Jersey, NJ: Saddle River)