Case Study Of Maple Leaf Shoes Recruiting

Just recently, three women have sued Google for supposed gender discrimination (Kennedy). According to the women, compared to men, women at Google have a lower pay, are less likely to be promoted, and have less opportunities overall. Kelly Dermody, an attorney for the plaintiffs states, “While Google has been an industry-leading tech innovator, its treatment of female employees has not entered the 21st century. This case seeks to ensure fairness for women at Google. " This connects to the railroad in multiple ways.

After reviewing the data it is apparent the promotional rate of women in managerial positions when compared to the men is disproportional to the size of the population. This shows disparate treatment, the company hires women, but women do not promote at the same pace as men. This shows strong evidence of discrimination and if not resolved will lead to a violation of the Equal Employment Opportunity Commission.

The problem with Maples Leaf Shoes Ltd. was that the company did not have an experienced, qualified, skilled and knowledgeable manager to deal with the company’s day-to-day human resource activities like union negotiation and recruitment. A human resource manager plans strategies and handles the short and long-term challenges facing the company’s increasing global completion, increasing labor and production cost, managerial training and development for employees.

Even though Sarah have not yet encountered sexual harassment or other discrimination litigation problems in her current job, such cases were very common in several other organizations that she has worked for. One common thing in these organizations was that she personally did not receive any training regarding Equal Employment Opportunity laws. The information presented about these laws, in her current organization was printed on a poster and posted in the

Women continue to face disadvantages in the workplace in regards to not receiving equal pay as well. There are many instances where women have the same or more qualifications to do a job than their male counterparts but do not receive the same pay. This difference in pay is not only related to gender differences but also racial differences. Women employees of different racial backgrounds tend to earn less money than their white female and male counterparts. Many women of color often face discrimination when applying to jobs and are overlooked for a position despite having the qualifications to do the work. When they are hired to these occupations they are not receiving the same pay as their white female counterparts. This double bind that minority women face within the work place continues to lead to economic hardships. Regarding women in the workplace in general, due to society’s high regard for men they are often not promoted to positions of authority or receive equal pay because people assume that women are inferior workers. (Buchanan, p205-207)

The Equal Employment Opportunity Commission sued Mitsubishi Motors in April of 1996 in regard to claims of widespread sexual harassment at the company’s plan in Normal, Illinois. “The lawsuit contends that as many as 700 women were subjected to groping and sexual remarks, creating a "hostile and abusive work environment" that went unchecked for years at the Mitsubishi Motor Manufacturing of America plant” (“U.S. Charges,” 1996). It is despicable that situation like this was allowed to happen and perhaps even more astonishing is the magnitude at which it took place. While most of the harassment “came from male assembly line workers or low-level managers,” high-level managers at plant knew of the offenses and allowed them to take place without consequences (“U.S. Charges,”

Women in America have faced numerous issues while trying to obtain equal rights as their male counterparts. These issues can include sexual harassment, discrimination and most importantly, less access to professional development and career growth opportunities. However, for African American women, these same issues can have a more severe impact on their chances of employment, receiving a promotion or an increase in their pay wage. Research shows that African American makes less earnings and receive fewer promotions than their Caucasian counterparts (Hill, Miller, & Benson, 2017).

The case of Calibuso et al. v. Bank of America Corp. et al. began in 2010, when female financial analysts (FAs) filed charges in in several states and with the Equal Employment Opportunity Commission (EEOC) claiming that the Bank of America (BoA) used discriminatory pay practices against them in violation of state laws and the U.S. Equal Pay Act of 1963 and Title VII of the Civil Rights Act of 1964 (DiMarco, 2014; Calibuso, 2012). These laws forbid inequalities in pay (Schrimsher & Fretwell, 2012) and discriminating employment practices based on gender and other protected classes (42 U.S.C.A in Webber, 2015). The case was settled in favor of the plaintiffs (DiMarco, 2014). However, legal and scholarly advice suggests that these kinds of cases can be avoided through organizational efforts in training in diversity (Bendick, Egan & Lofhjelm, 2001) and legal understanding along with professional validation of practices, and managerial accountability (Arthur & Doverspike in Malos, 2015). This writer agrees; the case of Calibuso et al. v. Bank of America Corp. et al, which involved discriminatory practices related to compensation and other employment-related acts may have been avoided by observing the advice aimed at organizational efforts in anti-discrimination in the workplace.

Customers make purchasing decisions based on the information they have among products and the values of goods a company offers. For that reason, companies have to promote their products to increase products awareness. In order to achieve organizational goals, companies must understand the market’s needs to ensure the success of their businesses. Such information can be gained through research. The industry that will form the basis of this paper is Western Canadian Shoe Association. The three brands under study are Reebok, Adidas, and Nike.

Based on the employee surveys, workers feel overworked, undervalued, underpaid, unclear promotional pathway, especially females. The 2001 PeopleSoft employee data release by Walmart, shows that women are represented a disproportionately higher rate than males in positions that pay an hourly rate, while men are represented at the higher salaried management positions (Drogin, 2003).

Discrimination continues to run rampant throughout organizations in both the United States and worldwide. The Supreme Court case, Dukes vs. Wal-Mart Stores, Inc., dealt with 1.5 million current and former female Wal-Mart employees that claim that they had been a victim of gender discrimination. The ensuing pages will discuss the specific issues that the plaintiffs encountered, followed by suggestions from a human resource manager’s stand point in rectifying adverse impact within the Wal-Mart organization.

Despite the fact that the Equal Pay Act has been law since 1963, many problems inevitably arise in the administration of equal pay laws (Fisher). It has been estimated that at this current slow rate of progression in closing the gender pay gap it will be 2068 by the time men and women’s wages are equalized. It is clear that the business case, as well as the legislative case, has a significant role to play (Commission Policy Report).

Wal-Mart has been accused of discriminating against women. Women had been denied training and promotion opportunities that are offered to men. In addition women are underpaid. That is, men are paid more than women. According to Hoover’s handbook of American business, “in June 2001 a group of six current and former female Wal-Mart employees filed a sex discrimination lawsuit (seeking to represent up to 500,000 current and former Wal-Mart workers) against the company.”(Hoover’s Handbook, pg.907) The suit was filed because Wal- Mart failed to provide equal employment for women. In fact, there are over 70 percent of women working at Wal-Mart, but only a small amount of those women are managers. So, men are

The recent departure of several senior-level women at Vision Software has significantly elevated Liz’s concern for gender bias at the company. She has arrived at a point where she feels compelled to communicate her frustration to their CEO, John Clark. She has experienced some uncertainty on whether or not she should send him a memo, and has asked for advice from a colleague whom she trusts.

Resolving the tension between a traditional administrative and a new strategic role. Human resource management , 36(1), 49-58.