The Burlington Case Paper

Employee engagement is today’s leadership priority. However, the catchphrase goes a long way back in the beginning of the 21st century. It has gained interest to this date, which can be credited to Gallup’s first version of the Q12 in the 1990s commonly termed as the Gallup Workplace Audit (Gallup Consulting, 2006). Subsequently, Gallup has continuously refined and expanded their Q12 for current business challenges. Furthermore, several literatures, surveys and evidence-based studies abound that exhibited positive results with employee engagement such as increased performance, safety, retention and profits among others.

Bent, J.R., (2011). The telltale sign of discrimination: probabilities, information asymmetries, and the systematic disparate treatment theory, University of Michigan Journal of Law Reform, 2011, Volume 44, Issue 4, p. 797

To foster a better employee culture, we should employ programs to keep employees engaged in the company. Engagement is an organization’s best proxy for how far and how hard the employee is willing to work for the organization. Engagement, over satisfaction, is the best predictor of whether or not an employee will stay with an organization long-term. Engagement can be thought of as the employee’s commitment to the organization. If this is not enough to convince an organization, engagement is directly correlated with business performance in terms of employee retention, employee productivity, customer satisfaction, and financial performance. Therefore, even if it is a difficult concept to define, organizations should still invest heavily in maximizing it. While there are no conclusive studies that

Preventive measures- Racial discrimination can be prevented be having an open mind and not judging a person by anything other than there qualifications. However, some people have a hard time doing this so there are some preventive measures out there to make sure no one gets discriminated against. The main organization is the U.S. Equal Opportunity Commission, or EEOC, which was started in 1965. Throughout its existence, the commission has focused on but one simply stated mission: eliminate illegal discrimination from the workplace. To accomplish that goal various approaches, some dictated by statutory limitations and some by philosophical and managerial considerations have been employed. This publication will address in particular how three influences explain many of the decisions affecting how the commission accomplishes its mission (EEOC,

Legislation by state and federal arms of government has made discrimination in workplaces illegal. This piece of legislation goes further to stipulate the rights and responsibilities of both the subordinates and their employers in the workplace. This legislation aims to bring sanity in the workplace by ensuring that both groups are accountable.

To what extent is there employee engagement in your organisation, or an organisation of your choice?

Discrimination in the work, purposely or accidentally, not just harms the workers’ work knowledge, but it exposes the company to a lawsuit for violating the laws that defend races and groups. Discrimination against the smaller groups, based on color, race, ethnicity or other groupings,

Discrimination in the workplace is typified by failure to treat individuals equally due to biases against various group membership (Triana, Jayasinghe, & Pieper, 2015). The United States enacted the Civil Rights Act of 1964, known as Title VII, to outlaw workplace discrimination of individuals with respect to compensation, terms, conditions of employment, or privileges of employment because of race, color, sex, religion, or national origin. Following Title VII, the Equal Employment Opportunity Commission (EEOC) was established to enforce Title VII protocols in the public and private sector (Crumpacker & Crumpacker, 2007). Proceeding 1964, several addendums were legislated to include protection against discrimination for individuals with respect to: sexual orientation, age, disability, pregnancy, and genetic information (Brooks, Doughtery, & Price, 2015). The engagement of any employer in discrimination against members of any previously listed affiliations is not only deemed unethical, but is also considered unlawful in the United States.

Racial discrimination continues to be a prominent problem in today’s society. It has been prohibited federally since the Civil Rights Act of 1964 (title VII). Despite being a law for over 50 years, major companies continue to have issues with racial discrimination. In fact, the most common type of discrimination employees report to the Equal Employment Opportunity Commission (EEOC) is racial discrimination. The U.S. EEOC enforces all of these laws. EEOC also provides oversight and coordination of all federal equal employment opportunity regulations, practices, and policies. Racial discrimination practices that are prohibited include hiring/firing, compensations, classifications, promotions, layoffs, recruitment, training/apprenticeship programs, and leave decided based on race. Federal Laws Prohibiting Job Discrimination (EEOC).

Whistleblowing: Protection from discrimination means that an employer cannot retaliate by taking "adverse action" against

Retaliation or reprisals are prohibited against any individual who has complained under this policy, or has provided information regarding a complaint. Any retaliation or reprisals are subject to immediate corrective action, up to and including termination for wilful misconduct. Alleged retaliation or reprisals are subject to the same complaint procedures and penalties as complaints of discrimination and harassment.

Often when we think of discrimination we don’t think of it under the circumstances of being brought into the workplace. However, with careers and jobs being a fundamental part of life it is important to acknowledge that it remains as a persistent problem, even today. A little over half a century ago President Lyndon B. Johnson passed The Civil Rights Act of 1964. Title VII of The Civil Rights Act of 1964 outlawed employment discrimination based on race, color, religion, sex, and national origin. Although Title

According to Bakker et al (as cited in McManus & Mosca, 2015), “work engagement involves a positive, fulfilling, affective-motivational state of work-related well-being that can be seen as the antipode of job

The Workplace Discrimination Prevention Manual written by author and attorney, David A. Robinson, is a book that will help guide and educate employers on preventing them from making many familiar types of illegal discrimination acts that goes on in the workplace. This manual demonstrates helpful tips to prevent companies from facing discrimination lawsuits, as well as making sure that employers have a clear understanding of what should or should not take place when it comes down to discrimination. The manual also hold value too many of those who are members of the business profession, such as managers, executives, lawyers, business students, law students, or just entrepreneurs in general who are wanting to run a successful, productive, and

Engagement is a sign of satisfaction and loyalty to the firm which can be incurred by increasing job resources