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- On Chapter 12, Recognizing Employee Contributions with Pay; define Principal and define Agent. Also, what is the difference between outcome-oriented and behavior oriented contracts?Attracting and Retaining Qualified Employees and its Effects. Explain 1, contracting Objective maximize the value created by their relashionship 2. Level of pay benchmark model of employment 3. Reason for long term employment relationships,In 2017, the State of Connecticut passed the Fair Chance Employment Act that provides, in pertinent part, that “[n]o employer shall inquire about a prospective employee's prior arrests, criminal charges or convictions on an initial employment application, unless (1) the employer is required to do so by an applicable state or federal law, or (2) a security or fidelity bond or an equivalent bond is required for the position for which the prospective employee is seeking employment.” What is the social issue that the State of Connecticut is seeking to address through the Fair Chance Employment Act? And what are the likely outcomes of the Fair Chance Employment Act? (That is, will the statute achieve its intended result and are there any unintended consequences that will or may flow from the statute?)
- Trusted EmployeeFine Works Pavers hired Sharp as a part-time bookkeeper in December 2005, and the owner was so pleased with her performance that he offered her a full-time position the next year. John Travolta, the owner of Fine Works Pavers, grew up on a farm. He did not attend college but had a knack for business. His construction company had grown tremendously when the economy was booming.Over the years, he purchased and sold several businesses, and “as a result, he controlled approximately a dozen companies, each with their own financials in an enterprise that grossed $25 million a year.”Sharp was a trusted employee and soon was overseeing the finances of four companies. However, Sharp was having difficulty paying the rent and fearing eviction, she stole her first $750 from her employer, and no one noticed. From there, it escalated. She started small, but by 2009 she had taken nearly $460,000. She would come to work dressed as she always had and lived in a modest home. Her only…Trusted EmployeeFine Works Pavers hired Sharp as a part-time bookkeeper in December 2005, and the owner was so pleased with her performance that he offered her a full-time position the next year. John Travolta, the owner of Fine Works Pavers, grew up on a farm. He did not attend college but had a knack for business. His construction company had grown tremendously when the economy was booming.Over the years, he purchased and sold several businesses, and “as a result, he controlled approximately a dozen companies, each with their own financials in an enterprise that grossed $25 million a year.”Sharp was a trusted employee and soon was overseeing the finances of four companies. However, Sharp was having difficulty paying the rent and fearing eviction, she stole her first $750 from her employer, and no one noticed. From there, it escalated. She started small, but by 2009 she had taken nearly $460,000. She would come to work dressed as she always had and lived in a modest home. Her only…Evaluate the implied duties or the psychological contract of an employer and employee as provided by the common law and its importance in employment law. Please provide an explanation with 8 points and an example for each point briefly.
- What are the 6 kinds of obligation under the civil code? Site an example or situation for each of the obligation.Joan Leikvold was hired by Valley View Community Hospital as an operating room supervisor in 1972. She did not have a contract for a specific duration, nor was she told that the hospital would not discharge her except for cause. She was provided with a policy manual and told that the policies were to be followed in her employment relationship with the hospital. In 1978, she became the director of nursing. In October 1979, she requested a transfer back to her former position in the operating room. The chief executive officer (CEO) felt that it was inadvisable for someone who had been in a managerial position to take a subordinate position. Leikvold withdrew the transfer request but was subsequently fired. Her personnel record indicated “insubordination” as the reason for discharge. Leikvold was an at-will employee. At-will means that there is a contract made for an indefinite duration and either party, employer or employee, may terminate the contract at any time for any reason, or…Harold is a sales manager associated with TickTock Watches for the past thirty-five years; he was instrumental in the company's success. As an attempt to dissuade Harold from complete cessation of work, the management of TickTock Watches provided Harold with reduced working hours and offered him the role of a mentor. In this scenario, the arrangement offered to Harold by TickTock Watches is _____. a. voluntary retirement b. bridge retirement c. phased retirement d. early retirement
- Gert is employed as an accountant at KMG. His contract of employment states that he will be on probation for a period of six months. However, after six months, Gert is informed that his contract of employment is terminated because he failed to perform at the minimum required level for this position. 2.1. Discuss whether Gert’s dismissal was fair in these circumstances.Ronald D. Johnson is a former employee of International Business Machines Corporation (IBM). As part of a downsizing effort, IBM discharged Johnson. In exchange for an enhanced severance package, Johnson signed a written release and covenant not to sue IBM. IBM’s downsizing plan provided that surplus personnel were eligible to receive benefits, including outplacement assistance, career counseling, job retraining, and an enhanced separation allowance. These employees were eligible, at IBM’s discretion, to receive a separation allowance of two weeks’ pay. However, employees who signed a release could be eligible for an enhanced severance allowance equal to one week’s pay for each six months of accumulated service with a maximum of twenty-six weeks’ pay. Surplus employees could also apply for alternate, generally lower-paying, manufacturing positions. Johnson opted for the release and received the maximum twentysix weeks’ pay. He then alleged, among other claims, that IBM subjected him to…What is the Specific duty and Ad valorem Duty? Give the difference between the two.