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What Employers Owe Employees

The Workplace Environs and Working Conditions

Learning Objectives

By the terminate of this section, you will be able to:

• Identify specific ethical duties managers owe employees
• Describe the provisions of the Occupational Safe and Health Human action
• Identify Equal Employment Opportunity Commission protections, including those against sexual harassment at work
• Describe how employees' expectations of piece of work have changed

All employees want and deserve a workplace that is physically and emotionally safe, where they can focus on their job responsibilities and obtain some fulfillment, rather than worrying about dangerous conditions, harassment, or discrimination. Workers also expect fair pay and respect for their privacy. This section volition explore the ethical and legal duties of employers to provide a workplace in which employees want to work.

Ethical Decision-making and Leadership in the Workplace

A contemporary corporation ever owes an ethical, and in some cases legal, duty to employees to be a responsible employer. In a concern context, the definition of this responsibleness includes providing a safe workplace, compensating workers fairly, and treating them with a sense of dignity and equality while respecting at to the lowest degree a minimum of their privacy. Managers should exist ethical leaders who serve as office models and mentors for all employees. A manager's job, perhaps the virtually important ane, is to give people a reason to come up back to work tomorrow.

Skillful managers model ethical behavior. If a corporation expects its employees to act ethically, that behavior must start at the top, where managers hold themselves to a high standard of bear and tin can rightly say, "Follow my lead, practise as I do." At a minimum, leaders model ethical behavior by not violating the law or visitor policy. Ane who says, "Get this deal done, I don't care what it takes," may very well be sending a message that unethical tactics and violating the spirit, if non the letter, of the law are acceptable. A director who abuses visitor property past taking home office supplies or using the visitor's computers for personal business but so disciplines any employee who does the same is not modeling ethical behavior. Likewise, a manager who consistently leaves early but expects all other employees to stay until the last infinitesimal is not demonstrating fairness.

Another responsibility business owes the workforce is transparency. This duty begins during the hiring process, when the company communicates to potential employees exactly what is expected of them. One time hired, employees should receive training on the visitor rules and expectations. Management should explain how an employee's piece of work contributes to the accomplishment of visitor-broad goals. In other words, a visitor owes information technology to its employees to go on them in the loop about meaning matters that touch them and their job, whether skilful or bad, formal or informal. A more complete understanding of all relevant information commonly results in a better working relationship.

That said, some occasions practise arise when total transparency may not be warranted. If a company is in the midst of confidential negotiations to acquire, or exist acquired by, another firm, this information must exist kept hugger-mugger until a deal has been completed (or abandoned). Regulatory statutes and criminal law may require this. Similarly, any internal personnel functioning bug or employee criminal investigations should commonly exist kept confidential within the ranks of management.

Transparency tin be especially important to workers in circumstances that involve major changes, such as layoffs, reductions in the workforce, found closings, and other consequential events. These kinds of events typically have a psychological and financial impact on the entire workforce. However, some businesses fail to bear witness leadership at the nearly crucial times. A leader who is honest and open with the employees should be able to say, "This is a very difficult decision, but i that I fabricated and volition stand behind and accept responsibility for it." To workers, euphemisms such as "correct sizing" to describe layoffs and job loss merely sounds like corporate doublespeak designed to assist managers justify, and thereby experience amend (and minimize guilt), about their (or the company's) decisions. An upstanding visitor will requite workers advance notice, a severance package, and help with the employment search, without existence forced to do so past police force. Proactive rather than reactive behavior is the ethical and just thing to do.

Historically, however, a significant number of companies and managers failed to demonstrate ethical leadership in downsizing, eventually leading Congress to have action. The Worker Aligning and Retraining Notification (WARN) Act of 1989 has at present been in effect for well-nigh three decades, protecting workers and their families (every bit well as their communities) by mandating that employers provide sixty days' accelerate observe of mass layoffs and establish closings ((Figure)). This law was enacted precisely because companies were non behaving ethically.

The WARN constabulary mandates advance notice of mass layoffs to workers so that they can fairly prepare for such an event. (attribution: Copyright Rice University, OpenStax, nether CC BY 4.0 license)

A report past the Cornell University Institute of Labor Relations indicated that, prior to passage of WARN, only xx percent of displaced workers received written advance discover, and those who did received very short notice, usually a few days. Only 7 percentage had two months' detect of their impending displacement.

Employers typically preferred to go equally many days of work as possible from their workforces before a mass layoff or closing, figuring that workers might reduce productivity or look for other jobs sooner if the visitor were transparent and open about its situation. In other words, when companies put their own interests and needs ahead of the workforce, we can hardly call that ethical leadership.

Other management deportment covered by WARN include outsourcing, automation, and artificial intelligence in the workplace. Arguably, a visitor has an ethical duty to notify workers who might be adversely affected even if the WARN law does not apply, demonstrating that the appropriate upstanding standard for direction often exceeds the minimum requirements of the law. Put another way, the law sometimes is oftentimes dull to proceed up with ethical reflection on best management practices.

Workplace Safety under the Occupational Condom and Health Act

The main federal police ensuring physical safety on the task is the Occupational Safety and Wellness Deed (OSHA), which was passed in 1970.

The goal of the law is to ensure that employers provide a workplace environment free of run a risk to employees' safety and health, such every bit mechanical or electric dangers, toxic chemicals, severe heat or cold, unsanitary conditions, and dangerous equipment. OSHA likewise refers to the Occupational Safety and Health Assistants, which operates as a partition of the Department of Labor and oversees enforcement of the law. This act created the National Establish for Occupational Safety and Health (NIOSH), which serves as the research institute for OSHA and enunciates advisable standards for safety and health on the job.

Employer obligations under OSHA include the duty to provide a prophylactic workplace gratuitous of serious hazards, to identify and eliminate health and safety hazards ((Effigy)), to inform employees of hazards present on the job and institute training protocols sufficient to address them, to extend to employees protective gear and advisable safeguards at no cost to them, and to publicly post and maintain records of worker injuries and OSHA citations.

Harry McShane, who celebrated his sixteenth birthday a month or and then earlier this photo was taken by social reformer and photographer Lewis Wickes Hine, lost his left arm equally a result of a workplace injury in May 1908 in Cincinnati, Ohio. McShane had already been working in the factory for more than two years. Before federal safety regulations (such as OSHA and FLSA), catastrophic injuries on the job were common, every bit was the presence of children in the workforce. McShane received no compensation for his injuries. (credit: modification of "Lewis Wickes Hines – Harry McShane 1908" by "Fordmadoxfraud"/Wikimedia Commons, Public Domain)

OSHA and related regulations give employees several of import rights, including the right to make a confidential complaint with OSHA that might upshot in an inspection of the workplace, to obtain information almost the hazards of the workplace and means to avoid impairment, to obtain and review documentation of work-related illnesses and injuries at the chore site, to obtain copies of tests done to mensurate workplace hazards, and protection against any employer sanctions as a consequence of complaining to OSHA about workplace conditions or hazards.

A worker who believes his or her OSHA rights are being violated can brand an bearding study. OSHA volition then establish whether there are reasonable grounds for believing a violation exists. If so, OSHA will conduct an inspection of the workplace and written report any findings to the employer and employee, or their representatives, including any steps needed to correct safety and health issues.

OSHA has the authority to levy meaning fines against companies that commit serious violations. The largest imposed to appointment were against BP, the oil company responsible for the largest oil spill in U.Due south. history, discussed in the characteristic box on BP Deepwater Horizon Oil Spill and Government Regulation. OSHA took into account that seventeen workers died on BP's rig, Deepwater Horizon, as a result of the initial explosion and fire in April 2010. Consequently, rig-worker safety was upgraded past statute. Full OSHA penalties issued to BP from 2005 to 2009 exceed $102 million.

Other large fines issued over the last xxx years include $two.eight 1000000 against Union Carbide for violations related to an explosion and burn down at its establish in Seadrift, Texas, in March 1991; $8.2 million levied confronting Samsung Guam in the wake of numerous worksite accidents at Guam'southward International Aerodrome in 1995; and $viii.7 meg against Imperial Sugar in connection with an explosion at the company's plant in Port Wentworth, Georgia, in February 2008.

More than recently, OSHA fined the producers of The Walking Dead $12,675 (the maximum allowable for a single citation) in the wake of the death of a stuntman working on an episode of the telly bear witness in Georgia in July 2017.

These fines demonstrate that the agency is serious virtually trying to protect the environment and workers. However, for some, the question remains whether it is more profitable for a business organization to gamble on cutting corners on condom and pay the fine if caught than to spend the money ahead of time to brand workplaces completely safe. OSHA fines do non really tell the whole story of the penalties for workplace safety issues. There tin can also be significant civil liability exposure and public relations damage, also as worker compensation payments and adverse media coverage, making an dangerous workplace a very expensive take a chance on multiple levels.

A Workplace Complimentary of Harassment

Employers have an upstanding and a legal duty to provide a workplace costless of harassment of all types. This includes harassment based on sex, race, faith, national origin, and any other protected status, including disability. Employees should not be expected to work in an atmosphere where they feel harassed, prejudiced against, or disadvantaged. The two complaints most oft filed with the Equal Employment Opportunity Committee (EEOC), which strives to eliminate racial, gender, and religious discrimination in the workplace, are sexual harassment and racial harassment. Together, these categories made up two-thirds of all cases filed during 2017. More than xxx 1000 complaints of sexual, gender, racial, or creedal harassment are filed each year, illustrating the frequency of the problem.

The EEOC enforces Title VII of the Ceremonious Rights Act (CRA) of 1964, which prohibits workplace bigotry including sexual harassment.

(Every bit discussed elsewhere in the text, the CRA also protects employees from discrimination based on race, gender, religion, and national origin.) According to EEOC guidelines, it is unlawful to sexually harass a person considering of that person's sex, either through explicit offers in substitution for sexual favors (known as quid pro quo) or through actions at a broader more systemic level that create a "hostile working environment." Sexual harassment includes unwelcome touching, requests for sexual favors, any other verbal or concrete harassment of a sexual nature, offensive remarks based on a person's sexual practice, and off-color jokes. The harasser can be the victim's supervisor (which creates visitor liability the first time information technology happens) or a peer coworker (which usually creates liability afterwards the second time it happens, bold the company had notice of the beginning occurrence). It can fifty-fifty be someone who is not an employee, such as a client or customer, and the law applies to men and women. Thus, the victim and the harasser both can be either a woman or a man, and offenses include both opposite-sexual practice and same-sex harassment.

Although the constabulary does not prohibit mild teasing, offhand comments, or isolated incidents that are not serious, harassment does become illegal when, co-ordinate to the law, it is and so frequent "that it creates a hostile or offensive work environment or when it is so severe that it results in an adverse employment decision (such as the victim existence fired or demoted)."

It is management's responsibility to preclude harassment through education, grooming, and enforcement of a policy confronting it, and failure to do and then will result in legal liability for the company.

Two relatively recent examples of workplace environments that descended into the worst excesses of sexist and other inappropriate beliefs occurred at American Dress and Uber. In both cases, principal leaders were mostly men who engaged in ruthless, no-holds-barred management practices that benefitted only those subordinates who most resembled the leaders themselves. Such environments may thrive for a while, but the long-term consequences can include criminal violations that produce hefty fines and imprisonment, bankruptcy, and radical upheaval in corporate management. At American Apparel and at Uber, these events resulted in the dismissal of each company'due south CEO, Dov Charney (who likewise was the founder of the company) and Travis Kalanick (who was ane of the corporation's founders), respectively.

In 2017 and 2018, a renewed focus on sexual harassment in the workplace and other inappropriate sexual behaviors brought a stream of accusations against loftier-profile men in politics, amusement, sports, and business organisation. They included entertainment industry mogul Harvey Weinstein; Pixar's John Lasseter; on-air personalities Matt Lauer and Charlie Rose; politicians such as Roy Moore, John Conyers, and Al Franken; and Uber's Kalanick, to name just a few ((Figure)).

The workplace harassment problem has continued for many decades despite the EEOC's enforcement efforts; it remains to be seen whether new public scrutiny volition prompt a permanent change in the workplace. The Ford Motor Company serves as a relevant example. Decades subsequently Ford tried to accost sexual harassment at two Chicago-area assembly plants, the abuse at the plants evidently continues. According to legal activeness filed with the EEOC in the early 1990s, conditions for women working at some Ford motorcar associates plants were hostile. Female person employees alleged they were groped, that men pressed against them and simulated sex acts, and that men fifty-fifty masturbated in front end of them. They further asserted that men would routinely make crude comments about the figures of female person coworkers, and graffiti depictions of penises were everywhere—carved into tables, spray painted onto floors, and scribbled on walls. Managers and floor supervisors were accused of giving women better assignments in return for sexual practice and punishing those who refused.

In the 1990s, lawsuits and an EEOC action led to a $22 million settlement in which Ford admitted to widespread misconduct and committed to crack down on the offenders. However, it seems Ford still did not learn its lesson, or, after near three decades, the retention dimmed and they slipped right back into one-time habits. In August 2017, the EEOC reached a new $x million settlement with Ford for sexual and racial harassment at the ii Chicago plants. Though Ford did not admit any wrongdoing in the recent settlement, it appears that neither millions of dollars in earlier damages nor promises by direction led to whatever serious alter. The New York Times interviewed some of the women at Ford,

and Sharon Dunn, who was a political party of the first case and is now again a political party of the 2d, said, "For all the good that was supposed to come out of what happened to us, it seems similar Ford did nothing. If I had that choice today, I wouldn't say a damn word."

A Satisfied Workforce

Although the workplace should be complimentary of harassment and intimidation of every sort, and direction should provide a setting where all employees are treated with nobility and respect, ideally, employers should go much further.

Virtually people spend at least one-third and possibly every bit much as ane-one-half of their waking hours at piece of work. Management, therefore, should make work a place where people can thrive, that fosters an temper in which they tin can be engaged and productive. Workers are happier when they similar where they work and when they do not take to worry about childcare, wellness insurance, or being able to leave early on occasion to attend a child'south schoolhouse play, for instance. For our grandparents' generation, a good task was dependably steady, and employees tended to stay with the same employer for years. There were not many extras other than a secure job, health insurance, and a alimony program. Notwithstanding, today'south workers expect these traditional benefits and more. They may even be willing to set aside some salary demands in exchange for an surround featuring perquisites (or "perks"; nonmonetary benefits) such every bit a park-like campus, an on-the-premises gym or recreational center, flextime schedules, on-site day care and dry cleaning, a gourmet coffee house or café, and more time off. This section will explore how savvy managers establish a harmonious, compassionate workplace while still setting expectations of top performance.

Happy employees are more than productive and more focused, which enhances their functioning and leads to meliorate customer handling, fewer sick days, fewer on-the-job accidents, and less stress and exhaustion. They are more focused on their work, more artistic, and meliorate team players, and they are more likely to assist others and demonstrate more leadership qualities. How, then, does an employer get most the process of making workers happy? Research has identified several pitfalls that managers should avoid if they want to take a good working relationship with their direct reports and, indeed, all their employees.

One is making employees experience like they are only employees. To be happy at work, employees, instead, need to feel like they know each other, have friends at work, are valued, and belong. Another pitfall is remaining aloof or above your employees. Taking an authentic involvement in who they are as people actually does matter. When surveys ask employees, "Exercise you feel like your dominate cares about you?," too frequently the answer is no. I mode to prove caring and interest is to recognize when employees are making progress; another might be to take a personal involvement in their lives and families. Asking employees to share their ideas and implementing these ideas whenever possible is another class of acknowledgement and recognition. Pause and highlight important milestones people achieve, and ensure that they feel their contributions are noticed by saying give thanks you.

Good advice to new managers includes making piece of work fun. Permit people to joke effectually every bit appropriate so that when mistakes occur they can notice humour in the situation and move frontwards without fixating simply on the downside. Gloat accomplishments. Esprit and the right touch of sense of humor can build a stronger workplace culture. Encourage exercise and sleep rather than long work hours, considering those ii factors improve employees' health, focus, attention, inventiveness, energy, and mood. In the long run, expecting or encouraging people to regularly work long hours considering leaving on time looks bad is counterproductive to the goals of a firm. Accept that employees need to disengage sometimes. People who experience they are e'er working considering their management team expects they must remain in bear on via e-mail or mobile phone can get tremendously stressed. To gainsay this, companies should non await their workers to exist available effectually the clock, and workers should non feel compelled to be so available. Rather, employers should allow employees to completely disengage regularly and then they can focus on their friends and families and tend to their own personal priorities. By way of international comparing, according to a contempo article in Fortune, Federal republic of germany and France have really gone every bit far as banning work-related e-mails from employers on the weekends, which is a step in the correct direction, fifty-fifty if just because disconnecting from work is now mandated by law.

Employers must decide exactly how to spend the resources they have allocated to labor, and information technology can be challenging to brand the right decision most what to provide workers ((Figure)). Should managers ask employees what they desire? Criterion the contest? Follow the founder'south or the lath'due south recommendations? How does a company make lifestyle benefits fair and human action ethically when there is backfire against family unit-friendly policies from people who do not accept their ain families? Unlike the purchase of raw materials, utilities, and other budgetary items, which is driven primarily by cost and may present only a few choices, direction's offering of employee benefits tin present dozens of options, with costs ranging from minimal to very high. Work-at-home programs may actually cost the company very little, for example, whereas health insurance benefits may cost significantly more. In many other industrialized countries, the government provides (i.e., subsidizes) benefits such as health insurance and retirement plans, so a visitor does non take to weigh the pros and cons (i.e., do a cost-do good analysis) of what to offering in this area. In the United States, employee benefits go part of a cost-benefit analysis, especially for small and mid-sized companies. Even larger companies today are debating what benefits to offering.

Workplace or clubhouse? Some companies offer playful perks in an effort to attract the best employees and increase worker satisfaction. (credit: piece of work by Jason Putsche Photography/Spark Baltimore, CC BY 4.0)

Direction has to decide non merely how much money to spend on benefits and perks merely precisely what to spend the money on. Another decision is what benefit choices management should allow each employee to make, and which choices to brand for the workforce equally a whole. The best managers communicate regularly with their workforce; as a result, they are more than likely to know (and be able inform top management most) the types of perks nearly desired and most likely to attract and continue expert workers. (Figure) shows that men and women exercise not always want the same benefits, which presents a challenge for direction. For instance, many women place about twice as much value as many men practice on solar day care (23%–xi%) and on paid family leave (24%–14%). Besides valued more highly generally past women than by men are improve wellness insurance, work-from-domicile options, and flexible hours, whereas more men value an on-site gym and free coffee more than than women typically exercise.

As this chart shows, men and women view the importance of various benefits differently, fifty-fifty if their top-ranked benefits are the aforementioned (i.e., better insurance, piece of work-from-home options, and more than flexible hours). (attribution: Copyright Rice University, OpenStax, under CC By 4.0 license)

Historic period and generation also play a role in the types of perks that employees value. Workers anile eighteen to thirty-five rank career advancement opportunities (32%) and piece of work-life balance (33%) as most important to them at work. However, 42 pct of workers older than xxx-five say work-life balance is the most important feature. This is likely because Generation X (born in the years 1965–1980) place a high value on opportunities for work-life balance, although, like Babe Boomers (born in the years 1946–1964), they also value bacon and a solid retirement programme. On the other hand, Millennials (built-in in the years 1981–1997) appreciate flexibility: having a choice of benefits, paid time off, the ability to telecommute, flexible hours, and opportunities for professional development.

The carte of benefits and perks thus depends on several variables, such as what the company can afford, whether employees value perks over the more than directly benefit of college pay, what the competition offers, what the manufacture norm is, and the company's geographic location. For example, Google is constantly searching for ways to ameliorate the health, well-being, and morale of its "Googlers." The company is famous for offering unusual perks, similar bicycles and electrical cars to go staff effectually its sprawling California campus. Additional benefits are generous paid parental leave for new parents, on-site childcare centers at one location, paid leaves of absence to pursue further education with tuition covered, and on-site physicians, nurses, and health intendance. Other perks are gaming centers, organic gardens, eco-friendly furnishings, a pets-at-piece of work policy, meditation and mindfulness preparation, and travel insurance and emergency help on personal and piece of work-related travel. On the expiry of a Google employee, his or her spouse or domestic partner is compensated with a bank check for 50 percent of the employee's salary each year for a decade. In improver, all a deceased employee'due south stock options vest immediately for the surviving spouse or domestic partner. Furthermore, a deceased employee's children receive $m per month until they reach the age of nineteen, or until the age of xx-three if they are total-time students.

Of course, Google is non the only company that offers good perks. Another is the software giant SAS. Glassdoor has an commodity describing some interesting benefits offered by other companies in 2017. Do a quick comparison of a few of these companies. Practise the perks influence your choice? Would you lot exist willing to work for any of them?

In addition to offering benefits and perks, managers can foster a healthy workplace by applying good "people skills" besides. Managers who are respectful, open up, transparent, and approachable can achieve two goals simultaneously: a workforce that is happier and also i that is more productive. Good management requires constant awareness that each team fellow member is also an individual working to see both personal and visitor goals. Effective managers human action on this past regularly meeting with employees to recognize strengths, identify constructive ways to improve on weaknesses, and help workers realize collective and individual goals. Ethical businesses and practiced managers besides invest in efforts similar performance management and employee training and development. These commitments call for giving employees frequent and honest feedback near what they do well and where they need improvement, thereby enabling them to develop the skills they need, not merely to succeed in the current job just to move on to the side by side level. Fostering teamwork past treating people fairly and acknowledging their strengths is also an important responsibility of direction. Ethical managers, therefore, demonstrate virtually, if not all, of the following qualities: cultural awareness, positive mental attitude, warmth and empathy, authenticity, emotional intelligence, patience, competence, accountability, respectful, and honesty.

Summary

A visitor and its managers need to provide a workplace at which employees want to work, free of safety hazards and all types of harassment. Perks and benefits also make the visitor an attractive place to piece of work. Yet another factor is managers who make employees experience valued and respected. A company tin use all these tools to attract and retain top talent, helping to reach the goals of having a well-run company with a satisfied workforce. Philosophers Aristotle and Immanuel Kant said taking upstanding activity is the right matter to do. The decision to create an surroundings in which employees want to come to work each day is, in big function, an ethical choice, because it creates a healthy environment for all to run into. Nevertheless, the bonus comes when a satisfied workforce fosters increased quality and productivity, which leads to appreciative customers or clients and increased profitability. In that location is a financial payoff in that a well-treated workforce is also a productive one.

Assessment Questions

How often should managers in a workplace anticipate an inspection from the Occupational Rubber and Health Administration?

1. every twenty-four hour period
2. one time a month
3. upon request or complaint
4. never

C

True or false? Sexual harassment is unethical but not illegal.

False. Sexual harassment is both unethical and illegal.

What are examples of benefits or perks that women usually value more than men?

Surveys show that women value benefits related to childcare and health care more highly than do men, although the benefit mix any employee values most is an individual one.

What tin can a company exercise to try to reduce sexual harassment?

Managers can model ethical behavior by example, and the company can offer preparation and communicate and strictly enforce a written policy.

Endnotes

1R.One thousand. Ehrenberg and G.H. Jacubson, "Why WARN? The Bear on of Recent Plant-Closing and Layoff Prenotification Legislation in the U.s.a. [electronic version]" in Employment Security and Labor Marketplace Beliefs, ed. C. Buechtemann. (Ithaca, NY: Cornell University Printing, 1993: 200–214).

2Occupational Safety and Wellness Act, 29 The statesC. §651 et seq. (1970)

3Occupational Safety and Health Act, 29 U.S.C. §651 et seq. (1970)

4Occupational Safe & Health Administration, "Elevation Enforcement Cases Based on Full Issued Penalty," U.S. Department of Labor. https://www.osha.gov/dep/enforcement/top_cases.html (accessed January 5, 2018).

5Occupational Safe & Health Administration, "Top Enforcement Cases Based on Total Issued Punishment," U.S. Department of Labor. https://www.osha.gov/dep/enforcement/top_cases.html (accessed Jan 5, 2018).

6Occupational Prophylactic & Health Administration, "Elevation Enforcement Cases Based on Full Issued Penalty," U.South. Section of Labor. https://www.osha.gov/dep/enforcement/top_cases.html (accessed January 5, 2018).

7U.Due south. Equal Employment Opportunity Commission, "Statistics." https://www.eeoc.gov/eeoc/statistics/ (accessed April 22, 2018).

8Civil Rights Act, § vii, 42 U.South.C. § 2000e et seq. (1964).

9U.Southward. Equal Employment Opportunity Commission, "Sexual harassment." https://www1.eeoc.gov//laws/types/sexual_harassment.cfm?renderforprint=ane (accessed July 11, 2018).

10Jeffrey Dastin, "American Apparel Names New CEO, Officially Ousts Founder," Reuters, Dec 16, 2014. https://www.reuters.com/commodity/u.s.-american-apparel-managementchanges-idUSKBN0JU2J220141216; Julie Carrie Wong, "Uber CEO Travis Kalanick Resigns Following Months of Chaos," The Guardian, June 21, 2017. https://world wide web.theguardian.com/engineering science/2017/jun/xx/uber-ceo-travis-kalanick-resigns.

11Susan Chira and Catrin Einhorn, "How Tough Is It to Modify a Civilization of Harassment? Ask Women at Ford," New York Times, December nineteen, 2017. https://www.nytimes.com/interactive/2017/12/19/the states/ford-chicago-sexual-harassment.html.

12Susan Chira and Catrin Einhorn, How Tough Is It to Alter a Culture of Harassment? Enquire Women at Ford," New York Times, December nineteen, 2017. https://www.nytimes.com/interactive/2017/12/19/us/ford-chicago-sexual-harassment.html.

13Barry Moltz, "Seven Secrets to Keeping Your Employees Happy," American Express Pocket-sized Concern, August 24, 2017. https://www.americanexpress.com/usa/pocket-size-business/openforum/articles/7-secrets-to-keeping-your-employees-happy/.

14David Z. Morris, "New French Police Bars Piece of work E-mail After Hours," Fortune, January ane, 2017. http://fortune.com/2017/01/01/french-correct-to-disconnect-law/.

15Stephen Miller, "Millennials in the Dark About Their Benefits," SHRM.org, Oct 25, 2016. https://world wide web.shrm.org/resourcesandtools/hr-topics/benefits/pages/millennials-benefits.

16Investopedia, "Meridian Ten Reasons to Piece of work at Google," Investopedia. https://www.investopedia.com/manufactures/investing/060315/acme-ten-reasons-piece of work-google.asp.

Glossary

EEOC

the Equal Employment Opportunity Commission, created by the U.S. Civil Rights Act of 1964 and which attempts to eliminate bigotry in the workplace based on race, gender, or creed

OSHA

the Occupational Rubber and Health Deed, which governs workplace rubber, and the Occupational Safety and Health Assistants, which administers the deed at the federal level

sexual harassment

unwelcome touching, requests for sexual favors, and other verbal or physical harassment of a sexual nature from a supervisor, coworker, client, or customer

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Source: https://opentextbc.ca/businessethicsopenstax/chapter/the-workplace-environment-and-working-conditions/

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