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Write a 2-3 page HR Management Plan Job Aid that describes one specific type of discrimination, whom it covers, and the source of the legal requirements. Include a general discrimination policy statement for CapraTek.

Title VII permits religious organizations to discriminate on the basis of religion. However, non-religious employers are prohibited from discriminating on the basis of religion if there is no bona fide occupational qualification and no legitimate business necessity for it.

If an employer does not engage in intentional religious discrimination, should the employer still be concerned about religious discrimination? An employer must be proactive in evaluating and implementing workplace policies, so that they do not have unintended negative impacts on an employee’s ability to exercise his or her religious beliefs. This level of proactivity also includes making accommodations for employees who need them. Religious accommodations must be reasonable and not cause undue hardship on the employer, however. The EEOC considers the following factors when determining whether or not an accommodation constitutes an undue hardship on an employer:

The burden the accommodation places on the employer.
The cost of the accommodation.
Whether there is a degree of flexibility available—meaning whether the employer can reasonably create a flexible work schedule.
Whether it is possible for the employer to change the employee’s work assignment.
Whether a lateral transfer of the employee is possible.
Whether the accommodation would result in a violation of the workplace seniority system.
Whether other employees agree to participate in accommodating the employee with the religious request.

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This article explores further the concept of bounded rationality and rational behaviour. Theories of bounded rationality argue that cognition can be limited by incomplete information regarding alternative choices. Furthermore, rationality can be bounded by actor’s forgoing the cost of searching for optimal outcomes by settling on a sub-optimal outcome; thus becoming a theory of optimal approximation. The authors consider the decision making dynamics of chess, offering an alternative approach to rationality. Studies have shown that strong chess players rarely consider all possible strategies before making a move, rather they only generate and examine a relatively small number of possible moves, choosing the first move they regard as satisfactory. The game of chess is able to merge the three limits of perfect rationality together: that is the uncertainty over the consequences of alternatives, incomplete information on alternatives and computation disrupted by complexity. The authors thus argue that, regardless of the position a player is in, they will always be limited by their own rationality. The paper then, interestingly, attempts to use theories of bounded rationality to better understand design. The theory of design, the authors argue, can be assimilated to a satisficing theory of rational choice. Whenever complete designs are reached, they are not evaluated by comparison with alternatives, but rather are exclusively compared to the standards which are defined by the designer’s aspirational levels. Satisficing is therefore an integral part of the search process. This model can also be applied to management science, where possible plans are gradually built up, with many alternatives being immediately dismissed throughout. To mitigate this limit to rationality, management science utilises simulation to explore a limited set of alternatives. However, even this, lacks the ability to discover new alternatives. This article, when positioned amongst broader literature, offers a refreshingly new contribution to the field. Design has rarely been analysed with a rational decision-making model, however this paper demonstrates how bounded-rationality findings relating to chess can be effectively ove>

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