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Question 1.1. (TCO C) Assume the company you work for practices strict adherence to the law in its relationships with employees and job applicants. The company calls it staffing by the book. But beyond that, it feels that anything goes in terms of tolerated staffing practices. What is your assessment of this approach? Compare and contrast the employment relationship between employer-employee, independent contractors, and temporary employees. (Points : 30) Question 2.2. (TCO F) You are a staffing professional. Describe how you might go about determining scores for applicants’ responses to: a. interview questions, b. letters of recommendation, and c. questions about previous work experience. (Points : 25) Question 3.3. (TCO H) There are numerous negative organizational consequences to firing employees, including the discomfort of the supervisor who delivers the termination information, conflict or sabotage from the departing employee, and the potential for a lawsuit. In response, many supervisors provide problem employees unpleasant work tasks, reduced working hours, or otherwise negatively modify their jobs in hopes that the problem employees will simply quit. What are the ethical issues raised by this strategy? (Points : 30)

Question 1.1. (TCO C) Assume the company you work for practices strict adherence to the law in its relationships with employees and job applicants. The company calls it staffing by the book. But beyond that, it feels that anything goes in terms of tolerated staffing practices. What is your assessment of this approach? Compare and contrast the employment relationship between employer-employee, independent contractors, and temporary employees. (Points : 30)

Question 2.2. (TCO F) You are a staffing professional. Describe how you might go about determining scores for applicants’ responses to: a. interview questions, b. letters of recommendation, and c. questions about previous work experience. (Points : 25)

Question 3.3. (TCO H) There are numerous negative organizational consequences to firing employees, including the discomfort of the supervisor who delivers the termination information, conflict or sabotage from the departing employee, and the potential for a lawsuit. In response, many supervisors provide problem employees unpleasant work tasks, reduced working hours, or otherwise negatively modify their jobs in hopes that the problem employees will simply quit. What are the ethical issues raised by this strategy? (Points : 30)

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