Resolute in Securing Civil Rights Movement

T.A.M.E.D Human Resource is resolute in securing the rights of its associates. Several laws make up the stand against discrimination, harassment, and sexual misconduct. The first of the string of anti-discrimination acts comes from The Equal Pay Act of 1963. Any employer with one or more employees must pay both genders if the work done is substantially the same. Under the law, the work must require equal skill, effort, and responsibility while maintain the same working conditions. Title VII of the Civil Rights Act of 1964, protects against discrimination, making discrimination illegal in hiring, firing, promoting, compensating on the basis of race, color, sex, religion, or national origin. Title VII applies to every employer public or private of 15 or more persons, meaning most major institutions, private business or local and federal government. This also applies to labor unions over 15 members. The only legal exceptions to this Act are circumstances where Bona fide Occupational Qualifications (BFOQ), a Bona fide seniority system or a professionally developed test, are required to discriminate as it pertains to the occupation at hand.

Pregnancy and Immigrant Rights

Several other laws protecting age and pregnancy and addressing immigrant worker rights were instated as time went on. In 1967, The Age Discrimination in Employment Act provides that employers with at least 20 employees cannot discriminate against those who were 40 years old or above. The Pregnancy Discrimination Act of 1978 prohibited pregnancy, childbirth, or a prenatal medical condition discrimination from the work. The PDA ruled that an employer cannot refuse hire a woman because she’s pregnant and must be treated as if she has any other temporary disability. Questions like family planning, marital status, how many current kids the interviewee may have were thereby banned. This also required health insurance plans to come with a pregnancy plan regardless of marital status. 8 years later, The Immigration Reform and Control Act of 1986 was passed, establishing fines against employers who knowingly hire unauthorized aliens. IRCA also made firing or refusing to hire applicants based on national origin or citizenship. Additionally, the IRCA created an employment verification system that required the employee to attest that their work status verified, citizen, national or authorized alien. Subsequently, made it illegal for employers to target national origin for employment verification. The IRCA made it an offense to use welfare benefits via Social Security while also acting as an amnesty program for aliens who could prove they resided in the U.S long enough and have no criminal record.

Disability Rights

A movement to protect disabled Americans made stride in 1973 where The Rehabilitation Act prohibited discrimination of disabled workers who are employed by government contractors and subcontractors. This law established a legal definition of disability that was then used in the landmark American with Disabilities Act of 1990. The ADA criminalized discrimination against qualified individuals with a… “physical or mental impairment that substantially limits one or more major life activities… a history or record of such an impairment, or… perceived by others as having such an impairment.” This required employers to make “reasonable accommodations” to those in need to perform the core functions of a job, unless it presented an “undue hardship”. In 2008, The ADA Amendments Act expanded the definition of “Major life activities” and made more applicants and employees eligible for “reasonable accommodations” and ADA programs.

Alongside Title VII as one of the most important discriminatory legislation, The Civil Rights Act of 1991 codified more a sophisticated theory of discrimination, included the Glass Ceiling Act, as well as overturned two major supreme court rulings that made it more difficult for discriminated individuals to obtain a satisfactory verdict. Price Waterhouse v. Hopkins and Wards Cove Packing Co. v. Antonio (1989) rulings prompted action from congress which allowed businesses to continue to use methods that caused discrimination if they could prove the method would be used regardless of intentions or prove there was a business justification. The following act, solidified the idea of Statistical Discrimination into American law. According to this theory, there are two types of discrimination, Disparate Treatment and Adverse impact. Treatment is the run-of-the-mill case where an employer discriminates against protected classes. Adverse Impact is the more complicated of the two, requiring no intentional discrimination from the employer. Adverse Impact occurs if women and minorities are not hired at the rate of at least 80% of the best-achieving group; this is also known as the four-fifths rule.

The EEOC

Since The Civil Rights Act of 1963, the EEOC has been on the forefront of anti-discrimination practices in the US. As time has gone on, the EEOC has progressively been given more power to fight discrimination in the workplace via Congressional administration. In 1972, the EEOC was given the power to pursue litigation against those shown to have discriminatory practices, either through disparate treatment or impact. However, not every case is spear fronted by the EEOC. There are several factors that allow the EEOC to make the best decision on whether to invest into the case, including but not limited to: Number of people affected, Charges against the employer, the severity of the damages, and what sort of charge. As litigation goes, EEOC have a likelier chance of involving themselves if it proposes a marginal change on how current anti-discrimination practices function or if practices target a firm with large influence that could change cultural corporate structures for the better for an example.

Human Resource Planning & Job Analysis

Importance of Job analysis

We here at the prestigious T.A.M.E.D. Technologies take our forecast requirements and available at a high importance. This means that we ensure that we hire capable employees with the necessary skills and plan for what T.A.M.E.D. Technologies will need in the future, all while trying to keep our employee turnover low. Our detailed job analysis is conducted in a fashion that protects us here at T.A.M.E.D. Technologies but also protects you the applicant from applying to a job without knowing the duties and expectations we demand. Our job analysis serves: staffing, training and development, performance appraisal, compensation, safety and health.

Job analysis methods, Job Descriptions

T.A.M.E.D. Technologies provides a 3-step interview process before we offer any position. If an applicant passes one step he/she will move along to the next step. After passing and completing Step 3, an offer will be given. The applicant will have 3 weeks to accept the offer or counteroffer. If failed to respond within the three weeks, the offer will be null and void.

Step 1: The applicant will have a one on one webcam interview with one of our hiring managers. Our hiring manager will provide more insight into the job at hand and expected duties to be performed. In this interview, the hiring manager will give a structured behavioral interview for organizational fit. We want every employee at T.A.M.E.D. Technologies to share company culture and values because we believe in doing things the right way, all the time, regardless of who is watching.

Cite this page