Discussion 1
Some companies, such as DuPont, are well known for organizational commitment to employee health and safety. Others complain about the high cost of OHSA compliance and give minimal attention to health and safety. To what extent should owners and managers be held personally liable for breaches of health and safety requirements? Is it appropriate that managers be given criminal punishment for health and safety violations?
For example, a Bronx, NY junk yard owner was recently sentenced to six months in jail, four and a half years of probation, and a fine of $16,000 for ordering an employee into a fuel tank containing toxic fumes without respiratory protection (press release from New York Attorney General's office, 2005).
Should owners and managers be held criminally liable for unsafe and unhealthy acts? Discuss whether you agree or disagree and why or why not. To what extent should it be the organization as opposed to the manager that is held liable? What individual responsibility do managers have? What is the responsibility of top managers as compared to front-line managers?
Should organizations be allowed to pay fines for their managers?
Justify your answer using examples and reasoning .ATLEAST 250 WORDS
Discussion 2
Over the years, the HRM function that we know today has evolved from the "personnel" department, where it was largely responsible for hiring people, administratively getting them on roll, handling discipline problems, administrating a few programs, and planning the annual picnic. It was one of the least respected functions in the organization. One hears all the time that "human capital is our most important asset."
Yet, in many organizations, HRM is still struggling for respect-to be on a par with other departments and to have a seat at the "strategy table"-meeting with the CEO and leaders from the core of the organization. It is clear that HRM managers want a place at the table, but there is little evidence that this is occurring on a widespread basis.
What are at least two contributions that HRM can make to the strategy table? Make a case for why it does deserve to be there. What can HRM do to contribute at the strategy table, and what must it do to earn a seat there?
Is it necessary for the organization's strategy development process to include HRM issues (or are these things that should be considered once the strategy has been developed)?
The response should include a reference list. Double-space, using Times New Roman 12 pnt font, one-inch margins, and APA style of writing and citations.