DISCUSSION QUESTIONS
1. Do you agree that the employer usually has the upper hand when it comes to establishing the employment relationship? When might the employee have maximum power over the employer?
2. What are the limitations of disparate impact statistics as indicators of potential staffing discrimination?
3. Why is each of the four situational factors necessary for establishing a claim of disparate treatment?
4. What factors would lead an organization to enter into a consent agreement rather than continue pursuing a suit in court?
5. What are the differences between staffing in the private sector and staffing in the public sector? Why would private employers probably resist adopting many of the characteristics of public staffing systems?
ETHICAL ISSUES
1. Assume that you're the staffing manager in an organization that informally, but strongly, discourages you and other managers from hiring people with disabilities. The organization's rationale is that people with disabilities are unlikely to be high performers or long-teini employees and are costly to train, insure, and integrate into the work unit. What is your ethical assessment of the organization's stance? Do you have any ethical obligations to try to change the stance, and if so, how might you go about that?
2. Assume the organization you work for strictly adheres to the law in its rela¬tionships with employees and job applicants. The organization calls it "staffing by the book." But beyond that it seems anything goes in terms of tolerated staffing practices. What is your assessment of this approach?
Prepare a written report that presents a convincing disparate treatment claim that Gus had been intentionally discriminated against on the basis of his age. Do not address the claim as one of disparate impact.
Present a convincing rebuttal, from the viewpoint of BPIC, to this disparate treatment claim.
Attachment:- case study.pdf