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The Concept of Reasonable Accommodation
Reasonable accommodation is part of the human rights legislation of Canada and it refers to the adjustment of employment policies and practices that an employer may be expected to make so that no individual is denied benefits, disadvantaged in employment or prevented from carrying out the essential components of a job because of the grounds prohibited in human rights legislation (Dessler, Chhinzer, & Cole, 2014). These barriers could be in the form of disability, religious views, race, family status or gender. In events where these factors prevent an employee from performing their duty and is dismissed or sidelined due to it, it is viewed by the Canadian legislation system as a form of discrimination.
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There are specific criteria as set up to determine if an employer has met the duty to accommodate. Firstly the employer must find appropriate means to meet the accommodation without being discriminatory or disrespectful. In the process of accommodation at no point should the employees other civil liberties and rights be compromised.
CRITERIA THAT ENDS EMPLOYERS RESPONSIBILITY TO REASONABLY ACCOMMODATE
There are several criteria that end the employers’ responsibility to accommodate an employee. One is if a solution has been implemented that reasonably accommodates the employee. The other criteria that end the duty to accommodate are as follows:
1. Rejection of an offer that meets the prohibited grounds related (Public Service agency Province of British Columbia, 2008)
2. The employee refuses to provide the necessary information required to assess the need and the criteria of accommodation. (Public Service agency Province of British Columbia, 2008)
3. A union refuses to participate in the accommodation process or fails to give consent to accommodation, thereby rendering the employer unable to act (Public Service agency Province of British Columbia,
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Undue hardship is defined as the financial cost of the accommodation, outsourcing costs or health and safety risks to the presented to the other employees making accommodation difficult. The standard that classifies undue hardship is a high one as the law recognizes this is the point at which employees right to be free from discrimination is outweighed by employers need to structure and conduct its workplace in a certain manner (Public Service agency Province of British Columbia, 2008). The according to the Ontario legislation code sets only these standards, therefore no other considerations could be taken into account when justifying undue hardship for accommodation. At no point can reasons of business inconvenience, employee morale, third part preferences or contracts be used as reasons for not accommodating employees (Ontario Human Rights Commission). However prior an organization claims undue hardship the organization is expected to consider other options such as cost recovery, tax breaks, distributing costs, expert opinions and other accommodation methods that would not present the employer undue
...g went to the fact that even though the business did not purposely discriminate, it did in fact due to a policy that is discriminatory in nature. In other words, the true reason for the firing was directly related to substance abuse. Although the employee was technically not let go due to the abuse specifically, the fact that this occurred in fact is enough to render the policy unfair. I feel that this law provides great value to my workplace as, it protects those who have made mistakes at the workplace due to a disability. In this case it was substance abuse, but the same concept could be applied to other conditions that alter behavior.
In the case of a reasonable person test, “a reasonable person in [the employee 's] position would have felt that he was forced to quit because of intolerable and discriminatory working conditions.” The evidence was inconclusive due to Thomas’ “subjective personal discomfort, however, was most likely not the product of any action by appellees but, rather, the product of human nature.” Thomas v. Douglas
The case study of GMFC provides an example of a company attempting to avoid unionization of its workers. GMFC is expanding by building a new U.S. plant which will manufacture motorized recreational equipment. The company plans to hire about 500 production workers to assemble mechanical components, fabricate fiberglass body parts, and assemble the final products. In order to avoid the expected union campaign by the United Automobile Workers (UAW) to organize its workers, GMFC must implement specific strategies to keep the new plant union-free. GMFC’s planning committee offers suggestions with regards to the plant’s size, location, staffing, wages and benefits, and other employee relations issues in order to defend the company against the negative effects of unionization and increase...
History shows that there has been conflict of power within the workforce between union and management. This essay will discuss if management should have the right to determine whether a union should operate within their workplace. It is necessary first to discuss the roles of unions and management in the workplace and discuss both points of view on the power distribution between unions and management in the workplace.
Providing employees the right to select a union to act as their collective bargaining agent.
Reasonable accommodation is when an employer accommodates by enabling the worker to do the job by making changes to the job or workplace or even providing assistance to the worker. These accommodations may include making existing facilities readily...
DeMaria, A. T. (2009). Pragmatic reasons to maintain union-free status. Management Report for Nonunion Organizations (Wiley), 32(11), 3.
equally and lawfully treat or even hire workers can expose the agency to action such as lawsuits,
Define the notions of functional and dysfunctional discrimination as they apply to the workplace context. 100 words
However, this definition covers privacy and protection from government. To work productively, especially when the work may be physical, it is nearly impossible to keep one’s privacy. The relationship between employer and employee is based on a contract. The employee provides work for the employer and in return he is paid. If the employee cannot provide services because of problems such as drug abuse, then he is violating the contract.
Haynes, P. (2005). Filling the vacuum? Non-union employee voice in the Auckland hotel industry. Employee Relations, 27(3), 259-271.
Willman, P. (2004) 'Structuring Unions: The Administrative Rationality of Collective Action' in Kelly, J .and Willman, P. (eds.) Union Organisation and Activity, pp. 73-89 London: Routledge.
Accommodation - puts measures in place that allow employees to request special consideration, up to the point of undue hardship to the company, to accommodate physical accessibility issues.
A collective bargaining agreement collectively sets the terms on which an employer offers individual work contracts to each of its employees in the bargaining unit. A bargaining agreement, also herein referred to as a labour agreement, is a legally enforceable written commitment, which states the rights and duties of all parties involved. The labour agreement should be made in good faith and is intended to be observed and not violated. The National Labour Relations Act obligates employers and unions to bargain in good faith concerning terms and conditions of employment, including hours and wages. Like any normal contract, competent parties must enter into a labour agreement. However, a labour agreement is unique from other legal contracts in that there is no consideration involved and nothing tangible is exchanged. Many, but not all, unions require formal ratification of a new labour contract by a majority membership acceptance, which is determined through vote by the members. Until majority approval of those voting in a ratification election is received, the proposed labour contract is not final. While each labour agreement is unique to the needs of an organization and its employees, most agreements include five issues: (1) Management Rights, (2) Union Security, (3) Wages and Benefits, (4) Individual Security (Seniority) Rights, and (5) Dispute Resolution. Management Rights “Management” is the process of working with people and resources to accomplish organizational goals by making the best possible use of money, time, materials and people. The management process, when properly executed, involves a wide variety of activities including planning, organizing, directing and controlling. It is management’s role to perform all of these functions in order to maximize results.
When it comes to contract negotiations, labor unions may differ from one and another throughout the different industries, but they usually share the same goals when it involves contract negotiations (Sloane & Witney, 2010). During these procedures, demands are usually made by from both parties, the employer and the union; this processes main goal is to negotiate a written agreement between each other covering a multitude of issues and concerns (Sloane & Witney, 2010). These talks are typically the most confrontational part of the relationship between labor unions and management, especially when it comes to wage issues (Mayhew, n.d.). This author will take a look the wages and wage-related issues, employee benefits, institutional issues, administrative clauses, and make recommendation that will would prevent wage-related grievances from happening.