Question

Research the topics thoroughly using valid, reliable sources.

2-Each student will prepare an 8-12 page research paper (2-3 pages for each question): double-spaced, Times New Roman and 12-point font.

3-Originality is a “must” in research. Therefore, use your own words when answering questions - DO NOT copy text from your book or any other source. Copied answers will result in a zero on this assessment.

4-Use references, if needed. Please use APA format when citing sources.

OB = Organization Behavior

(WE WILL USE SIMILARITY )

I DONT CARE ABOUT TIME, TAKE YOUR TIME

The coronavirus is hitting businesses and their employees. Some businesses are still open and millions of employees are working to serve customers. Some of the employees work in their workplaces while some others work from home. Almost all employees worry whether they will lose their jobs or if they will have a pay cut. It is obvious that unemployment will rise because millions of employees will lose their jobs and the remaining employees may have a pay cut (10, 20, 30, 50%) depending on the position in his/her workplace.

Because of the coronavirus, the business environment has started to change. It is becoming a challenging fast-changing environment. Currently, many managers are faced with difficulties. In the near future and in the long run, they will need to deal with important issues.

Lastly, you have to remember that one can easily manage firms during prosperous times but effective managers flourish during difficult times.

Below is a sample list of terms that you can use when answering the questions.

Job security and protection; Employee morale; Employee stress; Anxiety; Employee wellness; Effective decision making; Work performance; Key competencies; Productive employees; Quality of work produced; Work-life balance; Mental health; Employees in a high-risk health category; Illness; Government sector; Health sector; Security forces.

Q3-How should managers handle an employee that is unable to work due to age or health issues?

Answer 1

How should managers handle an employee that is unable to work due to age or health issues?

In this recent pandemic COVID-19, managers should also be concerend about the health and age faactors of the employees. Because elderly aged employees are more likely to get effected by COVID-19 and are prone to more risk due to less immunity in them. What to do for the person who is chronically ill or has a severe health condition is an ever-present issue facing employers. In addition to the apparent challenges it poses to the company-increased pressure on other workers to take up the slack; failure to adequately hire and maintain job loads; key liability problems-possible state and federal regulatory implications often occur if the absences are not appropriately managed and reported. No ideal way to treat workers with severe health issues is expected. The keys understand that there's a issue, apply all relevant laws to the case, seek to communicate with the employee in the process and record it as faithfully as possible.

At first, Determine the essence of a safety problem for the employee. Is it emotional or physical? Is this a worker insurance problem, if physical? If so, the paper work will be filled out immediately. Will the health problem impact the capacity of the employee to carry out the basic duties of his or her job? Can the employee work on the existing timeline, and are physical disabilities present?
Study and get required details to recognize any physical limitation(s). Review the job description and have the employee provide his / her doctor with a letter describing what limitation(s) are involved.

Secondly, Determine how employer should be impacted by the health problem. Could we meet the limitations? Examine changed plans, medium duty jobs or role changes. If no accommodation is required, the contractor has the duty of proving that such accommodation will be "unnecessary hardship". If no accommodation is provided, the employer must also analyze whether there is a short-term disability, FMLA leave or other unpaid absences leaves. Be sure to complete any and all paperwork in a timely manner, and document all leave taken. Be sure to discriminate between any leave required under federal FMLA and state FMLA, but make sure that all leave taken as FMLA is included in.

After that, Determine how employer should be impacted by the health problem. Could we meet the limitations? Examine changed plans, medium duty jobs or role changes. If no accommodation is required, the contractor has the duty of proving that such accommodation will be "unnecessary hardship". If no accommodation is provided, the employer must also analyze whether there is a short-term disability, FMLA leave or other unpaid absences leaves. Be sure to complete any and all paperwork in a timely manner, and document all leave taken. Be sure to discriminate between any leave required under federal FMLA and state FMLA, but make sure that all leave taken as FMLA is included in.

After that, Tracking of the state of health and the leave available. Earn updates on safety. The employer is authorized to require that the employee keep you informed of their condition. The employee will be told of this provision in writing along with any implications for non-compliance. If it's a rolling or calendar date, track FMLA leave according to policy. Be mindful of the complexities of occasional FMLA leave and make sure to track any frequent absences.

And if they get Back to work. Need a medical clearance before returning. An employer may require the prescribing practitioner to submit a Fitness for Duty Report to the employee. This will also be done to ensure that the person is able to get back to work safely. Be mindful there could be a limited edition. The employee will work here but with restrictions as he / she keeps on recovering. Understand the constraints, and inquire if unsure, for clarification. When there may be an ADA problem, the supervisor must be vigilant to include the employee in the constructive process to decide if a situation can be adjusted without causing unnecessary inconvenience for the supervisor.

Lastly, Recurring questions. In the case of a relapse it is important to provide clear reports of previous leave period. Study handbook rules on all absences leaves and the amount of leave available. Full ADA collaborative process / analysis second round. Chart everything and file papers.

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