Employment equity: managing in a rights-seeking environment

Article Abstract:

The Canadian National (CN) employment equity program is described. The 60,000-employee crown corporation runs a variety of businesses, but its largest component by far is its unionized, male-dominated, blue collar rail operation. The CN employment equity program depends heavily on decentralized communication. Thirty-three employment equity coordinators now represent management groups, targeting meetings toward measurable results and clearly defined goals. Specific corporate initiatives have included 68 scholarships for women registering in non-traditional training programs, upgraded maternity benefits, and deliberate recruiting of women in newspapers and educational organizations. The CN employment equity program has moved beyond exclusive attention to women to consideration of youth employment and human rights compliance as well.

Canada, Labor relations, Businesswomen, Canadian National Railway Co., Equity (Law), Fairness, Labour relations

---

The ethics of managing a diverse workforce in government

Article Abstract:

An essential factor in the ethical management of a diverse workforce is an active involvement in promoting equity in employment. Evidence shows that governments are not committed to developing workforce diversity and managing the workforce in an ethical manner. The City of Toronto, Canada, has implemented an Equal Opportunity Program that is a model of promoting equity in public sector employment. There are seven components to the program, including research, technical support, and the handling of complaints. Governments must be role models for businesses in the ethical management of a diverse workforce.

Political aspects, Employment discrimination, Municipal government, Toronto, Ontario, Public administration

---

Ethics and human resource management in business

Article Abstract:

An ethical orientation is a sound basis for business management that can be disseminated throughout an organization through the efforts of senior management. The commitment of senior management is vital for any moral code of conduct to be implemented in an organization. Senior management can encourage the implementation of ethics in organizations by encouraging a free exchange of ideas through both formal and informal discussions. Warner-Lambert Canada based its quest to become an excellent organization on two principles: concentrating on its core businesses, and implementing an ethical code of conduct.

Analysis, Ethics, Business ethics, Warner-Lambert Canada Inc.

Similar abstracts:

• Abstracts: Implementing managerial cost accounting: A labor case study. Leadership
• Abstracts: Approaches to ethics education. Managing business ethics. Managing ethics: complementary approaches
• Abstracts: Is it too late to save California? Balance on the environment. Revving up
• Abstracts: Quantum agglomeration formation during growth in a combined economic-gravity model. A note on Lee's model of intraurban employment location
• Abstracts: Formalized mentoring. Disability and employment: a guide for managers in the public sector

This website is not affiliated with document authors or copyright owners. This page is provided for informational purposes only. Unintentional errors are possible.