December 20, 2011

Business System - Free Markets - Ethics

Free market system may have variety of competitive market systems depending on the product life cycle and competitive situation in a product market (industry). Perfect competition, oligopoly, duopoly, and monopoly are some of the types.

Perfect competition

In a perfectly competitiive market, there are numerous buyers and sellers and none of them will have sizeable market share. Entry and exit of buyers and sellers is free. In a perfectly competitive market, prices and quantities always move toward the equilibrium point.

Velasquez wrote, perfectly competitive free market achieves or satisfies three moral criteria: Justice, Utility and Rights.

Capitalist criterion of justice: Benefits and burdens are distributed justly when a person receives in return at least the value of the contribution he or she made to an enterprise. Fairness is getting paid fully, in return for what one contributes. It is this form of justice (capitalist criterion of justice) that is achieved in perfectly free competitive markets.

Monopoly

Unregulated monopoly markets can fall short of the three values - capitalist justice, economic efficiency, and respect for negative rights that perfect competitive markets achieve.

Oligopoly

Oligopoly also can result in shortfall of the three values: capitalist justice, economic efficiency, and respect for negative rights that perfect competitive markets achieve. In oligopoly markets price-fixing, manipulation of supply, exclusive dealing arrangements, tying arrangements, retail price maintenance arrangements, price discrimination are identified as unethical practices.



References

Manuel G. Velasquez, Business Ethics: Concepts and Cases, Fourth Edition, Prentice Hall Inc., Upper Saddle River, N.J., 1998, Business Ethis by Manuel G. Velasquez - Book Information and Review

First published in
http://knol.google.com/k/narayana-rao/free-or-competitive-markets-and/2utb2lsm2k7a/1720#

December 15, 2011

Predetermined Motion Time Systems (PMTS)

Predetermined Motion Time System (PMTS) - Introduction


A predetermined motion time system (PMTS) consists of a set of time data for basic human motions and a systematic procedure which analyses and subdivides any manual operation of human task into motions, body movements, or other elements of human performance, and assigns to each the appropriate time value.

Each system of time data was originally developed from extensive studies of all aspects of human performance through measurement, evaluation, and validation procedures.


PMTS in Use

Barnes listed 9 perdetermined motion time systems in his 1980 Edition.

They are:
1. Motion-Time Analysis (MTA) - 1924
2. Body Member Movements - 1938
3. Motion Time Data for Assembly Work - 1938
4. The Work-Factor System 1938
5. Elemental Time Standard for Basic Manual Work 1942
6. Methods-Time Measurement (MTM) 1948
7. Basic Motion Timestudy (BMT) 1950
8. Dimensional Motion Times (DMT) 1952
9. Predetermined HumanWork Times 1952

Source: Barnes, Ralph M., Motion and Time Study: Design and Measurement of Work, Seventh Edition, 1980, Chapter 27.


PMTS - Differences

Predetermined motion time systems can be categorized as motion based, action based and activity based systems.

Motion based systems

MTM
BMT
MODAPTS

Action based systems

GSD
MTM-MEK
USD
MSD
MTM-2
MTM-3

Activity based systems
BasicMOST
MiniMOST
MaxiMOST

MTM


"MTM" stands for Methods-Time Measurement. It is a procedure for improving methods and establishing time standards by recognizing, classifying, and describing the motions used or required to perform a given operation and assigning pre-determined time standards to these motions.

MTM evolved into a dynamic family of systems. It is continuing to grow and meet more needs of its practitioners and users. It has developed from a single system of work measurement and analysis to a family of systems that meets the varied demands of different users.

The basic MTM data was developed by H B Maynard, J L Schwab and G J Stegemerten of the Methods Engineering Council during a consultancy assignment at the Westinghouse Brake and Signal Corporation, USA in the 1940's. This data and the application rules for the MTM system were refined, extended, defined, industrially tested and documented as a result of further work in later years.

In 1948 Maynard, Stegemerten and Schwab published the book "Methods ­Time Measurement" giving full details of the development of the MTM system and its application rules. The use of MTM spread, firstly in the USA, and then to other industrialised countries. In 1951 the US/Canada MTM Association for Standards and Research was formed by MTM users. The system originators then assigned the MTM copyrights to the MTM Association. (http://www.ukmtm.co.uk/systems/mtm-1.asp )

In 1963, a new member of MTM family with the name MTM-GPD (General Purpose Data) was introduced. The original MTM of 1948 was termed as MTM-1.

MTM-1

The unit of time used in MTM tables is one hundred-thouandath of an hour (0.00001 hour). The time units of MTM aer referred to as Time Measurement Unit (TMU). One TMU is equal to 0.0006 minute.

The basic motions used in MTM-1 are:

Reach - R
Move - M
Turn - T
Apply Pressure - AP
Grasp - G
Position - P
Release - RL
Disengage - D
Eye Travel - ET and Eye Focus - EF
Leg Foot Motions: FM, FMP, LM_,
Horizontal Motions - Side Step - SS_C1, SS_C2, Turn Body TBC1, TBC2,
Walk: W_FT, W_P, W_PO
Vertical Motion SIT, STD, [B,S,KOK], [AB,AS,AKOK], KBK, AKBK

Source: Barnes, Ralph M., Motion and Time Study: Design and Measurement of Work, Seventh Edition, 1980, Chapter 28.

Generic Systems of MTM

MTM Systems designed to do work measurement in multiple environments.

MTM-1®

MTM-1 is the basic system form which all other MTM systems have been developed. This system is used worldwide. It determines the time necessary for performing a given operation by analyzing the manual motions required and assigning a time value to each. MTM-1 is ideally suited to use in high volume production environments.

MTM-UAS®

MTM-UAS represents a second generation of synthesized data, based on the MTM-1 system. It was constructed through use of statistical analysis of basic MTM-1 motion patterns. This system is best-suited for use in environments which exhibit the characteristics of batch production.

MTM-MEK®

MTM-MEK, a third generation system based on statistical analysis of MTM-1 data, is designed for economical measurement of small lot or one-of-a-kind production, with long-cycle times, as well as other infrequently performed tasks previously considered too costly or difficult to measure.

THE 4M® SYSTEM

4M is a second level system used to convey MTM-1 level information to the MTM-LINK software for use in methods analysis and standards development. It is suited to long run production.

MTM-BTM

MTM-B represents a third generation of synthesized data, based on the MTM-UAS system. It was constructed through use of statistical analysis of basic MTM-UAS motion patterns. This system is best-suited for use as an estimating tool where the primary focus is speed of application. MTM-B is offered as a data module of the MTM-LINK Software System. Manual application is not supported.



Functional MTM Systems

MTM Systems applicable to specific work measurement environments.

MTM-HC® (Healthcare)

MTM-HC is a standard database devoted specifically to healthcare activities.

MTM-C® (Clerical Activity)

MTM-C is designed specifically for measuring clerical activity.

MTM-V® (Machine Shop)

MTM-V is a standard data system for measuring difficult-to-time long cycle manual machine shop tasks.

MTM-TE® (Electronic Test)

MTM-TE is a standard data system for measuring mental and manual activity in the electronic test environment.

MTM-M® (Work Under Microscopes)

MTM-M is the only system available which is capable of accurately measuring assembly, wiring, soldering and other work performed under microscopes.

(Source: http://www.mtm.org/systems.htm )


MTM software

The MTM software family of help to industrial engineers consists of:

* TiCon®
* MTM-LINK®
* ADAM®
* Time Ladders
* PC Graphics®


MTM Association Publications - Books
( http://www.mtm.org/pubs.htm )

Books can be ordered through the MTM Association.

MTM - FIRST TIME RIGHT ... A fascinating journey through MTM history, research, and application. By the International MTM Directorate

Basic Motions of MTM ... A clear presentation of MTM-1 motions, their coding, application rules, and TMU values. By William Antis, John Honeycutt and Edward Koch

Standard Data Systems and Their Construction ... The development, verification, maintenance and use of standard data from planning through production. By V. Aulanko, j. Hotanen and A. Salonen

MTM RESEARCH REPORTS

MTM Research reports can be ordered through the MTM Association.

The Research Reports are:

R.R. 101 DISENGAGE ... Preliminary study and theory of disengage.
R.R. 102 READING OPERATIONS ...Synopsis of work done by eleven leading authorities.
R.R.104 MTM ANALYSIS OF PERFORMANCE RATING SYSTEMS ...An analysis of performance rating systems and various rating films from an MTM standpoint.
R.R. 105 A STUDY OF SIMULTANEOUS MOTIONS ... Final report of the Simultaneous Motions project undertaken by the MTM Association. Presents a great deal of new and valuable information which should be of interest to every MTM practitioner.
R.R. 106 SHORT REACHES AND MOVES ... An analysis of the characteristics of Reaches and Moves at very short distances. It develops important conclusions concerning the application of MTM to operations involving short distance elements.
R.R. 107 A RESEARCH METHODS MANUAL ...An effective and comprehensive set of methods for carrying on research in human motions. Major techniques, adequate sources of motion data, film analysis, data recording, and statistical methods of analysis are among the topics discussed.
R.R. 108 A STUDY OF ARM MOVEMENTS INVOLVING WEIGHT ...The effect of weight on the performance times of arm movements is presented, along with a comprehensive discussion of the whole area of weight phenomena.
R.R. 109 A STUDY OF POSITIONING MOVEMENTS ...I. The General Characteristics. II. Appendix - Defines "positioning movements and the inter-relation of component movements". The study is limited to the laboratory analysis.
R.R. 110 A STUDY OF POSITIONING MOVEMENTS III ... Application to Industrial Work Measurement. This report, the second on position, relates the results of the position research to the field of application. This study deals with actual industrial operators, work measurement tools and improving manual activity through better understanding of positioning movements.
R.R. 111 INDUSTRIAL RESEARCH ON THE ELEMENT APPLY PRESSURE ...Examines the element "Apply Pressure" under factory conditions. The report contains a descriptive analysis of the fundamental structure of the element Apply Pressure along with numerical data gathered in the research.
R.R. 112 LEARNING CURVE RESEARCH ON SHORT-CYCLE OPERATION ...A report of the first of a series of experiments which have been performed to determine how people learn the most common MTM motions. This is the preliminary or "laboratory" phase of the project Learning. This phase of the Learning project provided a series of prediction equations for the most frequently used elements.
R.R. 113A LEARNING CURVE RESEARCH ON MANUAL OPERATIONS ...Presents the results of Learning. The report details a method of combining the Learning Curves of R.R. 112 to develop a prediction equation covering an overall learning Curve for a manual operation.
R.R. 114 FACTORS IN MANUAL SKILL TRAINING ...Results of four years' study at the University of Michigan on the various factors involved in the learning process required to attain a manual skill especially the learning that occurs after the person barely knows how to do the operation.
R.R. 115 PREDICTION OF ELEMENTAL MOTION PERFORMANCE USING PERSONNEL SELECTION TESTS ... A general methodology for predicting the level of performance an individual should be able to attain when working on a manual task where a pre-determined time standard is a measure of his performance. The Methods-Time Measurement system is the system used.


Originally posted in
http://knol.google.com/k/narayana-rao/predetermined-motion-time-systems-pmts/2utb2lsm2k7a/2735#



Industrial Engineering Knowledge Revision Plan - One Year Plan


January - February - March - April - May - June



Product Design Efficiency Engineering

Industrial engineers are system efficiency designers. They evaluate the efficiency of various functional system designs proposed by functional designers and managers and wherever inefficiencies are found, will facilitate removal of them.
Product design efficiency engineering is an activity of industrial engineers.
_______________________________________________________________

Industrial engineers are system efficiency designers. They evaluate the efficiency of various functional system designs proposed by functional designers and managers and wherever inefficiencies are found, will facilitate removal of them.


Product design efficiency engineering is an activity of industrial engineers. As a part of the method study, the techniques of methods efficiency engineering, industrial engineers examined the efficiency of design. The development of value engineering systematized the product design efficiency engineering process. L.D. Miles started the value engineering process and did an immense service to the society.

Efficiency of the designs is analyzed with respect to its functions, its features, subassembly design, component specifications including tolerances and fits, material specifications, use of standard boughtout parts, and manufacturing processes employed in value engineering. Value engineering practice has given immense savings in the product costs in various industrial sectors.


Knol: Part of Industrial Engineering Course Page -

Introduction to Industrial Engineering - Course at NITIE
___________________________________________________________________________________________
Web Page Related to Design Efficiency

Design Efficiency Will Keep Your Product From BOMing Out
http://electronicdesign.com/article/boards-modules-systems/design-efficiency-will-keep-your-product-from-bomi.aspx

Fitting Product Design to Production Efficiency
http://www.industryweek.com/articles/fitting_product_design_to_production_efficiency_15335.aspx

Shaping Efficiency Using CHiL Semiconductor Digital Algorithms
http://www.pddnet.com/editorial-david-williams-shaping-efficiency-using-chil-semiconductor-digital-algorithms-042310/

Palletisation efficiency as a criterion for product design
By Eberhard E. Bischoff
Journal: OR Spectrum, Issue Volume 19, Number 2 / April, 1997, Pages:139-145

Design Efficiency of Market Seeker Strategy and Marker Leader Strategy
http://www.idemployee.id.tue.nl/g.w.m.rauterberg/conferences/CD_doNotOpen/ADC/final_paper/153.pdf

INTELLIGENT DESIGN, EFFICIENCY, AND FUNCTIONALITY:
THE H1B BENT AXIS MOTOR ADVANTAGE
Bob Jensen, Technical Support Team Engineer, Sauer-Danfoss
December 14, 2009
http://www.sauer-danfoss.com/stellent/groups/public/documents/web_content/c019192.pdf


Article originally posted in
http://knol.google.com/k/narayana-rao/product-design-efficiency-engineering/2utb2lsm2k7a/2594#


Industrial Engineering Knowledge Revision Plan - One Year Plan


January - February - March - April - May - June



December 14, 2011

Engineering Economics is an Efficiency Improvement Tool for Industrial Engineers

An Article to Note


The Role of IE in Engineering Economics.


By Riel, Philippe F.
IIE Solutions, April 1998


Industrial engineering (IE) plays a significant role in engineering economics. IE promotes investment justification processes that determine the appropriateness and value of projects. It also supports investment analyses correlated with the overall corporate strategy. Moreover, IE advocates evaluation processes that advance interdisciplinary thinking among company employees who design cost models and evaluation frameworks that are utilized in decision support systems for a variety of technological projects.


______________________________________________________________

The idea that I advocate in this article is that the set of evaluation methods of Engineering Economics is an efficiency improvement tool in the hands of industrial engineer. Industrial engineering is human effort engineering and system efficiency engineering.


The system functional designers come out with an effective system design that produces an output acceptable to the customer and may also be profitable with reference to the rate of return prescribed by the organization. That does not mean that it is the most efficient solution. In the system engineering process, there is a step in which the proposed basic system is evaluated in various dimensions and further optimization is done. Industrial engineers make efficiency evaluation in various dimensions and further improve the efficiency. Engineering economics is one such area. Engineering economics indicates that search for economic efficiency has to take place on either side of currently proposed engineering equipment. Industrial engineers have to consider various engineering alternatives to the one currently proposed by the system synthesizer to evaluate the current efficiency and if needed propose alternatives that improve the system efficiency using engineering economics methods.




_______________________________________________________________
A Quote


Engineering Economics is applicable to all the fields of engineering since engineers design and make things that people buy. However, it is especially significant to Industrial Engineering, Systems Engineering, and Management Engineering, since these disciplines often are involved in the cost management of engineering systems.


http://www.download-it.org/free_files/Pages%20from%20Chapter%2016%20-%20Engineering%20Economics%20-1faea7ed1d0c63b4b3980e536ad46e1e.pdf


________________________________________________________________

Engineering Economic Appraisal - A Special Role for Industrial Engineers

Engineering economic analysis is to be carried out by all engineers. These analysis reports must be appraised by IE department engineers. IEs can evaluate whether sufficient technical alternatives were considered in proposing the technical solution now recommended and then check the data and calculations of the economic analysis. From IE department, the proposal can go the project appraisal committee.


Engineering Economics is part of Industrial Engineering Tool Kit

Industrial Engineering Tool Kit

_________________________________________________________________

Bibliography


Engineering Economics, John M.Watts, Jr., and Robert E. Chapman
http://fire.nist.gov/bfrlpubs/build02/PDF/b02155.pdf




__________________________________________________________________

Related Knols

Engineering Economy or Engineering Economics: Economic Decision Making by Engineers
Engineering Economics - Knol Book
ngineering Economy or Engineering Economics - Videos

Article originally posted at
http://knol.google.com/k/narayana-rao/engineering-economics-is-an-efficiency/ 2utb2lsm2k7a/ 2270


Industrial Engineering Knowledge Revision Plan - One Year Plan


January - February - March - April - May - June



Shigeo Shingo - The Japanese Industrial Engineer

Introduction

Regarded as one of the most important figures in the history of manufacturing of Japan for his contributions to improving manufacturing processes, Shigeo Shingo has been described as an “engineering genius.” He has authored several books including, A Study of the Toyota Production System; A Revolution in Manufacturing: The SMED System; Zero Quality Control: Source Inspection and the Poka-yoke System; The Sayings of Shigeo Shingo: Key Strategies for Plant Improvement; and Non-Stock Production: The Shingo System for Continuous Improvement.

I studied his book The Sayings of Shigeo Shingo: Key Strategies for Plant Improvement first. This book is full of short stories that explain the strategies for plant improvement.

Education

Shigeo Shingo was born in 1909 at Saga City, Japan. He attended the Saga Technical High School and graduated from Yamanashi Technical College. In 1930 he went to work for the Taipei Railway Company.
In 1943 shingo was transferred to the Amano Manufacturing Plant in Yokohama. As Manufacturing Section Chief, he raised productivity 100% [strategosinc].

Shigeo Shingo's Association with JMA

Shigeo Shingo joined the Japan Management Association (JMA) as a management consultant in 1945.

One of his first projects was at Hitachi Ltd.’s vehicle manufacturing plant in Kasado, Japan. Here he clarified that the objective of industrial engineering was to improve the process, not the individual operations in isolation, and that any improvement to the operations must be measured by its contribution to the improvement of the process.

In 1950, while working at Toyo Kogyo, Shingo came out with idea that setup operation is composed of “internal setup” (IED) and “external setup” (OED). Seven years later at Mitsubishi Shipbuilding’s Hiroshima shipyards he further developed exchange of dies process with the concept of shifting IED to OED.

In 1954, Morita Masanobu of Toyota Motor Co. attended one of Shingo’s courses. When he returned to Toyota, he applied some of the concepts he had learned and achieved great results. One year later, Shingo was invited to Toyota and began industrial engineering and factory improvement training at Toyota for both its employees and parts suppliers. At that point, at just short of 10 years with JMA, he had worked with over 300 companies to improve manufacturing process and had taught his innovative concepts to hundreds of manufacturing professionals in Japan.

Shingo began his association with Taichi Ohno of Toyota in 1956, a relationship that would last for over twenty years. Shingo was regarded as a teacher who could solve problems and develop new techniques while Ohno was the passionate visionary. Shingo created and wrote about many aspects of the revolutionary manufacturing practices which became components of the renowned Toyota Production System. When asked whether it was he or Ohno that created the Toyota Production System, Shingo took full credit, saying, "I did, for I was Ohno's teacher." (JMA) Ohno successfully applied many of Shingo’s concepts such as SMED and Poka-yoke which led to great success for Toyota. But Shingo wrote in his book that he was challenged by Taichi Ohno to come out with SMED and Shingo could come out with SMED. Shingo used his expertise with die changing process under the challenge put forward by Ohno to come out with the SMED process.

Shingeo Shingo left the Japan Management Association in 1959 to found the Institute of Management Improvement.

Recognition and Awards

Utah State University recognized Dr. Shingo for his lifetime accomplishments with an Honorary Doctorate in Business in 1988 and began awarding the Shingo Prize for Excellence in Manufacturing to companies that demonstrate excellence in manufacturing practices which translate into excellent customer satisfaction and business results.






References

Strategosinc, http://www.strategosinc.com/shigeo_shingo.htm

JMA, Shingo with Japan Management Association,
http://www.jmac-america.com/ShigeoShingo.htm


____________________________________________________________________

Bibliography

Shingo's Contribution to Toyota Production System
http://www.leaninstituut.nl/publications/Shigeo%20Shingo's%20influence%20on%20TPS.pdf

Shingo with Japan Management Association
http://www.jmac-america.com/ShigeoShingo.htm

Shingo - Some Resources
http://www.lib.uwo.ca/programs/generalbusiness/shingo.html

Originally posted at
http://knol.google.com/k/shigeo-shingo-the-japanese-industrial-engineer#


Industrial Engineering Knowledge Revision Plan - One Year Plan


January - February - March - April - May - June



Systems Improvement

Productivity Improvement Idea Bank
Resource for Industrial Engineers

2011

March 2011
Transform the way you store and manage data with EqualLogic (Dell)

Information is at the core of business value. Ignited by the need for real-time data access, enterprise mobility and pervasive virtualization, it’s no surprise that storage growth is expected to accelerate past 60% per year through 2020*. On average, essentially doubling every 18 months*. As if managing your organizations data growth isn’t enough, doing it on a flat annual budget makes it even more challenging.

Consider the Dell EqualLogic virtual iSCSI SAN. Its seamlessly scalable architecture and intelligent array software natively integrates with your tier-1 application and virtual environments to help you efficiently manage data without adding complexity. EqualLogic’s automation can help save you 45 days per year on common storage tasks and accelerate VM deployments by over 70%. Learn more about why virtual storage is an ideal solution for efficiently managing your data growth

http://www.dellenterprise.com/goto/equallogic/default.aspx?wt.mc_id=EBCFY12Q1018


2010

October 2010 - Air plane
Reinvent Your Hawker
More Speed, Fuel economy (7%)
Avaition Partners Winglets
http://www.duncanaviation.aero/airframe/promotions/winglets/hawker.php

2005

Design-build model can increase productivity in construction industry compared to design-bid-build model.
http://www.mcdean.com/services/docs/prefab%20bill%20dean%20article.pdf


_____________________________________
2004

T N S Machining, Inc. has found a universal shop-wide coolant that has solved many common operational problems. PICOCOOL 5254, a new generation high technology synthetic coolant, provides excellent lubricity for a variety of machining operations on many different materials especially difficult aluminum alloys. Reduced machine downtime and improve machining.
(Source: http://www.picochemical.com/mag/T%20N%20S%20Machining%20Productivity%20Improvement.doc)
___________


Industrial Engineering Knowledge Revision Plan - One Year Plan


January - February - March - April - May - June



The Legal Environment of HRM - Review Notes

Human Resource Management Revision Article Series



There are a plethora federal, state, and local laws and regulations related to workers' compensation, unemploymenet compensation, wages, health and safety in workplace,, whistleblower's protection, retirement, employee benefits, right of privacy, and protection against unjust dismissal.

Most Americans work under the employment-at-will doctrine that stiputes that both employer and employee can terminate a working relationship at any time and for any reason other than those characteristics or situations explicitly stipulated by law.

HR managers and persons intending to be HR managers should realize that the practice of human resources is a litigous minefield with more "mines" being planted in the form of new laws or regulations and the judicial acceptance of new legal theories of unfair or injurious employment practice.


Equal Employment Opportunity Law

What is employment discrimination?

Employment discrimination can be broadly decisions or working conditions that are advantageous (disadvantageous) to members of one group compared to members of another group. These advantages or disadvantages can be in the areas of personnel selection, admission to training programs, promotions, work assignments, transfers, compensation, layoffs, punishments, and dismissals.

All claims of discrimination must be filed with EEOC (http://http://www.eeoc.gov/ ). The most frequently used sources for filing discrimination violations are Title VII of the 1964 U.S. Civil Rights Act (CRA), the Age Discrimination in Employment Act of 1967 (ADEA), and the Americans with Disability Act of 1990 (ADA).

Sexual harassment cases are also filed under Title VII. According to guidelines, sexual harassment is defined as "unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature constitute sexual harassment when (1) submission to such conduct is made either explicitly or implicitly a term or condition of an individual's employment. (2) submission to or rejection of such conduct by an individual is used as the basis for employment decisions affecting such individual , or (3) such conduct has the purpose or effect of unreasonably interfering with an individual's work performance or creating an intimidating, hostile, or offensive working environment.

Presentation slides

http://www.lcsc.edu/jbowen/HRM/PPTs/HRM03.pdf



http://www.andrews.edu/~schwab/670law2.pdf


Bernardin's HRM book



______________________________________________________________


Chapter Learning Objectives

After reading this chapter, you should be able to

Explain the legal issues affecting HRM activity and the various laws related to equal employment opportunity and employment discrimination.


Identify potential problems in HRM policy and practice as related to equal employment opportunity laws.


Know the importance of judicial interpretation in EEO law.


Understand the implications of EEO law in the international context.


Describe the future trends related to EEO law and their implications for practice.

References
http://highered.mcgraw-hill.com/sites/0073381438/student_view0/chapter3/


Related Chapters

Labor Relations and Collective Bargaining

Employee Health and Safety


Video Lectures and Presentations on Employment Law

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