HRM 320 ALL Week Discussion Questions Solutions
HRM 320 ALL Week Discussion Questions Solutions
HRM320 Week 1 Discussion DQ1 & DQ 2
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Lofty Lawns (graded)
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(TCO 1) Larry Land establishes a landscaping
business under the name “Lofty Lawns.” The business handles lawn care and
seasonal flowers for apartment complexes, condominium associations, and
homeowner associations. Larry wants to keep labor costs, legal liability, and
administrative paperwork to a minimum. When he hires groundskeepers, he
requires them to sign an “independent contractor” agreement that acknowledges
they are independent contractors, not employees. He does not require that they
be incorporated or have experience. He provides a free 1-day training seminar
on lawn care “the lofty lawn way” to all his workers. He requires them to buy
their own white truck and to buy from him (at cost) the trim package that says
“Lofty Lawns” on the side and back of the truck. He requires them to maintain
their own vehicle liability insurance (and show proof of insurance), and to pay
for their own gas and truck maintenance. Lofty Lawn provides all the mowers,
leaf blowers, and other landscaping equipment.
Workers are required to call in for a list of
their day-to-day assignments, drive to the properties, perform the necessary
work, call for the next job assignment, etc. They are expected to be “on call”
(available) from 8 AM-4 PM, Monday through Friday. While working, they must
wear the official “Lofty Lawns” T-shirt (summer) or sweatshirt (winter).
Workers are paid a flat fee per property serviced, based on the amount of work
and time necessary to complete the job. They must pay their own expenses to
travel from one property to another, but they are guaranteed that jobs will not
be more than 10 miles apart. They are not paid any benefits, such as health
insurance, vacation or sick pay. Lofty Lawns does not deduct any withholding
taxes (income taxes or payroll taxes) from their paychecks. Once each week,
Larry visits the property where each worker is performing grounds work,
monitors the work being done, and instructs the workers if he sees a need for
improvement or a change in how they work the property. These weekly inspections
can be on any day of the week so that the worker doesn’t know when to expect
Larry. Based on his worksite monitoring and on customer satisfaction or dissatisfaction,
Larry adjusts the rate of compensation for each worker twice each year. Almost
all of Larry’s workers work for him on a 40+ hour week basis and do not work
for any other landscaping company.
Recently, Will Worker was driving from one
customer’s property to the next customer, ran a red light, and accidentally
struck the car being driven by Sarah Senior, injuring her and damaging her car.
Unfortunately, Will had just missed his last auto insurance premium payment, so
his insurance company denied coverage. Sarah wants to pursue Larry’s business,
“Lofty Lawns” for her damages. What is Sarah’s theory? Will she succeed?
DQ 2
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TLC Pet Care (graded)
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(TCO 9) TLC Pet Care Centers, a franchise
operation of pet care clinics with boarding, has 56 full-time and 28 part-time
employees at 13 locations. Employees include licensed veterinarians, veterinary
assistants, animal groomers and front desk help. Many of the part-time
employees are high school and college students who help with animals being boarded,
by walking dogs, cleaning cages and helping with check-in and check-out. The
management of TLC Pet Care Centers wants to establish uniform standards for
these part-timers. To ensure that applicants have a real interest in working
with animals, a “veterinary aptitude test” is being proposed, which would
require applicants to identify various cat and dog breeds from a picture chart
and name body parts of dogs and cats with proper veterinary terms. Another
proposal is that each high school or college student who applies show a grade
of “B” or higher in high school or college biology. Management also wants to
insist that part-timers show they’ve resided at the same address for at least 6
months, as of way of avoiding hiring “transient” student labor.
Management also wants all applicants (full and
part-time) to pass a “psychological screening” test to insure they do not have
violent tempers or anger control problems that would create a risk of an animal
being abused. Management is looking for a test to use for this. In the event an
employee is ever suspected of abusing an animal, TLC’s current policy is that
the employee will be required to submit to a polygraph test (lie detector test)
regarding the alleged incident. Every employee must pass a drug screening test
prior to being employed, in order to insure a drug-free workplace. This fact is
prominently stated on the top of TLC’s employment application form. In
addition, the employee handbook at TLC states that any employee reporting for
work whose conduct causes the manager on duty to suspect drug use (including
alcohol intoxication) is grounds for that employee to submit to blood or urine
testing. Refusal under that circumstance is grounds for termination.
Are these policies at TLC Pet Care Centers in
compliance with the law? If not, why not?
Devry HRM320 Week 2 Discussion DQ1 & DQ 2
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Theft of Time on the Internet
(graded)
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The internet is a staple of the modern office.
Some companies are concerned that the Internet (and its e-mail application)
lead to increased theft of time in the workplace. But, others argue that the
Internet promotes efficiency of information. What are your thoughts on this?
What are the parameters and the potential implications for failure to adhere to
those parameters?
DQ 2
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Elliptical – At Will (graded)
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Human Resource Dilemma Number 5 (pg. 141,
Moran text) says this:
In Elliptical Electronics Company’s employment
handbook, it states in bold, “Employment is at will and can be terminated by
either employer or employee at anytime for any reason with or without cause.”
Later in the handbook, a multiple-step grievance procedure is outlined. Thomas
Walker physically assaults a coworker without provocation. The co-worker is
hospitalized, and Thomas is discharged immediately under the at-will policy.
Thomas, who is black, reports that Elliptical violated its employment handbook
by not providing him with a hearing as outlined in its grievance procedure. How
would you advise Elliptical?
Do you think the grievance procedure modified
Mr. Walker’s at-will employment relationship with Elliptical? When it comes to
making such a determination, what factors come into play and are all factors
consistent?
HRM320 Week 3 Discussion DQ1 & DQ 2
DQ1
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Young & Rich (graded)
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Young & Rich, Inc. is a retail clothing
chain that markets to the higher end of the young adult market, with a “look”
that’s intended as a crossover between “prep school” and “active adventurous.”
Image is very important to Young & Rich (Y&R), and a great deal of
money and attention has been spent over the years marketing Y&R’s
distinctive image. For sales associates in its retail operations, the company
seeks young adults (ages 16-early 30s) who are “good looking,” “clean cut” and
have the “All-American-boy-or-girl-next-door” look. The company claims that
this is driven by “business necessity,” in that Y&R’s customers are drawn
to stores where the staff have the “look” they’ve come to associate with
Y&R. The company will not hire anyone with a drug conviction or who is
currently in drug rehab. Y&R also will not hire anyone who is a member of
the Communist party.
The company advertises its retail sales
associate positions widely and hires from all racial and ethnic groups, men and
women. Virtually all of the sales associates at Y&R have “the Y&R
look.” Of those who applied for available positions last year, 45% of white
applicants were hired, 37% of African American applicants were hired, 40% of
Hispanic applicants were hired, 100% of Native American applicants were hired
(only two applied), and 49% of Asian applicants were hired. Though Y&R
hires more women than men for its retail sales operation, the percentage of
applicants hired is approximately the same for men and women. In looking at the
composition of the retail store staff, however, it’s apparent that virtually
all of the African American sales associates are light-skinned.
Desmonda, a dark-skinned African American, was
denied a sales associate position at Y&R despite having retail sales
background. Caroline, a Hispanic woman, was told she did not have “the look we
are looking for” when she applied for a sales associate position. Chelsea, a
white woman who spent 6 months in drug rehab last year was rejected for a job
at Y&R. Ted, a white university student who is a member of the Communist
Party, was denied employment with Y&R for that reason.
About 25% of those hired as retail associates
at Y&R were encouraged to apply when approached by a Y&R
representative. Traci is one such employee. She was with friends at the local
mall one day (where there is also an Y&R store) and was approached, in the
food court by a Y&R manager who encouraged her to apply for a sales
associate position that had just opened up at the Y&R store. Traci buys
Y&R clothing and likes “the look,” so she applied for the position that day
and was hired. This same system is used to hire sales associates from all races
and ethnic groups, men and women. Is there a problem with this hiring practice?
Why or why not?
DQ 2
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Rx Medical Supply (graded)
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Rx Medical Supply(Rx), a company with just
over 500 employees adopted a written Affirmative Action plan in the early
1990s. At that time, the company’s professional, managerial, and executive
positions were held, overwhelmingly, by white males. White females constituted
the bulk of the front office and clerical staff. Rx’s Affirmative Action plan
was adopted voluntarily (not as the result of a court order). Under the plan,
qualified women and minorities were strongly urged to apply for the company’s
available positions, especially professional, managerial and executive
positions. Since that time, a large number of women and minorities were hired
for these positions. Rx’s approach was (and still is) to review the credentials
of all applicants, and identify all those who meet the “base” standard of
“qualified” for the position. At that point, the company separates the “white
male” applicant pool from the “women and minorities” pool, and identifies the
top candidate(s) in each pool. If there is only one position available, it is
awarded to the “most qualified” candidate overall. When there are two openings
available for the same position, one position is filled with the top candidate
from the “white male” pool, the other with the top candidate from the “women
and minorities” pool. If there are 3 openings available for the same position,
they are filled by selecting the “most qualified” applicant in the “white male”
pool, the most qualified woman in the “women and minorities pool” and the most
qualified racial minority in the “women and minorities pool.” If there are more
than 3 openings for the same position, this same approach is applied ad
infinitum.
As a result of its Affirmative Action plan, Rx
has substantially increased the number of women and minorities in its
professional, managerial, and executive ranks. Women now hold 45% of these
positions. African Americans hold 18% of these positions, and Hispanics hold
13%. Rx’s Affirmative Action plan has come under attack as of late for being
both “no longer necessary” and “discriminatory.” Jason, a white male, was
rejected for a top technical position at Rx even though his credentials and
experience exceeded that of Jennifer, the top candidate from the “women and
minorities” pool who was one of two people hired for the position (there were
two openings). There is no dispute that both Jason and Jennifer had the base qualifications
for the position.
Is Rx Medical Supply’s Affirmative Action plan
legally valid? Why or why not?
Devry HRM320 Week 4 Discussion DQ1 & DQ 2
DQ 1
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The Pregnant Professor (graded)
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Abagail Adams was hired as an associate
professor of economics atHeartlandUniversity. She was the first woman professor
hired in the department. When she was hired, she was given the same three-year
time period as all other associate professors at Heartland U. to establish
herself as an academic through teaching ability, publishing multiple articles
in peer-reviewed journals, and developing a rapport with colleagues in the
department through committee participation and attendance at professional
conferences. After three years, as was the custom, she would face a tenure
vote, and would either receive tenure and be promoted to full professor, or be
denied tenure and given one year to locate another position.
During the next three years, Professor Adams
earned high marks in student reviews for her teaching ability and she published
two peer-reviewed scholarly articles on economics. Her male peers in the
Economics Department were enthusiastic regarding her teaching reviews, though
less so about her publishing, since they all published multiple articles per
year and expected her to do the same. In the second year of her appointment,
Professor Adams became pregnant and reduced some of her non-classroom
professional commitments as her pregnancy advanced. She then took a 3-month
leave after the birth of her child, time that was not included in the
three-year review period. Upon returning to work, Professor Adams resumed her
previous level of professional activity.
Throughout the three-year probation period,
the Chair of the Economics Department, Professor Cratchett, as well as the
majority of the other professors in the department complained about Professor
Adams’ unwillingness to participate in their weekly discussion forum on
economics and her “lack of commitment” to professional activities, including
her failure to participate in several economics conferences held at various
places around the world. Professor Adams complained that Professor Cratchett
was unfriendly to her and preferred the company of the other men in the
department. She also complained that many of these conferences occurred while
she was pregnant (and could not fly) or while she was on maternity leave. She
also claimed that her salary as Associate Professor was not commensurate with
that of her male colleagues, and that this resulted from the subjective
determination of compensation and promotion in her department, a process
controlled by her male colleagues.
After her three-year probation, her colleagues
in the Economics Department unanimously voted to deny her tenure. They
advertised her position as open to new candidates and within a year had hired
another woman, Professor Betsy Ross, to replace her.
Does Professor Adams have a claim for
discrimination?
DQ 2
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Boys Behaving Badly (graded)
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The “All Erection” Crane Company has been in
business for many years. The company sells and leases cranes and other heavy
industrial equipment. Most of the sales force is male, and most of the office
help is female. There is a lot of humor associated with the company’s name. The
salesmen’s business cards and office stationary feature the picture of a crane
with the company name “All Erection,” and the slogan, “All Erection, All the
Time.” The President of the Company, Pete Sakes, spends very little time at the
company’s facility, spending most of his time on the road developing business
and buying equipment. Pete claims he had no knowledge of the incidents
described below, except as noted.
The office is run on a day to day basis by
Eddie Ellis, who likes to kid the office receptionist, Gayle, about the large
size of her breasts. Eddie has never touched Gayle or made any sexual
suggestions or requests of her. In his view, he just likes to kid around with
her. Eddie has his locker in the back room decorated, inside and out, with
cutouts fromVictoria’s Secret andFrederick’s ofHollywood women’s lingerie
catalogs.
Dave French is a salesman for All Erection. He
is single, and so is Marie Sanchez, the office accounts manager. Dave
constantly asks Marie out, and she constantly turns him down. Just before
Marie’s annual review, Dave says to her, “You know who’s on the review
committee this year, don’t you?” He then tells her that if she will go out with
him “just once,” he will put in a good word on her annual review. Marie
complains about this to other women in the office, but has not filed a formal
complaint with anyone.
The newest salesman in the office, Dale Fox,
does not socialize with the other salesmen, who think he is gay. One day Eddie
and Dave decide to have a little fun at Dale’s expense, and place items of
women’s make-up and hygiene products on Dale’s desk and in his desk drawers.
Dale is angered by this and complains in writing to Pete Sakes. Pete reprimands
Eddie privately but takes no other action.
A regular customer of All Erection, Bob
Builder, always ogles at Gayle’s breasts whenever he stops in. He makes
comments such as, “I always like seeing both of you, Gayle,” and the salesmen
chuckle in response to his comments. Last week he stopped by and said, “Hi,
Gayle, lookie what I got,” and held up some Viagra tablets. The salesmen in the
office roared with laughter. Gayle shot back with, “Are you sure that’s enough,
Bob?” to which there was more laughter. Gayle has never made any complaint to
anyone about being kidded about her breasts.
In conjunction with the above scenario,
identify the incidents of illegal sexual harassment at the All Erection Crane
Co. From there, analyze the type of sexual harassment involved in the behavior.
Additionally, explain the required responses in conjunction with the actions
and behavior. Lastly, recommend changes in policy that should be implemented.
HRM320 Week 5 Discussion DQ1 & DQ 2
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Case Court Reporting (graded)
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Case Court Reporting is a private court
reporting company, which provides certified court reporters to law firms to
take testimony in depositions and arbitration hearings, as well as providing
“closed captioning” to local television stations for their community-based
programming. Case Court Reporting (CCR) has 37 employees.
One of CCR’s court reporters is Hanna Holy, a
devout Christian who will not use everyday swear words because of her religious
belief, they take God’s name in vain. Hanna is a fast and accurate court
reporter, but if a witness or lawyer uses swear words in any deposition or
hearing she is reporting, she omits the offensive words. For example, when a
witness said, “Hell, no, I don’t give a damn what he does,” Hanna typed, “Heck
no, I don’t give a darn what he does.” When the law firm that ordered the
transcript objected, Hanna’s “correction” was “H—, no, I don’t give a d—- what
he does.” The law firm complained again, and the transcript had to be revised
again (to state the original testimony) by another court reporter in the office
who did not have Hanna’s sensibilities.
The office manager at CCR is Dale Dabbler, who
recently proclaimed her conversion to Wicca-ism. In connection with her worship
of several deities associated with her new beliefs, she believes she should be
entitled to burn a candle in her office every afternoon, and carry a picture of
one of the deities on her at all times, on a necklace that dangles from her
neck. CCR does not believe it should be required to accommodate either Hanna or
Dale’s religious practices on the job.
Due to a decline in the court reporting
industry, CCR believes it must lay off about 10 of its court reporters. If
layoffs are based on seniority, most of the youngest court reporters will be
laid off. If the layoffs are based on skill level, which in court reporting is
measured by the speed and accuracy at which someone can transcribe, most of the
layoffs will be among CCR’s oldest employees, those aged 45 or older. One
possible solution CCR is considering is offering an “early retirement package”
to all employees aged 50 or older, under which they would receive a generous
cash incentive to take retirement. For those not sufficiently induced, the
company would require that they be transferred to in-office transcription of
other court reporter’s notes, rather than continuing to be sent out to law
firms for depositions and arbitration hearings.
Mary Sunshine, age 59, was dismissed last year
as a court reporter for CCR, at a time when she was earning the highest pay and
benefits of any reporter in the company. She was not given a reason for her
dismissal, and was replaced by Ginny Fox, age 41, who was paid substantially
less. After Mary made a complaint with the EEOC over her dismissal, CCR
discovered that during her tenure as an employee, Mary had stolen office
supplies valued at several hundred dollars.
As the HR director at CCR, what problems can
you identify?
DQ 2
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All American Gear (graded)
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All American Gear, Inc. makes American flags.
It has just under 50 employees. It is proud of its tradition of making its
product only in the U.S., and with American workers. All American Gear (AAG)
hires people of all ancestries, but requires that all its employees be U.S.
citizens. Pedro, an immigrant from Costa Rica, who holds a resident alien card
(showing he is in the U.S. legally) applied for a position at AAG for which he
was otherwise qualified, and was turned down based on lack of U.S. citizenship.
Two employees of AAG, Rajid, a first
generation American of Pakistani ancestry, and Sonja, a first generation
American of Serb-Bosnian ancestry complained that two co-workers of Mexican
ancestry made abusive, derogatory remarks about them in Spanish. There was some
dispute about what was said, since everyone else who overheard the exchange
speaks little or no Spanish. As a result, AAG adopted an “English only” policy
at the workplace. Juan and Garcia, the alleged harassers, complained that the
English-language-only rule discriminated against them because of their national
origin.
Bernie is the national sales manager for AAG.
His job duties include giving sales presentations to large groups. Several
months ago, he was severely injured in a motorcycle accident, resulting in
permanent hearing loss and a broken arm. The broken arm now requires months of
physical therapy. Bernie wants AAG to hire an assistant for him to hear
questions in the back of the room at sales presentations, and special equipment
to type his reports.
There is a job opening at AAG for a sewing
machine operator. This position requires someone who can operate and maintain
the large industrial sewing machines that the company uses for stitching large
cloth flags. The sewing machine itself has an emergency stop pedal on floor
level, as well as other levers at 2′, 3 1/2′ and 5 1/2′ off the floor. It also
requires someone who can set, reset, and un-jam large pieces of fabric from the
sewing mechanism, which requires upper body strength, mobility, and
flexibility. Dana, a paraplegic with sewing experience, has applied for the
job.
Recently, after a wave of rumors began to
cause complaints and absenteeism, two AAG employees disclosed certain medical
conditions. Trace admitted that he is HIV positive and is taking a cocktail of
drugs to combat his condition. Farah admitted that he is suffering from an
attack of West Nile virus. Other AAG employees are refusing to work with or
near either Trace or Farah and state that they will quit if they are required
to do so.
What laws, if any, apply to these HR issues at
AAG?
HRM320 Week 6 Discussion DQ1 & DQ 2
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Upsides and Downsides (graded)
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Our readings focused on the benefits of
unionizing and collective bargaining. Let’s examine the opposing point of view.
Many people feel that unions and collective bargaining actually have a heavy
downside that is sometimes ignored. Do you think there is a downside or
disadvantage to having unions or engaging in collective bargaining? Explain
your responses and support your positions.
Some other world factors that must be
considered in any discussion of this issue are outsourcing and third world
labor markets. Explain how outsourcing and third world labor markets enter into
the mix when it comes to unionizing and collective bargaining. How has the
recent economic downturn impacted your position on these issues?
DQ 2
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Express Delivery Systems (graded)
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Express Delivery Systems, Inc. is a worldwide
package delivery company that specializes in fulfilling “just in time” parts
and supplies to manufacturers. It provides both “overnight” and “express”
deliveries, express referring to the fastest road-based delivery available
24/7. Express Delivery Systems (EDS) drivers and sorters work in 3 overlapping
8-hour shifts, M-F, so that the necessary personnel are always available to
make a shipment. Therefore, some employees work7:00 AM to 3:30 PM (with a
half-hour lunch break), some work10:00 AM-6:30 PM, some work11:00 PM-7:30 AM,
and so on. There are also two part-time “weekend” shifts, with 12-hour days
Saturday and Sunday. EDS pays its full-time employees based on a 40-hour work
week, M-F. These employees can then earn “overtime” pay on weekends by filling
in when needed if delivery demands require supplementing the part-time
“weekend” crew.
When full-timers work on the weekend, however,
they agree to be “on call” in 4-hour increments. To do this, they “call in”
their availability and the 4-hour “clock” begins. During that 4 hours, the
employee must be reachable at all times via cell phone, and must be able to
take a delivery immediately. The employee may not travel outside his or her
“pick up zone” while on call, which limits mobility to approx. a 12-mile
radius. If the employee gets a delivery request, he/she makes the delivery and
is paid for both the “wait time” and the time taken to make the actual
delivery. If the employee gets no call within the 4 hours, he/she is not paid,
but can sign up for another 4-hour “on call” status at any time. No regular
employee is ever required to be on call weekends; the company relies on “go
getters” who want to make some OT on the weekend and are willing to be
available for it.
Dennis, a full-time M-F employee, agreed to go
“on call” weekends many times last year, and spent a total of 600 “overtime”
hours “on call,” though he was only called and paid for deliveries for 150
hours. He insists that he is owed overtime pay for the remaining 450 hours.
During school holiday periods, EDS also hires
high school students (aged 14 and older) to assist in processing orders at its
two national distribution centers. EDS does not allow the students to work more
than 6 hours per day or more than 36 hours per week, and they may not work with
the mechanical sorting equipment. The students are paid minimum wage, and the
job is advertised as a “paid internship.” The local high school complains that
students who work at EDS over school holidays are returning exhausted, and that
no one under age 16 should be permitted to work there.
Renee, a scheduling manager for EDS, worked an
average of 50 hours per week last year. She is paid a salary of $50,000 plus
full benefits to manage the scheduling of sorters and drivers for incoming
orders. She supervises a staff of 8 scheduling assistants, who each coordinate
schedules within their geographic regions. She is actively involved in hiring, training
and supervising these scheduling assistants, but does not have the sole power
to hire or fire them. She is claiming overtime for the excess hours worked, and
EDS is claiming she is part of “management” and is exempt from being paid
overtime.
What issues do you see raised by this
scenario?
HRM320 Week 7 Discussion DQ1 & DQ 2
DQ 1
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Defined Benefit or Contribution
Plans (graded)
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Congress passed the Employment Retirement
Income Security Act to protect employee benefits including pension or retirement
benefits.However, ERISA does not specifically address one of the current “hot
topics” in employer retirement plans. That “hot topic” is the use of defined
benefit or defined contribution retirement plans. Employers that have defined
benefit retirement plans are increasingly converting those plans to defined
contribution plans while almost all new employee pension plans are defined
contribution plans.What protections does ERISA provide to employees in general?
How might these protections be inadequate from an employee standpoint as our
country faces challenging economic times? Can employees truly “rely” on
benefits such as health insurance and retirement?
DQ 2
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Ergonomics Requirements (graded)
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Compliance Publications (CP) has 2000
employees. Approximately 200 of those employees spend their 8 workday hours
typing and transcribing materials for the various publications produced at
Compliance. Many of these employees work in a large typing hall (an open
location where each employee has a small desk and a computer where they
complete their typing). Some employees, however, work from remotely from home
during the same work hours, and are responsible for providing their own
workspace. Recently, the employees have been complaining about pain in their back
and wrists, eye strain, and discomfort on standing after the long day of
typing. Individual employees have made the following suggestions.
Margaret, who works in the typing hall, asks
for swivel typing chairs equiped with a high-back, lumbar (low-back) support,
and foot rests.
Jung, who works in the typing hall, asks for
the computer keyboards to be replaced by ergonomic keyboards.
Angel, who works in the typing hall, asks for
computer monitor screen guards to reduce the glare coming from the existing computer
monitors.
Kepi, who works in the typing hall, asks for
current computer monitors to be replaced with large screen anti-glare plasma
monitors mounted on ergonomic bracketing for the correct angle and positioning
of the display.
Frank, who works in the typing hall, asks for
CP to hire a trainer to come in and work individually with typists on ergonomic
positioning.
Lavone, who works in the typing hall, objects
to any changes to his workstation and wants CP to agree that any changes it
makes will not apply to his workstation.
Roseanne, who is an Executive Assistant, has
her own office, and spends less than 1/4 of her work day typing, asks that CP
provide her with the same ergonomic equipment and training that it provides to
its workers in the typing hall.
Destiny, who works from home, asks that CP
provide her with the same ergonomic equipment and training that it provides to
its workers in the typing hall.
Eileen, who works in HR, collects the
suggestions and is asked to make a recommendation to CP about how to proceed.
Considering OSHA’s current stance on ergonomics, what should she recommend?
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