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  • [Solved] ECO 6301 VIII

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    – ## CorporateFinanceFIN6301UnitVIIIJournal.docx – ## UnitVIIIStudyGuide.pdf **## CorporateFinanceFIN6301UnitVIIIJournal.docx** 2 Corporate Finance ECO 6301 Unit VIII Journal This journal measures your mastery of ULOs 1.3, 5.6, and 5.7. Tactical financing decisions are essential as they guide a comp…

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    – ## CorporateFinanceFIN6301UnitVIIIJournal.docx

    – ## UnitVIIIStudyGuide.pdf

    **## CorporateFinanceFIN6301UnitVIIIJournal.docx**

    2

    Corporate Finance ECO 6301

    Unit VIII Journal

    This journal measures your mastery of ULOs 1.3, 5.6, and 5.7.

    Tactical financing decisions are essential as they guide a company’s immediate financial strategies. They encompass the decisions about how a company obtains and uses funds in the short term. In this journal entry, you will dive deep into a real-world example, analyzing a company's recent tactical financing decision and suggesting alternative approaches. This exercise will help cement your understanding of the concepts from the lesson and textbook as you apply them in a practical context.

    Start by selecting a company whose recent tactical financing decision piqued your interest. It could be a company that recently went public, secured a new lease agreement, or issued hybrid financing instruments such as preferred stocks or convertible bonds.

    · Analysis: Based on the knowledge you’ve gained in this unit, briefly describe the company’s recent tactical financing decision. Assess the potential benefits and challenges of this decision for the company.

    · Alternative financing decisions: Drawing from your understanding of public and private financing, lease financing, and hybrid financing, propose at least two alternative financing strategies the company could have considered. Predict the potential impact of each of your proposed alternatives on the company’s value. Would your proposed alternatives increase or decrease the company’s value? Why?

    · Reflection: Conclude your journal entry by reflecting on the importance of tactical financing decisions in the broader spectrum of corporate finance. What did you find most intriguing about the company’s choice, and how do you perceive the role of such decisions in shaping a company’s financial future?

    Ensure your journal entry is at least 200 words. Write clearly and concisely, focusing on providing a well-thought-out analysis. While references and citations are not mandatory, if you pull specific data or quotes, ensure they are accurately represented. Review your work for clarity and coherence before submitting.

    **## UnitVIIIStudyGuide.pdf**

    FIN 6301, Corporate Finance 1

    Course Learning Outcomes for Unit VIII

    At the end of this unit, you should be able to:

    1. Interpret financial statements to assess a company’s financial performance.
    1.3 Analyze a company’s financial statements to assess implications of tactical financing decisions.

    5. Recommend financial planning techniques to determine corporate value.

    5.6 Utilize financial planning techniques to propose alternative financing strategies.
    5.7 Assess the potential impact of financing strategies on corporate value.

    Required Unit Resources

    Chapter 18: Public and Private Financing: Initial Offerings, Seasoned Offerings, and Investment
    Banks (ULO 1.3) You are not required to read the Summary, Questions, or Web Extension at the end of
    the chapter.
    The purpose of this chapter is to understand public and private financing. First, we outline the financial
    life cycle of a start-up company. We list advantages and disadvantages of going public and explain the
    steps in going public with an initial public offering (IPO). Next, we measure direct costs and indirect costs
    of going public and define equity carve-outs. Finally, we will contrast IPOs with other ways to raise funds
    in capital markets, discuss investment banking activities, and show the role private equity firms play in
    taking a public company private.

    Chapter 19: Lease Financing (ULO 1.3) You are not required to read the Summary, Questions, or Web
    Extension at the end of the chapter.
    The purpose of this chapter is to understand lease financing. First, we will name the different types of
    leases and list the steps in reporting leases on financial statements. Next, we will identify criteria used by
    the IRS to determine the tax status of a lease and determine the net advantage of leasing (NAL) for a
    nontax-oriented lease. Finally, we will evaluate a lease from the lessor’s viewpoint, show how the 2017
    TCJA affected leases, and discuss reasons for leasing other than tax advantages.

    Chapter 20: Hybrid Financing: Preferred Stock, Warrants, and Convertibles (ULOs 5.6 and 5.7)
    You are not required to read the Summary, Questions, or Web Extension at the end of the chapter.
    The purpose of this chapter is to understand hybrid financing. First, we will evaluate the relative risks of
    preferred stock, debt, and common equity. We will name some features of preferred stock as well as
    advantages and disadvantages of preferred stock. Next, we will show how warrants are used in
    financing, determine the pre-tax cost of capital for bonds and warrants, and utilize conversion ratios and
    conversion prices. Finally, we will discuss the effect of convertibles and agency costs, contrast warrants
    and convertible debt, and explain how to report diluted earnings per share.

    Unit Lesson

    Lesson: Understanding Corporate Financing: IPOs, Leases, and Hybrids (ULOs 1.3 and 5.6)

    In today's ever-evolving financial landscape, understanding the intricacies of corporate financing is
    paramount. Delve into the multifaceted world of public offerings, leasing dynamics, and innovative hybrid
    securities, gaining invaluable insights to navigate and strategize in the corporate finance realm effectively.

    UNIT VIII STUDY GUIDE

    Tactical Financing Decisions

    FIN 6301, Corporate Finance 2

    UNIT x STUDY GUIDE

    Title

    Public and Private Financing: Initial Offerings, Seasoned Offerings, and Investment Banks

    The Financial Life Cycle of a Start-up Company

    Every company embarks on a journey reminiscent of life itself, facing challenges, milestones, and pivotal
    moments that shape its trajectory. This journey can be visualized as a curve, starting with the birth of an idea,
    and moving through phases of growth, maturity, and potentially, rejuvenation or decline.

    • Seed stage: This is where it all begins. A founder has an idea and starts a business, often
    bootstrapping or using their personal savings. The risks are high, and the business model might still
    be in its prototype phase.

    • Start-up stage: With a proof of concept in hand, external funding sources such as angel investors or
    early-stage venture capitalists become potential stakeholders. This funding is crucial to scale the
    operations and hire a team.

    • Growth and establishment stage: As the company starts generating steady revenue, it may attract
    larger venture capital rounds or even contemplate an initial public offering (IPO). This is the stage
    where firms like Amazon transitioned from being a promising venture to a dominant market player.

    Going Public: Pros and Cons

    When a company reaches a certain stature and has a predictable revenue model, it might consider going
    public. This decision, however, is multifaceted.

    Advantages can include market credibility—being publicly listed can enhance a company's reputation and
    visibility in the market. Another advantage is employee benefits because stock options become a viable
    incentive for attracting top talent.

    Disadvantages can include reporting pressure because quarterly reporting can force companies to be short-
    term focused. Another possible disadvantage is vulnerability to market fluctuations. The company's stock
    price can be influenced by market conditions beyond its control.

    Costs of Going Public

    Going public is an expensive affair. Companies need to be aware that the influx of capital comes at a price.
    Direct costs are relatively straightforward—fees paid to investment bankers, legal teams, and for promotional
    events leading up to the IPO. Indirect costs can be trickier to quantify. They can include potential hits to the
    company’s image if the IPO does not go as planned, the opportunity cost of the time senior management
    invests in the process, and potential changes in company culture post-IPO.

    Equity Carve-Outs and Alternatives to IPOs

    Not all companies choose the IPO route. There are several alternatives:

    FIN 6301, Corporate Finance 3

    UNIT x STUDY GUIDE

    Title

    Investment Banking and Private Equity

    These entities are the gatekeepers and facilitators of the financial world. Investment banks serve as
    intermediaries, helping companies navigate the complex process of going public, from valuation to ensuring
    regulatory compliance. Private equity firms see value where others do not. They might buy out public
    companies, streamline operations, and potentially relist them. Their modus operandi is to extract maximum
    value from their investments, sometimes leading to industry transformation.

    As companies evolve, so do their financing needs. The choice of how and when to secure funds is a strategic
    one, influencing not just the company’s balance sheet, but its very ethos and future trajectory.

    Lease Financing

    Leases are versatile financial instruments, allowing businesses to access assets without direct ownership.
    While there are many ways to categorize leases, the most common distinction is between operating and
    capital (or finance) leases. Operating leases are often used for short-term needs and do not transfer
    ownership of the asset. The lessee simply pays for the use of the asset, and at the end of the lease term,
    returns it. This can be compared to renting an apartment. Capital (finance) leases are more long-term in
    nature and are structured so that the lessee assumes most benefits and risks associated with ownership. By
    the end of the lease term, the lessee might have the option to purchase the asset. Think of it as a car lease
    where you might buy the vehicle at the end.

    Reporting Leases on Financial Statements

    Financial transparency is a cornerstone of modern business. Therefore, the way companies report leases is
    of paramount importance:

    FIN 6301, Corporate Finance 4

    UNIT x STUDY GUIDE

    Title

    Tax Status and Net Advantage of Leasing (NAL)

    Leasing is not just about accessing assets; it is a strategic decision influenced by various financial
    implications, one of which is tax implications. Depending on how a lease is structured and classified, there
    can be differing tax benefits. For instance, lease payments under an operating lease are often deductible as a
    business expense. Another implication is the net advantage of leasing (NAL): This is a comprehensive metric
    that weighs the pros and cons of leasing against purchasing. Factors considered include initial costs, monthly
    payments, tax implications, and residual value.

    2017 TCJA and Its Impact on Leases

    Taxation can be a game-changer in financial decision-making. The Tax Cuts and Jobs Act of 2017 (TCJA)
    was one such pivotal moment. One change resulting from the act involved interest limitations. The TCJA
    introduced new limits on the deductibility of business interest, potentially impacting the attractiveness of lease
    financing. Another change involved alteration in deductions. Changes in how businesses could deduct
    expenses related to tangible property influenced leasing decisions, especially for companies heavily reliant on
    physical assets.

    In essence, leasing is a flexible tool in a company’s financial toolkit, enabling them to strategically manage
    their assets, liabilities, and tax obligations. Like all tools, its effectiveness depends on the adeptness with
    which it is used in a given situation.

    Hybrid Financing: Preferred Stock, Warrants, and Convertibles

    The Complexity of Preferred Stock

    At its core, preferred stock is a unique blend of debt and equity representing ownership in a company but with
    a priority claim on dividends and assets. Unlike common stockholders, preferred stockholders receive
    dividends before any are distributed to common stockholders. However, the dividends are typically fixed,
    much like interest payments on a debt. Preferred stock carries less risk than common stock but also usually
    offers less potential for appreciation. It sits in between debt and common equity in the capital structure. For
    companies, they can be an efficient way to raise capital without diluting common equity or taking on debt
    obligations.

    FIN 6301, Corporate Finance 5

    UNIT x STUDY GUIDE

    Title

    The Role of Warrants in Financing

    In essence, warrants are like options, providing the right but not the obligation to buy shares at a
    predetermined price. Warrants add utility in fundraising; when companies issue bonds, adding warrants can
    enhance their attractiveness. This strategy often appeals to investors who seek potential equity upside while
    still having the safety of a bond. The value of a warrant depends on various factors like the underlying stock
    price, volatility, and time to expiration. They can be traded separately from their associated bonds, offering a
    liquidity advantage.

    Convertibles and Their Impact

    Convertible securities, be it bonds or preferred stock, offer a middle ground, blending the characteristics of
    debt and equity.

    • Advantages to issuers: Convertibles often carry lower interest or dividend rates than their
    nonconvertible counterparts because they offer the possibility of conversion to common stock. This
    can be advantageous for companies in sectors like tech, where equity appreciation potential is high.

    • Advantages to investors: Convertibles provide a sort of safety net. If the company does well and its
    stock price rises, they can convert their securities to common stock, capturing the upside. If the stock
    does not perform, they still receive the bond's interest or the preferred stock’s dividend.

    • Dilution concerns: One potential downside for existing shareholders is the dilution of their equity when
    convertibles are converted into common stock. However, this typically happens when the stock is
    performing well, so the dilution comes at a time of upward price movement.

    In the vast spectrum of financial instruments, hybrid securities like preferred stock, warrants, and convertibles
    offer both challenges and opportunities. They exemplify the innovative ways in which companies can raise
    capital while providing investors with a range of risk and reward profiles.

    Reference

    Naranjo, P., Saavedra, D., & Verdi, R. S. (2022, October). The pecking order and financing decisions:

    Evidence from changes to financial-reporting regulation. Journal of Accounting, Auditing & Finance,
    37(4), 727–750.
    https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
    ct=true&db=bsu&AN=158631326&site=ehost-live&scope=site

    Suggested Unit Resources

    Article: The Pecking Order and Financing Decisions: Evidence From Changes to Financial-
    Reporting Regulation (Optional)
    This article looks at the importance of pecking order theory in relation to financial-reporting regulation
    and making financing decisions (24 pages).

    **## UnitVIIIStudyGuide.pdf**

    FIN 6301, Corporate Finance 1

    Course Learning Outcomes for Unit VIII

    At the end of this unit, you should be able to:

    1. Interpret financial statements to assess a company’s financial performance.
    1.3 Analyze a company’s financial statements to assess implications of tactical financing decisions.

    5. Recommend financial planning techniques to determine corporate value.

    5.6 Utilize financial planning techniques to propose alternative financing strategies.
    5.7 Assess the potential impact of financing strategies on corporate value.

    Required Unit Resources

    Chapter 18: Public and Private Financing: Initial Offerings, Seasoned Offerings, and Investment
    Banks (ULO 1.3) You are not required to read the Summary, Questions, or Web Extension at the end of
    the chapter.
    The purpose of this chapter is to understand public and private financing. First, we outline the financial
    life cycle of a start-up company. We list advantages and disadvantages of going public and explain the
    steps in going public with an initial public offering (IPO). Next, we measure direct costs and indirect costs
    of going public and define equity carve-outs. Finally, we will contrast IPOs with other ways to raise funds
    in capital markets, discuss investment banking activities, and show the role private equity firms play in
    taking a public company private.

    Chapter 19: Lease Financing (ULO 1.3) You are not required to read the Summary, Questions, or Web
    Extension at the end of the chapter.
    The purpose of this chapter is to understand lease financing. First, we will name the different types of
    leases and list the steps in reporting leases on financial statements. Next, we will identify criteria used by
    the IRS to determine the tax status of a lease and determine the net advantage of leasing (NAL) for a
    nontax-oriented lease. Finally, we will evaluate a lease from the lessor’s viewpoint, show how the 2017
    TCJA affected leases, and discuss reasons for leasing other than tax advantages.

    Chapter 20: Hybrid Financing: Preferred Stock, Warrants, and Convertibles (ULOs 5.6 and 5.7)
    You are not required to read the Summary, Questions, or Web Extension at the end of the chapter.
    The purpose of this chapter is to understand hybrid financing. First, we will evaluate the relative risks of
    preferred stock, debt, and common equity. We will name some features of preferred stock as well as
    advantages and disadvantages of preferred stock. Next, we will show how warrants are used in
    financing, determine the pre-tax cost of capital for bonds and warrants, and utilize conversion ratios and
    conversion prices. Finally, we will discuss the effect of convertibles and agency costs, contrast warrants
    and convertible debt, and explain how to report diluted earnings per share.

    Unit Lesson

    Lesson: Understanding Corporate Financing: IPOs, Leases, and Hybrids (ULOs 1.3 and 5.6)

    In today's ever-evolving financial landscape, understanding the intricacies of corporate financing is
    paramount. Delve into the multifaceted world of public offerings, leasing dynamics, and innovative hybrid
    securities, gaining invaluable insights to navigate and strategize in the corporate finance realm effectively.

    UNIT VIII STUDY GUIDE

    Tactical Financing Decisions

    FIN 6301, Corporate Finance 2

    UNIT x STUDY GUIDE

    Title

    Public and Private Financing: Initial Offerings, Seasoned Offerings, and Investment Banks

    The Financial Life Cycle of a Start-up Company

    Every company embarks on a journey reminiscent of life itself, facing challenges, milestones, and pivotal
    moments that shape its trajectory. This journey can be visualized as a curve, starting with the birth of an idea,
    and moving through phases of growth, maturity, and potentially, rejuvenation or decline.

    • Seed stage: This is where it all begins. A founder has an idea and starts a business, often
    bootstrapping or using their personal savings. The risks are high, and the business model might still
    be in its prototype phase.

    • Start-up stage: With a proof of concept in hand, external funding sources such as angel investors or
    early-stage venture capitalists become potential stakeholders. This funding is crucial to scale the
    operations and hire a team.

    • Growth and establishment stage: As the company starts generating steady revenue, it may attract
    larger venture capital rounds or even contemplate an initial public offering (IPO). This is the stage
    where firms like Amazon transitioned from being a promising venture to a dominant market player.

    Going Public: Pros and Cons

    When a company reaches a certain stature and has a predictable revenue model, it might consider going
    public. This decision, however, is multifaceted.

    Advantages can include market credibility—being publicly listed can enhance a company's reputation and
    visibility in the market. Another advantage is employee benefits because stock options become a viable
    incentive for attracting top talent.

    Disadvantages can include reporting pressure because quarterly reporting can force companies to be short-
    term focused. Another possible disadvantage is vulnerability to market fluctuations. The company's stock
    price can be influenced by market conditions beyond its control.

    Costs of Going Public

    Going public is an expensive affair. Companies need to be aware that the influx of capital comes at a price.
    Direct costs are relatively straightforward—fees paid to investment bankers, legal teams, and for promotional
    events leading up to the IPO. Indirect costs can be trickier to quantify. They can include potential hits to the
    company’s image if the IPO does not go as planned, the opportunity cost of the time senior management
    invests in the process, and potential changes in company culture post-IPO.

    Equity Carve-Outs and Alternatives to IPOs

    Not all companies choose the IPO route. There are several alternatives:

    FIN 6301, Corporate Finance 3

    UNIT x STUDY GUIDE

    Title

    Investment Banking and Private Equity

    These entities are the gatekeepers and facilitators of the financial world. Investment banks serve as
    intermediaries, helping companies navigate the complex process of going public, from valuation to ensuring
    regulatory compliance. Private equity firms see value where others do not. They might buy out public
    companies, streamline operations, and potentially relist them. Their modus operandi is to extract maximum
    value from their investments, sometimes leading to industry transformation.

    As companies evolve, so do their financing needs. The choice of how and when to secure funds is a strategic
    one, influencing not just the company’s balance sheet, but its very ethos and future trajectory.

    Lease Financing

    Leases are versatile financial instruments, allowing businesses to access assets without direct ownership.
    While there are many ways to categorize leases, the most common distinction is between operating and
    capital (or finance) leases. Operating leases are often used for short-term needs and do not transfer
    ownership of the asset. The lessee simply pays for the use of the asset, and at the end of the lease term,
    returns it. This can be compared to renting an apartment. Capital (finance) leases are more long-term in
    nature and are structured so that the lessee assumes most benefits and risks associated with ownership. By
    the end of the lease term, the lessee might have the option to purchase the asset. Think of it as a car lease
    where you might buy the vehicle at the end.

    Reporting Leases on Financial Statements

    Financial transparency is a cornerstone of modern business. Therefore, the way companies report leases is
    of paramount importance:

    FIN 6301, Corporate Finance 4

    UNIT x STUDY GUIDE

    Title

    Tax Status and Net Advantage of Leasing (NAL)

    Leasing is not just about accessing assets; it is a strategic decision influenced by various financial
    implications, one of which is tax implications. Depending on how a lease is structured and classified, there
    can be differing tax benefits. For instance, lease payments under an operating lease are often deductible as a
    business expense. Another implication is the net advantage of leasing (NAL): This is a comprehensive metric
    that weighs the pros and cons of leasing against purchasing. Factors considered include initial costs, monthly
    payments, tax implications, and residual value.

    2017 TCJA and Its Impact on Leases

    Taxation can be a game-changer in financial decision-making. The Tax Cuts and Jobs Act of 2017 (TCJA)
    was one such pivotal moment. One change resulting from the act involved interest limitations. The TCJA
    introduced new limits on the deductibility of business interest, potentially impacting the attractiveness of lease
    financing. Another change involved alteration in deductions. Changes in how businesses could deduct
    expenses related to tangible property influenced leasing decisions, especially for companies heavily reliant on
    physical assets.

    In essence, leasing is a flexible tool in a company’s financial toolkit, enabling them to strategically manage
    their assets, liabilities, and tax obligations. Like all tools, its effectiveness depends on the adeptness with
    which it is used in a given situation.

    Hybrid Financing: Preferred Stock, Warrants, and Convertibles

    The Complexity of Preferred Stock

    At its core, preferred stock is a unique blend of debt and equity representing ownership in a company but with
    a priority claim on dividends and assets. Unlike common stockholders, preferred stockholders receive
    dividends before any are distributed to common stockholders. However, the dividends are typically fixed,
    much like interest payments on a debt. Preferred stock carries less risk than common stock but also usually
    offers less potential for appreciation. It sits in between debt and common equity in the capital structure. For
    companies, they can be an efficient way to raise capital without diluting common equity or taking on debt
    obligations.

    FIN 6301, Corporate Finance 5

    UNIT x STUDY GUIDE

    Title

    The Role of Warrants in Financing

    In essence, warrants are like options, providing the right but not the obligation to buy shares at a
    predetermined price. Warrants add utility in fundraising; when companies issue bonds, adding warrants can
    enhance their attractiveness. This strategy often appeals to investors who seek potential equity upside while
    still having the safety of a bond. The value of a warrant depends on various factors like the underlying stock
    price, volatility, and time to expiration. They can be traded separately from their associated bonds, offering a
    liquidity advantage.

    Convertibles and Their Impact

    Convertible securities, be it bonds or preferred stock, offer a middle ground, blending the characteristics of
    debt and equity.

    • Advantages to issuers: Convertibles often carry lower interest or dividend rates than their
    nonconvertible counterparts because they offer the possibility of conversion to common stock. This
    can be advantageous for companies in sectors like tech, where equity appreciation potential is high.

    • Advantages to investors: Convertibles provide a sort of safety net. If the company does well and its
    stock price rises, they can convert their securities to common stock, capturing the upside. If the stock
    does not perform, they still receive the bond's interest or the preferred stock’s dividend.

    • Dilution concerns: One potential downside for existing shareholders is the dilution of their equity when
    convertibles are converted into common stock. However, this typically happens when the stock is
    performing well, so the dilution comes at a time of upward price movement.

    In the vast spectrum of financial instruments, hybrid securities like preferred stock, warrants, and convertibles
    offer both challenges and opportunities. They exemplify the innovative ways in which companies can raise
    capital while providing investors with a range of risk and reward profiles.

    Reference

    Naranjo, P., Saavedra, D., & Verdi, R. S. (2022, October). The pecking order and financing decisions:

    Evidence from changes to financial-reporting regulation. Journal of Accounting, Auditing & Finance,
    37(4), 727–750.
    https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
    ct=true&db=bsu&AN=158631326&site=ehost-live&scope=site

    Suggested Unit Resources

    Article: The Pecking Order and Financing Decisions: Evidence From Changes to Financial-
    Reporting Regulation (Optional)
    This article looks at the importance of pecking order theory in relation to financial-reporting regulation
    and making financing decisions (24 pages).

    **## CorporateFinanceFIN6301UnitVIIIJournal.docx**

    2

    Corporate Finance ECO 6301

    Unit VIII Journal

    This journal measures your mastery of ULOs 1.3, 5.6, and 5.7.

    Tactical financing decisions are essential as they guide a company’s immediate financial strategies. They encompass the decisions about how a company obtains and uses funds in the short term. In this journal entry, you will dive deep into a real-world example, analyzing a company's recent tactical financing decision and suggesting alternative approaches. This exercise will help cement your understanding of the concepts from the lesson and textbook as you apply them in a practical context.

    Start by selecting a company whose recent tactical financing decision piqued your interest. It could be a company that recently went public, secured a new lease agreement, or issued hybrid financing instruments such as preferred stocks or convertible bonds.

    · Analysis: Based on the knowledge you’ve gained in this unit, briefly describe the company’s recent tactical financing decision. Assess the potential benefits and challenges of this decision for the company.

    · Alternative financing decisions: Drawing from your understanding of public and private financing, lease financing, and hybrid financing, propose at least two alternative financing strategies the company could have considered. Predict the potential impact of each of your proposed alternatives on the company’s value. Would your proposed alternatives increase or decrease the company’s value? Why?

    · Reflection: Conclude your journal entry by reflecting on the importance of tactical financing decisions in the broader spectrum of corporate finance. What did you find most intriguing about the company’s choice, and how do you perceive the role of such decisions in shaping a company’s financial future?

    Ensure your journal entry is at least 200 words. Write clearly and concisely, focusing on providing a well-thought-out analysis. While references and citations are not mandatory, if you pull specific data or quotes, ensure they are accurately represented. Review your work for clarity and coherence before submitting.

    **## UnitVIIIStudyGuide.pdf**

    FIN 6301, Corporate Finance 1

    Course Learning Outcomes for Unit VIII

    At the end of this unit, you should be able to:

    1. Interpret financial statements to assess a company’s financial performance.
    1.3 Analyze a company’s financial statements to assess implications of tactical financing decisions.

    5. Recommend financial planning techniques to determine corporate value.

    5.6 Utilize financial planning techniques to propose alternative financing strategies.
    5.7 Assess the potential impact of financing strategies on corporate value.

    Required Unit Resources

    Chapter 18: Public and Private Financing: Initial Offerings, Seasoned Offerings, and Investment
    Banks (ULO 1.3) You are not required to read the Summary, Questions, or Web Extension at the end of
    the chapter.
    The purpose of this chapter is to understand public and private financing. First, we outline the financial
    life cycle of a start-up company. We list advantages and disadvantages of going public and explain the
    steps in going public with an initial public offering (IPO). Next, we measure direct costs and indirect costs
    of going public and define equity carve-outs. Finally, we will contrast IPOs with other ways to raise funds
    in capital markets, discuss investment banking activities, and show the role private equity firms play in
    taking a public company private.

    Chapter 19: Lease Financing (ULO 1.3) You are not required to read the Summary, Questions, or Web
    Extension at the end of the chapter.
    The purpose of this chapter is to understand lease financing. First, we will name the different types of
    leases and list the steps in reporting leases on financial statements. Next, we will identify criteria used by
    the IRS to determine the tax status of a lease and determine the net advantage of leasing (NAL) for a
    nontax-oriented lease. Finally, we will evaluate a lease from the lessor’s viewpoint, show how the 2017
    TCJA affected leases, and discuss reasons for leasing other than tax advantages.

    Chapter 20: Hybrid Financing: Preferred Stock, Warrants, and Convertibles (ULOs 5.6 and 5.7)
    You are not required to read the Summary, Questions, or Web Extension at the end of the chapter.
    The purpose of this chapter is to understand hybrid financing. First, we will evaluate the relative risks of
    preferred stock, debt, and common equity. We will name some features of preferred stock as well as
    advantages and disadvantages of preferred stock. Next, we will show how warrants are used in
    financing, determine the pre-tax cost of capital for bonds and warrants, and utilize conversion ratios and
    conversion prices. Finally, we will discuss the effect of convertibles and agency costs, contrast warrants
    and convertible debt, and explain how to report diluted earnings per share.

    Unit Lesson

    Lesson: Understanding Corporate Financing: IPOs, Leases, and Hybrids (ULOs 1.3 and 5.6)

    In today's ever-evolving financial landscape, understanding the intricacies of corporate financing is
    paramount. Delve into the multifaceted world of public offerings, leasing dynamics, and innovative hybrid
    securities, gaining invaluable insights to navigate and strategize in the corporate finance realm effectively.

    UNIT VIII STUDY GUIDE

    Tactical Financing Decisions

    FIN 6301, Corporate Finance 2

    UNIT x STUDY GUIDE

    Title

    Public and Private Financing: Initial Offerings, Seasoned Offerings, and Investment Banks

    The Financial Life Cycle of a Start-up Company

    Every company embarks on a journey reminiscent of life itself, facing challenges, milestones, and pivotal
    moments that shape its trajectory. This journey can be visualized as a curve, starting with the birth of an idea,
    and moving through phases of growth, maturity, and potentially, rejuvenation or decline.

    • Seed stage: This is where it all begins. A founder has an idea and starts a business, often
    bootstrapping or using their personal savings. The risks are high, and the business model might still
    be in its prototype phase.

    • Start-up stage: With a proof of concept in hand, external funding sources such as angel investors or
    early-stage venture capitalists become potential stakeholders. This funding is crucial to scale the
    operations and hire a team.

    • Growth and establishment stage: As the company starts generating steady revenue, it may attract
    larger venture capital rounds or even contemplate an initial public offering (IPO). This is the stage
    where firms like Amazon transitioned from being a promising venture to a dominant market player.

    Going Public: Pros and Cons

    When a company reaches a certain stature and has a predictable revenue model, it might consider going
    public. This decision, however, is multifaceted.

    Advantages can include market credibility—being publicly listed can enhance a company's reputation and
    visibility in the market. Another advantage is employee benefits because stock options become a viable
    incentive for attracting top talent.

    Disadvantages can include reporting pressure because quarterly reporting can force companies to be short-
    term focused. Another possible disadvantage is vulnerability to market fluctuations. The company's stock
    price can be influenced by market conditions beyond its control.

    Costs of Going Public

    Going public is an expensive affair. Companies need to be aware that the influx of capital comes at a price.
    Direct costs are relatively straightforward—fees paid to investment bankers, legal teams, and for promotional
    events leading up to the IPO. Indirect costs can be trickier to quantify. They can include potential hits to the
    company’s image if the IPO does not go as planned, the opportunity cost of the time senior management
    invests in the process, and potential changes in company culture post-IPO.

    Equity Carve-Outs and Alternatives to IPOs

    Not all companies choose the IPO route. There are several alternatives:

    FIN 6301, Corporate Finance 3

    UNIT x STUDY GUIDE

    Title

    Investment Banking and Private Equity

    These entities are the gatekeepers and facilitators of the financial world. Investment banks serve as
    intermediaries, helping companies navigate the complex process of going public, from valuation to ensuring
    regulatory compliance. Private equity firms see value where others do not. They might buy out public
    companies, streamline operations, and potentially relist them. Their modus operandi is to extract maximum
    value from their investments, sometimes leading to industry transformation.

    As companies evolve, so do their financing needs. The choice of how and when to secure funds is a strategic
    one, influencing not just the company’s balance sheet, but its very ethos and future trajectory.

    Lease Financing

    Leases are versatile financial instruments, allowing businesses to access assets without direct ownership.
    While there are many ways to categorize leases, the most common distinction is between operating and
    capital (or finance) leases. Operating leases are often used for short-term needs and do not transfer
    ownership of the asset. The lessee simply pays for the use of the asset, and at the end of the lease term,
    returns it. This can be compared to renting an apartment. Capital (finance) leases are more long-term in
    nature and are structured so that the lessee assumes most benefits and risks associated with ownership. By
    the end of the lease term, the lessee might have the option to purchase the asset. Think of it as a car lease
    where you might buy the vehicle at the end.

    Reporting Leases on Financial Statements

    Financial transparency is a cornerstone of modern business. Therefore, the way companies report leases is
    of paramount importance:

    FIN 6301, Corporate Finance 4

    UNIT x STUDY GUIDE

    Title

    Tax Status and Net Advantage of Leasing (NAL)

    Leasing is not just about accessing assets; it is a strategic decision influenced by various financial
    implications, one of which is tax implications. Depending on how a lease is structured and classified, there
    can be differing tax benefits. For instance, lease payments under an operating lease are often deductible as a
    business expense. Another implication is the net advantage of leasing (NAL): This is a comprehensive metric
    that weighs the pros and cons of leasing against purchasing. Factors considered include initial costs, monthly
    payments, tax implications, and residual value.

    2017 TCJA and Its Impact on Leases

    Taxation can be a game-changer in financial decision-making. The Tax Cuts and Jobs Act of 2017 (TCJA)
    was one such pivotal moment. One change resulting from the act involved interest limitations. The TCJA
    introduced new limits on the deductibility of business interest, potentially impacting the attractiveness of lease
    financing. Another change involved alteration in deductions. Changes in how businesses could deduct
    expenses related to tangible property influenced leasing decisions, especially for companies heavily reliant on
    physical assets.

    In essence, leasing is a flexible tool in a company’s financial toolkit, enabling them to strategically manage
    their assets, liabilities, and tax obligations. Like all tools, its effectiveness depends on the adeptness with
    which it is used in a given situation.

    Hybrid Financing: Preferred Stock, Warrants, and Convertibles

    The Complexity of Preferred Stock

    At its core, preferred stock is a unique blend of debt and equity representing ownership in a company but with
    a priority claim on dividends and assets. Unlike common stockholders, preferred stockholders receive
    dividends before any are distributed to common stockholders. However, the dividends are typically fixed,
    much like interest payments on a debt. Preferred stock carries less risk than common stock but also usually
    offers less potential for appreciation. It sits in between debt and common equity in the capital structure. For
    companies, they can be an efficient way to raise capital without diluting common equity or taking on debt
    obligations.

    FIN 6301, Corporate Finance 5

    UNIT x STUDY GUIDE

    Title

    The Role of Warrants in Financing

    In essence, warrants are like options, providing the right but not the obligation to buy shares at a
    predetermined price. Warrants add utility in fundraising; when companies issue bonds, adding warrants can
    enhance their attractiveness. This strategy often appeals to investors who seek potential equity upside while
    still having the safety of a bond. The value of a warrant depends on various factors like the underlying stock
    price, volatility, and time to expiration. They can be traded separately from their associated bonds, offering a
    liquidity advantage.

    Convertibles and Their Impact

    Convertible securities, be it bonds or preferred stock, offer a middle ground, blending the characteristics of
    debt and equity.

    • Advantages to issuers: Convertibles often carry lower interest or dividend rates than their
    nonconvertible counterparts because they offer the possibility of conversion to common stock. This
    can be advantageous for companies in sectors like tech, where equity appreciation potential is high.

    • Advantages to investors: Convertibles provide a sort of safety net. If the company does well and its
    stock price rises, they can convert their securities to common stock, capturing the upside. If the stock
    does not perform, they still receive the bond's interest or the preferred stock’s dividend.

    • Dilution concerns: One potential downside for existing shareholders is the dilution of their equity when
    convertibles are converted into common stock. However, this typically happens when the stock is
    performing well, so the dilution comes at a time of upward price movement.

    In the vast spectrum of financial instruments, hybrid securities like preferred stock, warrants, and convertibles
    offer both challenges and opportunities. They exemplify the innovative ways in which companies can raise
    capital while providing investors with a range of risk and reward profiles.

    Reference

    Naranjo, P., Saavedra, D., & Verdi, R. S. (2022, October). The pecking order and financing decisions:

    Evidence from changes to financial-reporting regulation. Journal of Accounting, Auditing & Finance,
    37(4), 727–750.
    https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
    ct=true&db=bsu&AN=158631326&site=ehost-live&scope=site

    Suggested Unit Resources

    Article: The Pecking Order and Financing Decisions: Evidence From Changes to Financial-
    Reporting Regulation (Optional)
    This article looks at the importance of pecking order theory in relation to financial-reporting regulation
    and making financing decisions (24 pages).

    **## CorporateFinanceFIN6301UnitVIIIJournal.docx**

    2

    Corporate Finance ECO 6301

    Unit VIII Journal

    This journal measures your mastery of ULOs 1.3, 5.6, and 5.7.

    Tactical financing decisions are essential as they guide a company’s immediate financial strategies. They encompass the decisions about how a company obtains and uses funds in the short term. In this journal entry, you will dive deep into a real-world example, analyzing a company's recent tactical financing decision and suggesting alternative approaches. This exercise will help cement your understanding of the concepts from the lesson and textbook as you apply them in a practical context.

    Start by selecting a company whose recent tactical financing decision piqued your interest. It could be a company that recently went public, secured a new lease agreement, or issued hybrid financing instruments such as preferred stocks or convertible bonds.

    · Analysis: Based on the knowledge you’ve gained in this unit, briefly describe the company’s recent tactical financing decision. Assess the potential benefits and challenges of this decision for the company.

    · Alternative financing decisions: Drawing from your understanding of public and private financing, lease financing, and hybrid financing, propose at least two alternative financing strategies the company could have considered. Predict the potential impact of each of your proposed alternatives on the company’s value. Would your proposed alternatives increase or decrease the company’s value? Why?

    · Reflection: Conclude your journal entry by reflecting on the importance of tactical financing decisions in the broader spectrum of corporate finance. What did you find most intriguing about the company’s choice, and how do you perceive the role of such decisions in shaping a company’s financial future?

    Ensure your journal entry is at least 200 words. Write clearly and concisely, focusing on providing a well-thought-out analysis. While references and citations are not mandatory, if you pull specific data or quotes, ensure they are accurately represented. Review your work for clarity and coherence before submitting.

    **## UnitVIIIStudyGuide.pdf**

    FIN 6301, Corporate Finance 1

    Course Learning Outcomes for Unit VIII

    At the end of this unit, you should be able to:

    1. Interpret financial statements to assess a company’s financial performance.
    1.3 Analyze a company’s financial statements to assess implications of tactical financing decisions.

    5. Recommend financial planning techniques to determine corporate value.

    5.6 Utilize financial planning techniques to propose alternative financing strategies.
    5.7 Assess the potential impact of financing strategies on corporate value.

    Required Unit Resources

    Chapter 18: Public and Private Financing: Initial Offerings, Seasoned Offerings, and Investment
    Banks (ULO 1.3) You are not required to read the Summary, Questions, or Web Extension at the end of
    the chapter.
    The purpose of this chapter is to understand public and private financing. First, we outline the financial
    life cycle of a start-up company. We list advantages and disadvantages of going public and explain the
    steps in going public with an initial public offering (IPO). Next, we measure direct costs and indirect costs
    of going public and define equity carve-outs. Finally, we will contrast IPOs with other ways to raise funds
    in capital markets, discuss investment banking activities, and show the role private equity firms play in
    taking a public company private.

    Chapter 19: Lease Financing (ULO 1.3) You are not required to read the Summary, Questions, or Web
    Extension at the end of the chapter.
    The purpose of this chapter is to understand lease financing. First, we will name the different types of
    leases and list the steps in reporting leases on financial statements. Next, we will identify criteria used by
    the IRS to determine the tax status of a lease and determine the net advantage of leasing (NAL) for a
    nontax-oriented lease. Finally, we will evaluate a lease from the lessor’s viewpoint, show how the 2017
    TCJA affected leases, and discuss reasons for leasing other than tax advantages.

    Chapter 20: Hybrid Financing: Preferred Stock, Warrants, and Convertibles (ULOs 5.6 and 5.7)
    You are not required to read the Summary, Questions, or Web Extension at the end of the chapter.
    The purpose of this chapter is to understand hybrid financing. First, we will evaluate the relative risks of
    preferred stock, debt, and common equity. We will name some features of preferred stock as well as
    advantages and disadvantages of preferred stock. Next, we will show how warrants are used in
    financing, determine the pre-tax cost of capital for bonds and warrants, and utilize conversion ratios and
    conversion prices. Finally, we will discuss the effect of convertibles and agency costs, contrast warrants
    and convertible debt, and explain how to report diluted earnings per share.

    Unit Lesson

    Lesson: Understanding Corporate Financing: IPOs, Leases, and Hybrids (ULOs 1.3 and 5.6)

    In today's ever-evolving financial landscape, understanding the intricacies of corporate financing is
    paramount. Delve into the multifaceted world of public offerings, leasing dynamics, and innovative hybrid
    securities, gaining invaluable insights to navigate and strategize in the corporate finance realm effectively.

    UNIT VIII STUDY GUIDE

    Tactical Financing Decisions

    FIN 6301, Corporate Finance 2

    UNIT x STUDY GUIDE

    Title

    Public and Private Financing: Initial Offerings, Seasoned Offerings, and Investment Banks

    The Financial Life Cycle of a Start-up Company

    Every company embarks on a journey reminiscent of life itself, facing challenges, milestones, and pivotal
    moments that shape its trajectory. This journey can be visualized as a curve, starting with the birth of an idea,
    and moving through phases of growth, maturity, and potentially, rejuvenation or decline.

    • Seed stage: This is where it all begins. A founder has an idea and starts a business, often
    bootstrapping or using their personal savings. The risks are high, and the business model might still
    be in its prototype phase.

    • Start-up stage: With a proof of concept in hand, external funding sources such as angel investors or
    early-stage venture capitalists become potential stakeholders. This funding is crucial to scale the
    operations and hire a team.

    • Growth and establishment stage: As the company starts generating steady revenue, it may attract
    larger venture capital rounds or even contemplate an initial public offering (IPO). This is the stage
    where firms like Amazon transitioned from being a promising venture to a dominant market player.

    Going Public: Pros and Cons

    When a company reaches a certain stature and has a predictable revenue model, it might consider going
    public. This decision, however, is multifaceted.

    Advantages can include market credibility—being publicly listed can enhance a company's reputation and
    visibility in the market. Another advantage is employee benefits because stock options become a viable
    incentive for attracting top talent.

    Disadvantages can include reporting pressure because quarterly reporting can force companies to be short-
    term focused. Another possible disadvantage is vulnerability to market fluctuations. The company's stock
    price can be influenced by market conditions beyond its control.

    Costs of Going Public

    Going public is an expensive affair. Companies need to be aware that the influx of capital comes at a price.
    Direct costs are relatively straightforward—fees paid to investment bankers, legal teams, and for promotional
    events leading up to the IPO. Indirect costs can be trickier to quantify. They can include potential hits to the
    company’s image if the IPO does not go as planned, the opportunity cost of the time senior management
    invests in the process, and potential changes in company culture post-IPO.

    Equity Carve-Outs and Alternatives to IPOs

    Not all companies choose the IPO route. There are several alternatives:

    FIN 6301, Corporate Finance 3

    UNIT x STUDY GUIDE

    Title

    Investment Banking and Private Equity

    These entities are the gatekeepers and facilitators of the financial world. Investment banks serve as
    intermediaries, helping companies navigate the complex process of going public, from valuation to ensuring
    regulatory compliance. Private equity firms see value where others do not. They might buy out public
    companies, streamline operations, and potentially relist them. Their modus operandi is to extract maximum
    value from their investments, sometimes leading to industry transformation.

    As companies evolve, so do their financing needs. The choice of how and when to secure funds is a strategic
    one, influencing not just the company’s balance sheet, but its very ethos and future trajectory.

    Lease Financing

    Leases are versatile financial instruments, allowing businesses to access assets without direct ownership.
    While there are many ways to categorize leases, the most common distinction is between operating and
    capital (or finance) leases. Operating leases are often used for short-term needs and do not transfer
    ownership of the asset. The lessee simply pays for the use of the asset, and at the end of the lease term,
    returns it. This can be compared to renting an apartment. Capital (finance) leases are more long-term in
    nature and are structured so that the lessee assumes most benefits and risks associated with ownership. By
    the end of the lease term, the lessee might have the option to purchase the asset. Think of it as a car lease
    where you might buy the vehicle at the end.

    Reporting Leases on Financial Statements

    Financial transparency is a cornerstone of modern business. Therefore, the way companies report leases is
    of paramount importance:

    FIN 6301, Corporate Finance 4

    UNIT x STUDY GUIDE

    Title

    Tax Status and Net Advantage of Leasing (NAL)

    Leasing is not just about accessing assets; it is a strategic decision influenced by various financial
    implications, one of which is tax implications. Depending on how a lease is structured and classified, there
    can be differing tax benefits. For instance, lease payments under an operating lease are often deductible as a
    business expense. Another implication is the net advantage of leasing (NAL): This is a comprehensive metric
    that weighs the pros and cons of leasing against purchasing. Factors considered include initial costs, monthly
    payments, tax implications, and residual value.

    2017 TCJA and Its Impact on Leases

    Taxation can be a game-changer in financial decision-making. The Tax Cuts and Jobs Act of 2017 (TCJA)
    was one such pivotal moment. One change resulting from the act involved interest limitations. The TCJA
    introduced new limits on the deductibility of business interest, potentially impacting the attractiveness of lease
    financing. Another change involved alteration in deductions. Changes in how businesses could deduct
    expenses related to tangible property influenced leasing decisions, especially for companies heavily reliant on
    physical assets.

    In essence, leasing is a flexible tool in a company’s financial toolkit, enabling them to strategically manage
    their assets, liabilities, and tax obligations. Like all tools, its effectiveness depends on the adeptness with
    which it is used in a given situation.

    Hybrid Financing: Preferred Stock, Warrants, and Convertibles

    The Complexity of Preferred Stock

    At its core, preferred stock is a unique blend of debt and equity representing ownership in a company but with
    a priority claim on dividends and assets. Unlike common stockholders, preferred stockholders receive
    dividends before any are distributed to common stockholders. However, the dividends are typically fixed,
    much like interest payments on a debt. Preferred stock carries less risk than common stock but also usually
    offers less potential for appreciation. It sits in between debt and common equity in the capital structure. For
    companies, they can be an efficient way to raise capital without diluting common equity or taking on debt
    obligations.

    FIN 6301, Corporate Finance 5

    UNIT x STUDY GUIDE

    Title

    The Role of Warrants in Financing

    In essence, warrants are like options, providing the right but not the obligation to buy shares at a
    predetermined price. Warrants add utility in fundraising; when companies issue bonds, adding warrants can
    enhance their attractiveness. This strategy often appeals to investors who seek potential equity upside while
    still having the safety of a bond. The value of a warrant depends on various factors like the underlying stock
    price, volatility, and time to expiration. They can be traded separately from their associated bonds, offering a
    liquidity advantage.

    Convertibles and Their Impact

    Convertible securities, be it bonds or preferred stock, offer a middle ground, blending the characteristics of
    debt and equity.

    • Advantages to issuers: Convertibles often carry lower interest or dividend rates than their
    nonconvertible counterparts because they offer the possibility of conversion to common stock. This
    can be advantageous for companies in sectors like tech, where equity appreciation potential is high.

    • Advantages to investors: Convertibles provide a sort of safety net. If the company does well and its
    stock price rises, they can convert their securities to common stock, capturing the upside. If the stock
    does not perform, they still receive the bond's interest or the preferred stock’s dividend.

    • Dilution concerns: One potential downside for existing shareholders is the dilution of their equity when
    convertibles are converted into common stock. However, this typically happens when the stock is
    performing well, so the dilution comes at a time of upward price movement.

    In the vast spectrum of financial instruments, hybrid securities like preferred stock, warrants, and convertibles
    offer both challenges and opportunities. They exemplify the innovative ways in which companies can raise
    capital while providing investors with a range of risk and reward profiles.

    Reference

    Naranjo, P., Saavedra, D., & Verdi, R. S. (2022, October). The pecking order and financing decisions:

    Evidence from changes to financial-reporting regulation. Journal of Accounting, Auditing & Finance,
    37(4), 727–750.
    https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
    ct=true&db=bsu&AN=158631326&site=ehost-live&scope=site

    Suggested Unit Resources

    Article: The Pecking Order and Financing Decisions: Evidence From Changes to Financial-
    Reporting Regulation (Optional)
    This article looks at the importance of pecking order theory in relation to financial-reporting regulation
    and making financing decisions (24 pages).

    – 1
    – 2

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    Conduct an environmental scan and write an assessment in which you focus on both the internal and external factors that could affect your success within your chosen industry.After an organization has completed a SWOT analysis, it will carefully monitor both the internal and external environments to …

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    Conduct an environmental scan and write an assessment in which you focus on both the internal and external factors that could affect your success within your chosen industry.After an organization has completed a SWOT analysis, it will carefully monitor both the internal and external environments to detect signs of opportunities and threats that could affect current and future plans. This environmental scanning can help an organization identify trends that are most likely to affect the industry, thereby allowing the development of a strategy for change. The right information, at the right time, can determine the future of an organization. _Note_: Developing a strategic plan requires specific steps that need to be executed in a sequence. The assessments in this course are presented in order and should be completed in sequence.Conduct a personal strengths, weaknesses, opportunities, and threats (SWOT) analysis. In your analysis, consider the following:                        STRENGTHS
    – What advantages do you have that others do not (skills, education, experience, certifications)?
    – What achievements are you most proud of?
    – What do you do better than anyone else?
    – What do you think others would see as your strengths?
    – Do you have special connections that others may not have?
    – What personal resources do you have available?
    Be sure to consider how others see you—not just how you see yourself.              WEAKNESS
    – Are there tasks you avoid doing because you do not feel confident doing them?
    – Do you have any negative work habits (often late, disorganized, easily stressed)?
    – Do you feel confident about your skills, experience, and education?
    – Do you have any personality traits that might hold you back? For example, do you have a fear of public speaking, yet work where you are expected to conduct regular meetings?
    Again, consider how others see you.
                 OPPORTUNITIES
    – Do you have a network of influential contacts that can help or offer advice?
    – Is there a need in your company or industry that no one else has been able to fill?
    – Are there trends in your company that you can use to your advantage?
    – Can you offer solutions to problems within your company?
                   THREATS
    – What kind of obstacles are you facing at work?
    – Are there co-workers/colleagues competing with you for positions or projects?
    – Has the nature of your job changed?
    – Does technology pose a threat to your position?
    – Do any of your weaknesses pose a threat?
    – What threats to your overall plan are there?
    Once you have completed your SWOT analysis, identify strategies that you can use to capitalize on your strengths and open up opportunities, and address ways you can minimize areas of weakness and eliminate threats. Consider asking a trusted peer or friend to review your SWOT analysis and provide you with honest feedback. Analyze the feedback you receive and include that analysis in your assessment. Were there aspects of the feedback that surprised you?To successfully complete this assessment, you may need to do some research on writing a SWOT analysis. Format this assessment as a research paper following current APA guidelines for both style and citing sources, making sure that you also use correct grammar and mechanics. There is no required minimum or maximum page length; however, you should strive to be as detailed as possible in addressing each bullet point, while also being as clear and concise as possible.

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    Now that you have completed your introduction, research, and outline, your final task is to create an audio presentation that demonstrates your understanding of the U.S. economy and presents your stance as a political candidate. This final product should be a 3 to 5-minute speech in which you introd…

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    Now that you have completed your introduction, research, and outline, your final task is to create an audio presentation that demonstrates your understanding of the U.S. economy and presents your stance as a political candidate. This final product should be a 3 to 5-minute speech in which you introduce yourself as a candidate and clearly state your position on the current state of the economy.
    Your speech should explain the reasoning behind your stance using recent trends, economic data, news headlines, or personal observations. In addition to identifying issues, be sure to propose specific economic solutions or policy ideas that reflect your platform. The speech should conclude with a clear and compelling closing message that communicates your commitment to improving economic outcomes for the country.

  • [Solved] Forecasting Presentation

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    Forecasting is the process of predicting or estimating future events or conditions based on past and present data. It involves analyzing trends, patterns, and relevant information to make informed projections about what may happen. In this assessment, you will use forecasting techniques to develop a…

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    Forecasting is the process of predicting or estimating future events or conditions based on past and present data. It involves analyzing trends, patterns, and relevant information to make informed projections about what may happen. In this assessment, you will use forecasting techniques to develop a presentation that assesses the needs of the project and outlines recommendations for how to address the stakeholder concerns that align with the sponsor’s priorities.
    ##### **Assessment Preparation**
    **Read** the following scenario:
    You have been appointed as the project manager for a digital marketing software project that presents several significant challenges. The project suffers from unclear requirements and deliverables, divided support among stakeholders, and a sponsor who is focused on achieving quick results to secure broader stakeholder approval for the project’s continuation. As the project manager, you need to select the most appropriate project management approach for this situation and develop a comprehensive strategy to overcome these challenges. Your strategy should ensure that value is delivered throughout the project life cycle.
    ##### **Assessment Deliverable**
    **Create** a 12- to 15-slide presentation with detailed speaker notes and appropriate images and charts as needed that includes the following:
    – Introduction
    – Summarize the project’s challenges and objectives.
    – State your role and the purpose of the presentation.
    – Project Management Approach
    – Compare predictive and adaptive (e.g., waterfall vs. agile) approaches, highlighting the strengths and weaknesses of each.
    – Justify your recommended approach for this project based on its requirements, deliverables, and challenges.
    – Triangle of Constraints Analysis
    – Use the Triangle of Constraints to evaluate the project’s priorities and needs.
    – Include a visual representation or description of how these constraints influence your project management approach.
    – Stakeholder Management
    – Create a stakeholder matrix identifying key roles and their influence on the project.
    – Recommend strategies for addressing stakeholder concerns and building a consensus.
    – Adaptive Framework (Agile)
    – Explain why agile is an effective methodology for this project.
    – Define the role the product owner would have in this project and describe how they would create business value and improve stakeholder satisfaction.
    – Highlight key aspects of the Scrum framework, such as sprints and iterations.
    – Scrum Events
    – Identify the necessary Scrum events (e.g., Sprint Planning, Daily Standups, Sprint Reviews, Retrospectives).
    – Describe their purpose, frequency, and how they ensure alignment with project goals and value delivery.
    – Delivery Timeline and Stakeholder Impact
    – Assess the delivery timeline based on the selected approach.
    – Analyze how meeting delivery milestones will influence stakeholder satisfaction and project success.
    – Conclusion
    – Summarize your recommendations and explain how your approach delivers value and ensures project success.
    **Submit** your assessment.
    ##### **Assessment Support**
    – You may use the [PowerPoint template](https://multimedia.phoenix.edu/cms/202553982) for your presentation or create your own.
    – Review the [grading rubric](https://multimedia.phoenix.edu/cms/202553979) for guidance on deliverable expectations.
    – Review [Presentations, Recordings, and Images](https://multimedia.phoenix.edu/cms/202336143) to learn how to create a presentation.
    – Review the following resources for writing guidelines and APA information:
    – [Center for Writing Excellence](https://multimedia.phoenix.edu/cms/cwe/)
    – [Reference and Citation Generator](https://multimedia.phoenix.edu/cms/citation)
    – [Grammar Assistance](https://multimedia.phoenix.edu/cms/202010168/)

  • [Solved] HRM 6302 VIII

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    – ## UnitIIIStudyGuide.pdf – ## UnitVIIIStudyGuide.pdf **## UnitIIIStudyGuide.pdf** HRM 6302, Employment Law 1 Course Learning Outcomes for Unit III Upon completion of this unit, students should be able to: 2. Summarize Title VII of the Civil Rights Act of 1964. 2.1 Identify the conduct that consti…

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    – ## UnitIIIStudyGuide.pdf

    – ## UnitVIIIStudyGuide.pdf

    **## UnitIIIStudyGuide.pdf**

    HRM 6302, Employment Law 1

    Course Learning Outcomes for Unit III

    Upon completion of this unit, students should be able to:

    2. Summarize Title VII of the Civil Rights Act of 1964.
    2.1 Identify the conduct that constitutes sexual harassment.
    2.2 Analyze the protection against sexual harassment under Title VII.

    3. Analyze the impact that workplace sexual harassment has on an organization.

    3.1 Summarize the prevalence and cost of harassment in the workplace.
    3.2 Analyze the appropriate response of employers to harassment and ways to prevent its

    occurrence.

    Required Unit Resources

    Chapter 8: Harassment, pp. 281–318

    Unit Lesson

    It is hard to imagine a more perfect example of alleged sexual harassment in the workplace than played out in
    the hearings to confirm Clarence Thomas as a Supreme Court justice in 1991. Many in human resources
    (HR) and employment law watched the testimony of Anita Hill with great interest, but few could have known
    how significantly this event would affect the workplace and the work of employment lawyers and human
    resource professionals. While the nation watched, Hill described under oath how Thomas allegedly harassed
    her while she worked for him from 1981 to 1983 in federal government agencies. Hill claimed that Thomas
    talked about scenes in pornographic movies and images in pornographic materials, as well as boasting of his
    own sexual abilities (“The Thomas Nomination,” 1991). Thomas’ strong denial and the lack of witnesses to
    any of the alleged interaction set the stage for a classic he said/she said scenario. The he-said side of the
    equation carried the day, and Thomas ended up being confirmed by the Senate by a slim margin.
    Nevertheless, sexual harassment took a great leap forward in public consciousness.

    With sex added as a protected category in the last days before Congress voted on the Civil Rights Act of
    1964, sexual harassment was likely not even on the radar of the drafters. According to Cohen (2016), sexual
    harassment has been around as long as women have been in the workplace. As women began to employ in
    numbers in manufacturing and clerical roles in the early 20th century, they faced physical and verbal assaults
    by male managers. This conduct continued for decades and women had only the options of enduring sexually
    harassing conduct or quitting. Complaining was ineffective; at most, women were told the conduct was
    harmless and complainers were frequently retaliated against (Cohen, 2016).

    Title VII’s passage laid the groundwork for a legal remedy for sexual harassment, but it was not until 1975 that
    the term sexual harassment was coined (Cohen, 2016). Then, in the late 1970s, attorney Catharine
    MacKinnon developed the legal theory for sexual harassment as a violation of Title VII, including the concept
    of hostile work environment. Until this theory was tested and upheld by the Supreme Court in Meritor Savings
    Bank. v. Vinson, (1986), courts followed the “boys will be boys” thinking that left women vulnerable to
    environmental harassment (Strebeigh, 1991).

    How far have we come since the 1970s when a 1976 survey by Redbook found that 80 percent of working
    women reported that they had been sexually harassed in the workplace? Unfortunately, we have not come as
    far as you might expect. The continuing problem of workplace sexual harassment is reflected in recent
    surveys cited by Feldblum and Lipnic (2016) in the Equal Employment Opportunity Commission’s (EEOC)
    Report of the Co-Chairs of the EEOC Select Task Force on the Study of Harassment in the Workplace.

    UNIT III STUDY GUIDE
    Harassment in the Workplace

    HRM 6302, Employment Law 2

    UNIT x STUDY GUIDE
    Title

    According to Feldblum and Lipnic (2016), approximately 25 percent of women reported sexual harassment in
    the workplace. However, when the term sexual harassment was defined in terms of specific behaviors such
    as unwanted sexual attention or sexual coercion, the rate of women who reported experiencing sexual
    harassment rose to 40 percent. The number rose further to 60 percent when sexist or crude and offensive
    behavior was included in the survey. Reflecting this problem, approximately one third of the charges filed with
    EEOC in fiscal year 2015 included a claim of harassment, and 45 percent of those alleged sexual harassment
    (Feldblum & Lipnic, 2016).

    Many persons subjected to sexual harassment do not report it, let alone file a charge of harassment. Internal
    reports should be viewed by organizations as an opportunity to investigate the concern, reach a finding, and
    take appropriate steps based on that finding. Investigations can be stressful for the participants and the
    organization, but they can lay the groundwork for resolution in an efficient and productive way. In one
    situation, a nurse complained about an incident at the annual social gathering for the maternity and obstetrics
    practice for which she worked. She reported to the office administrator that at the party, while her husband
    was not present, one of the doctors approached her, complimented her dress, and put his arm around her,
    squeezing her breast as he did so. The investigation revealed no witnesses and the doctor adamantly denied
    the allegation. However, the nurse’s excellent record, her credibility and lack of a motive to fabricate, and the
    doctor’s questionable behavior and comments toward other staff tilted the scales in favor of a finding the
    conduct more likely than not occurred.

    This created a dilemma for the other doctors in the practice: ignore the findings and retain a close colleague,
    take steps to reprimand him, or remove him from the practice. Investigations of harassment sometimes yield
    findings that require difficult choices by the organization, but they also reinforce the organization’s
    commitment to a harassment-free workplace and can fend off costly litigation if handled appropriately.

    The process that played out in the medical practice follows from important developments in workplace
    harassment stemming from two key Supreme Court decisions in 1998. In Faragher v. City of Boca Raton
    (1998) and Burlington Industries, Inc. v. Ellerth (1998), the Supreme Court resolved questions about the
    employer’s liability for supervisor sexual harassment and provided an affirmative defense to situations when a
    supervisor harasses a subordinate. Courts had struggled with when to hold employers liable for conduct by
    supervisors who violated employer policies, some following the theory that employers are liable for actions of
    their managers, but others reluctant to hold employers liable for the supervisors’ conduct that the employers
    had prohibited. The Supreme Court held that if an employer has a policy that prohibits harassment, provides a
    method for reporting such harassment, investigates reports, and takes corrective action to stop harassment if
    it is found to have occurred, the employer could defend itself against a legal claim even if a supervisor
    harassed an employee. Thus, in the medical practice situation, if the practice took steps to discipline the
    doctor and prevent him from harassing the nurse or others in the future, it could defend itself against a
    lawsuit. If it failed to take corrective action against the doctor, the practice had a strong risk of being
    successfully sued.

    The costs of harassment in the workplace are not easily quantifiable. However, they are real. Feldblum and
    Lipnic (2016) reported that the EEOC obtained approximately $160 million in harassment cases in fiscal year
    2015, combining pre-litigation settlements and damages in lawsuits filed by the EEOC. However, this does
    not include lawsuits in which EEOC was not involved. In addition to legal damages, costs include legal fees
    and the less quantifiable loss of productivity in the workplace caused by harassment and its aftermath.

    Employers can seek to minimize harassment in the workplace through demonstrated commitment to
    harassment-free workplaces at the highest levels in the organization in the form of communication of policy
    and complaint procedure, periodic training of employees and supervisors, and prompt response to complaints
    of harassment. Training is a key component of any organizational program, but organizations are often
    reluctant to make the financial commitment to meaningful and effective training. All too often, training is not a
    priority until there has been an incident of workplace harassment. At that point, however, employees may
    view the training cynically as merely a reaction to a legal threat, rather than a true commitment to ensuring
    that all employees are comfortable in the work environment. Training is most effective as an integral part of an
    overall culture putting the highest priority on respect in the workplace and creating clear avenues for
    communicating concerns.

    In the second decade of the 21st century, 25 years after Anita Hill went before the Senate, the scorecard on
    eliminating sexual and other harassment in the workplace is far from acceptable. In some ways, we have

    HRM 6302, Employment Law 3

    UNIT x STUDY GUIDE
    Title

    seen substantial advancements in workplaces where respect for women as well as all persons is
    demonstrated at the highest levels in the organization, and harassment is not tolerated. In other ways,
    however, there is still much room for improvement, particularly in industries where women have only recently
    begun to appear in greater numbers and in areas of work where improper behavior is tolerated because of the
    levels of stress and risk, such as law and medicine. Human resources professionals will lead the way on
    these necessary improvements and will need to gain the full support of their organizations for their efforts to
    be successful.

    References

    Burlington Industries, Inc. v. Ellerth, 524 U.S. 742 (1998).

    Cohen, S. (2016, April 11). A brief history of sexual harassment in America before Anita Hill. Time.

    http://time.com/4286575/sexual-harassment-before-anita-hill/

    Faragher v. City of Boca Raton, 524 U.S. 775 (1998).

    Feldblum, C. R., & Lipnic, V. A. (2016, June). Report of the co-chairs of the EEOC Select task force on the

    study of harassment in the workplace. https://www.eeoc.gov/june-2016-report-co-chairs-select-task-
    force-study-harassment-workplace

    Meritor Savings Bank v. Vinson, 477 U.S. 57 (1986).

    Strebeigh, F. (1991, October 6). Defining law on the feminist frontier. New York Times Magazine.

    http://www.equalwomen.com/nytmagazine1991.html

    The Thomas nomination; Excerpts from Senate's hearings on the Thomas nomination [Interview transcript].

    (1991, October 12). The New York Times. http://www.nytimes.com/1991/10/12/us/the-thomas-
    nomination-excerpts-from-senate-s-hearings-on-the-thomas-nomination.html?pagewanted=1

    Suggested Unit Resources

    In order to access the following resources, click the links below.

    The following PowerPoint presentation supplements the textbook chapter reading and is provided for further
    knowledge and review of the unit materials.

    Chapter 8 presentation (PowerPoint) or Chapter 8 presentation (PDF)

    Learning Activities (Nongraded)

    Nongraded Learning Activities are provided to aid students in their course of study. You do not have to submit
    them. If you have questions, contact your instructor for further guidance and information.

    At the end of each chapter of your textbook, scenario-driven questions provide legal issues and realistic
    situations that relate to employment law. Exploring these questions allows you the opportunity to further your
    understanding of the concepts in each chapter and prepares you for similar situations you may encounter in
    your workplace.

    • Review the Chapter 8 questions in your textbook on pages 319–322.

    **## UnitVIIIStudyGuide.pdf**

    HRM 6302, Employment Law 1

    Course Learning Outcomes for Unit VIII

    Upon completion of this unit, students should be able to:

    1. Discuss the legal significance of the employer-employee relationship.
    1.1 Examine the termination of the employer-employee relationship.
    1.2 Apply exceptions to the employment at-will doctrine.

    Required Unit Resources

    Chapter 16: Terminating Individual Employees, pp. 637–669

    Unit Lesson

    The first unit of the course examined the concept of employment at will and the fact that the concept is not an
    absolute. Subsequent units further explored how employment at will is modified through employment laws
    that confer rights on employees and impose obligations on employers. This unit will now review exceptions to
    the doctrine that are imposed by judicial decision and by the practicalities of our legal system that influence
    employer decision-making. This unit also brings the discussion full circle by focusing on the end of the
    employment relationship through involuntary termination and the significance of that action for the
    employment cycle as a whole.

    Exceptions to the employment at will rule are dependent on state law and states vary widely in the
    acceptance of exceptions. These exceptions relate to terminations that fall in the gaps between statutory
    regulation of the employment relationship and address terminations that do not strike one as just. The most
    prevalent exception is for termination for reasons that violate a state’s public policy. For example, a
    termination might be illegal if one of the following situations prompts it:

    • discrimination based on race, national origin, sex, pregnancy, religion, disability, citizenship status,
    or age;

    • retaliation for taking a leave of absence for a serious medical condition;
    • retaliation for having complained about workplace safety or a work injury; and
    • retaliation for having complained about wage violations or having filed a wage complaint.

    Even in states that do not recognize the many exceptions to the employment at will rule, it is generally
    accepted nationwide that an employee cannot be fired for serving on a jury or for refusing to break the law at
    the direction of his or her employer. Sources of public policies are state constitutions, statutes, or
    administrative regulations.

    Public policy wrongful termination cases can be costly to employers. In a Michigan case, a nurse complained
    that a coworker’s negligence resulted in a patient’s death (Landin v. HealthSource, 2014). Landin, a nurse,
    complained that a coworker was negligent in patient care. After the accused coworker became aware of
    Landin’s complaint about her, she reported Landin to management, and Landin was subsequently terminated
    for procedure violations. Landin’s termination also occurred after the employer became aware that he was
    speaking to the widow of the deceased patient. The jury found that Landin’s termination violated a public
    policy contained in Michigan’s health code that prohibits a health facility from disciplining employees who in
    good faith report the malpractice of a health professional. The jury awarded $1.2 million in damages.

    The second main exception to the employment at will rule is the implied contract. An implied contract may be
    formed when an employer makes an oral or written representation to an employee that his or her job is secure
    or that certain procedures will be followed before an employee is terminated. In the past, an implied contract

    UNIT VIII STUDY GUIDE
    Terminating the Employment Relationship

    HRM 6302, Employment Law 2

    UNIT x STUDY GUIDE
    Title

    was found in some states from representations in an employee handbook that employees would be
    discharged only for “just cause.” In the leading case on the implied contract exception, when hired by Blue
    Cross Blue Shield of Michigan, a manager, in response to his question about job security, was told that his
    employment would be secure as long as he did his job. Additionally, the employment policies included
    statements that it was the employer’s policy to terminate employees only for “just cause” (Toussaint v. Blue
    Cross & Blue Shield, 1980).

    The court found that the manager’s representation and the provision in an employee handbook stating that an
    employee can be fired only for just cause created an implied contract if it created an expectation of job
    security in the employee. Most employers respond by including in their policies a disclaimer clearly stating
    that its policies do not create a contract for employment and carefully define the persons who have authority
    to create a contract with an employee for a definite term. Additionally, offer letters typically contain a
    statement that they do not create a contract for a definite term and that employment can be terminated at any
    time, for any reason. Despite all states not being bound to adhere to the implied contract exception, these
    disclaimers in employee handbooks and offer letters guard against expectations and potential legal problems.
    Human resources (HR) professionals should also ensure that managers understand the risks of verbally
    providing assurances of job security and that such statements can bind the employer.

    The third exception to the employment at will rule and the one recognized in the fewest states is the covenant
    of good faith and fair dealing. This exception originated in California, where an 18-year airline employee was
    terminated without any explanation. Relying in part on the length of the employee’s employment, the court
    found that the employee could not be fired without good cause. The court found a covenant of good faith and
    fair dealing in the employment relationship and a corresponding duty not to deprive the employee of the
    benefits of employment (Cleary v. American Airlines, Inc., 1980).

    There are complicated exceptions, as well as the human factor of how unpredictable juries can be in reacting
    to actual cases. As a result, employers cannot rely solely on the premise of the employment at will concept as
    a justification for termination. According to Paul Falcone (2016), in the event a case escalates to the trial
    stage, the employer must be prepared to prove that there was cause to terminate. That proof of legitimate
    cause is best substantiated by documented progressive disciplinary warnings and/or failed or negative
    reviews or evaluations. When jurors go behind closed doors, they are going to want to see that the employer
    treated the employee fairly. Jurors will see this through accurate and timely documentation of performance
    issues and efforts to work with the employee to correct the issues.

    Reducing risk in connection with employee terminations requires attention to detail and holding managers
    accountable for managing performance. A supervisor may want to terminate an employee on the spot when
    there is no documentation of performance issues, or when the reasons are subjective ones such as “not a
    good fit” or “not a team player.” However, efforts must made to identify if there are objective factors that
    support termination. Further, documentation of reasons for termination should occur before an employee is
    fired; collecting information after an employee is terminated can be viewed as an effort to justify a termination
    that was rushed and not well thought through.

    Another tool to reduce risk is to have someone in HR review all termination decisions to ensure they are
    appropriate, documented, and consistent with how the organization has handled similar situations. Some
    organizations utilize a committee to review the case for termination, review the employee’s file, ask questions
    about the decision, and make a determination based on knowledge of the organization’s historic approach
    and how the circumstances of the particular case fit into that approach. It is highly recommended for the
    employer to consult with counsel when there are significant risk factors. A process such as this can not only
    reduce risk before a termination is implemented but demonstrate to a jury that the employer takes each
    termination seriously and utilizes a process to ensure employees are treated fairly and consistently.

    Just as important is the goal to reduce risk in the execution of the termination decision. The best approach is
    for the employee’s direct manager and a witness, preferably an HR representative who will take notes to
    document what is said amongst parties, attend a termination meeting. The meeting should have a clear plan
    and defined roles in advance; what will be said and who will say it should be determined. A clear statement of
    the grounds for termination should be prepared, documented, and delivered verbally to the employee. Some
    states require employers to provide a written reason to the employee at the termination meeting, and some
    require a termination letter if requested by an employee (“Termination,” 2015). While stating the reason for
    termination may be awkward, providing no reason, making vague or inconsistent statements, or giving too

    HRM 6302, Employment Law 3

    UNIT x STUDY GUIDE
    Title

    much information can cause employees to believe they were unfairly treated and cause them to take legal
    action. It is best to be honest and be brief.

    No employer wants to find its name in the news or on the defending side of a lawsuit after it terminates an
    employee. Besides the obvious costs, damage can occur in critical areas of recruiting, retention, and morale.
    HR professionals play key roles in making sure the appropriate and required factors are weighed fairly in
    decisions about whether to terminate employment. HR professionals must remove the emotion from the
    decision and consider what is best for the organization. They must lead the way in reducing risk through
    application of their legal knowledge and by treating people with dignity and respect.

    References

    Cleary v. American Airlines, Inc., 111 Cal. App. 3d 443 (1980).

    Falcone, P. (2016, September 26). Employment-at-will vs. the discharge-for-just-cause-only standard: A

    critical employment law distinction. Society for Human Resource Management.
    https://www.shrm.org/resourcesandtools/legal-and-compliance/employment-law/pages/employment-
    at-will.aspx

    Roberto Landin v. HealthSource Saginaw, Inc., 854 N.W.2d 152 (2014).

    Termination: Should a company provide a terminated employee with a reason for the termination? (2015,

    March 25). Society for Human Resource Management.
    https://www.shrm.org/resourcesandtools/tools-and-samples/hr-
    qa/pages/shouldacompanyprovideterminatedemployeewithareasonforthetermination.aspx

    Toussaint v. Blue Cross & Blue Shield, of Michigan, 408 Mich. 579, 292 N.W. 2d 880 (1980).

    Suggested Unit Resources

    You are encouraged to read the remainder of Chapter 16 in your textbook, which continues this unit’s
    discussion of additional issues involved in the termination of employees.

    Chapter 16: Terminating Individual Employees, pp. 670–696

    In order to access the following resources, click the links below.

    The following PowerPoint presentation supplements the textbook chapter reading and is provided for further
    knowledge and review of the unit materials.

    Chapter 16 presentation (PowerPoint) or Chapter 16 presentation (PDF)

    Learning Activities (Nongraded)

    Nongraded Learning Activities are provided to aid students in their course of study. You do not have to submit
    them. If you have questions, contact your instructor for further guidance and information.

    At the end of each chapter of your textbook, scenario-driven questions provide legal issues and realistic
    situations that relate to employment law. Exploring these questions allows you the opportunity to further your
    understanding of the concepts in each chapter and prepares you for similar situations you may encounter in
    your workplace.

    • Review the Chapter 16 questions in your textbook on pages 697–701.

    **## UnitVIIIStudyGuide.pdf**

    HRM 6302, Employment Law 1

    Course Learning Outcomes for Unit VIII

    Upon completion of this unit, students should be able to:

    1. Discuss the legal significance of the employer-employee relationship.
    1.1 Examine the termination of the employer-employee relationship.
    1.2 Apply exceptions to the employment at-will doctrine.

    Required Unit Resources

    Chapter 16: Terminating Individual Employees, pp. 637–669

    Unit Lesson

    The first unit of the course examined the concept of employment at will and the fact that the concept is not an
    absolute. Subsequent units further explored how employment at will is modified through employment laws
    that confer rights on employees and impose obligations on employers. This unit will now review exceptions to
    the doctrine that are imposed by judicial decision and by the practicalities of our legal system that influence
    employer decision-making. This unit also brings the discussion full circle by focusing on the end of the
    employment relationship through involuntary termination and the significance of that action for the
    employment cycle as a whole.

    Exceptions to the employment at will rule are dependent on state law and states vary widely in the
    acceptance of exceptions. These exceptions relate to terminations that fall in the gaps between statutory
    regulation of the employment relationship and address terminations that do not strike one as just. The most
    prevalent exception is for termination for reasons that violate a state’s public policy. For example, a
    termination might be illegal if one of the following situations prompts it:

    • discrimination based on race, national origin, sex, pregnancy, religion, disability, citizenship status,
    or age;

    • retaliation for taking a leave of absence for a serious medical condition;
    • retaliation for having complained about workplace safety or a work injury; and
    • retaliation for having complained about wage violations or having filed a wage complaint.

    Even in states that do not recognize the many exceptions to the employment at will rule, it is generally
    accepted nationwide that an employee cannot be fired for serving on a jury or for refusing to break the law at
    the direction of his or her employer. Sources of public policies are state constitutions, statutes, or
    administrative regulations.

    Public policy wrongful termination cases can be costly to employers. In a Michigan case, a nurse complained
    that a coworker’s negligence resulted in a patient’s death (Landin v. HealthSource, 2014). Landin, a nurse,
    complained that a coworker was negligent in patient care. After the accused coworker became aware of
    Landin’s complaint about her, she reported Landin to management, and Landin was subsequently terminated
    for procedure violations. Landin’s termination also occurred after the employer became aware that he was
    speaking to the widow of the deceased patient. The jury found that Landin’s termination violated a public
    policy contained in Michigan’s health code that prohibits a health facility from disciplining employees who in
    good faith report the malpractice of a health professional. The jury awarded $1.2 million in damages.

    The second main exception to the employment at will rule is the implied contract. An implied contract may be
    formed when an employer makes an oral or written representation to an employee that his or her job is secure
    or that certain procedures will be followed before an employee is terminated. In the past, an implied contract

    UNIT VIII STUDY GUIDE
    Terminating the Employment Relationship

    HRM 6302, Employment Law 2

    UNIT x STUDY GUIDE
    Title

    was found in some states from representations in an employee handbook that employees would be
    discharged only for “just cause.” In the leading case on the implied contract exception, when hired by Blue
    Cross Blue Shield of Michigan, a manager, in response to his question about job security, was told that his
    employment would be secure as long as he did his job. Additionally, the employment policies included
    statements that it was the employer’s policy to terminate employees only for “just cause” (Toussaint v. Blue
    Cross & Blue Shield, 1980).

    The court found that the manager’s representation and the provision in an employee handbook stating that an
    employee can be fired only for just cause created an implied contract if it created an expectation of job
    security in the employee. Most employers respond by including in their policies a disclaimer clearly stating
    that its policies do not create a contract for employment and carefully define the persons who have authority
    to create a contract with an employee for a definite term. Additionally, offer letters typically contain a
    statement that they do not create a contract for a definite term and that employment can be terminated at any
    time, for any reason. Despite all states not being bound to adhere to the implied contract exception, these
    disclaimers in employee handbooks and offer letters guard against expectations and potential legal problems.
    Human resources (HR) professionals should also ensure that managers understand the risks of verbally
    providing assurances of job security and that such statements can bind the employer.

    The third exception to the employment at will rule and the one recognized in the fewest states is the covenant
    of good faith and fair dealing. This exception originated in California, where an 18-year airline employee was
    terminated without any explanation. Relying in part on the length of the employee’s employment, the court
    found that the employee could not be fired without good cause. The court found a covenant of good faith and
    fair dealing in the employment relationship and a corresponding duty not to deprive the employee of the
    benefits of employment (Cleary v. American Airlines, Inc., 1980).

    There are complicated exceptions, as well as the human factor of how unpredictable juries can be in reacting
    to actual cases. As a result, employers cannot rely solely on the premise of the employment at will concept as
    a justification for termination. According to Paul Falcone (2016), in the event a case escalates to the trial
    stage, the employer must be prepared to prove that there was cause to terminate. That proof of legitimate
    cause is best substantiated by documented progressive disciplinary warnings and/or failed or negative
    reviews or evaluations. When jurors go behind closed doors, they are going to want to see that the employer
    treated the employee fairly. Jurors will see this through accurate and timely documentation of performance
    issues and efforts to work with the employee to correct the issues.

    Reducing risk in connection with employee terminations requires attention to detail and holding managers
    accountable for managing performance. A supervisor may want to terminate an employee on the spot when
    there is no documentation of performance issues, or when the reasons are subjective ones such as “not a
    good fit” or “not a team player.” However, efforts must made to identify if there are objective factors that
    support termination. Further, documentation of reasons for termination should occur before an employee is
    fired; collecting information after an employee is terminated can be viewed as an effort to justify a termination
    that was rushed and not well thought through.

    Another tool to reduce risk is to have someone in HR review all termination decisions to ensure they are
    appropriate, documented, and consistent with how the organization has handled similar situations. Some
    organizations utilize a committee to review the case for termination, review the employee’s file, ask questions
    about the decision, and make a determination based on knowledge of the organization’s historic approach
    and how the circumstances of the particular case fit into that approach. It is highly recommended for the
    employer to consult with counsel when there are significant risk factors. A process such as this can not only
    reduce risk before a termination is implemented but demonstrate to a jury that the employer takes each
    termination seriously and utilizes a process to ensure employees are treated fairly and consistently.

    Just as important is the goal to reduce risk in the execution of the termination decision. The best approach is
    for the employee’s direct manager and a witness, preferably an HR representative who will take notes to
    document what is said amongst parties, attend a termination meeting. The meeting should have a clear plan
    and defined roles in advance; what will be said and who will say it should be determined. A clear statement of
    the grounds for termination should be prepared, documented, and delivered verbally to the employee. Some
    states require employers to provide a written reason to the employee at the termination meeting, and some
    require a termination letter if requested by an employee (“Termination,” 2015). While stating the reason for
    termination may be awkward, providing no reason, making vague or inconsistent statements, or giving too

    HRM 6302, Employment Law 3

    UNIT x STUDY GUIDE
    Title

    much information can cause employees to believe they were unfairly treated and cause them to take legal
    action. It is best to be honest and be brief.

    No employer wants to find its name in the news or on the defending side of a lawsuit after it terminates an
    employee. Besides the obvious costs, damage can occur in critical areas of recruiting, retention, and morale.
    HR professionals play key roles in making sure the appropriate and required factors are weighed fairly in
    decisions about whether to terminate employment. HR professionals must remove the emotion from the
    decision and consider what is best for the organization. They must lead the way in reducing risk through
    application of their legal knowledge and by treating people with dignity and respect.

    References

    Cleary v. American Airlines, Inc., 111 Cal. App. 3d 443 (1980).

    Falcone, P. (2016, September 26). Employment-at-will vs. the discharge-for-just-cause-only standard: A

    critical employment law distinction. Society for Human Resource Management.
    https://www.shrm.org/resourcesandtools/legal-and-compliance/employment-law/pages/employment-
    at-will.aspx

    Roberto Landin v. HealthSource Saginaw, Inc., 854 N.W.2d 152 (2014).

    Termination: Should a company provide a terminated employee with a reason for the termination? (2015,

    March 25). Society for Human Resource Management.
    https://www.shrm.org/resourcesandtools/tools-and-samples/hr-
    qa/pages/shouldacompanyprovideterminatedemployeewithareasonforthetermination.aspx

    Toussaint v. Blue Cross & Blue Shield, of Michigan, 408 Mich. 579, 292 N.W. 2d 880 (1980).

    Suggested Unit Resources

    You are encouraged to read the remainder of Chapter 16 in your textbook, which continues this unit’s
    discussion of additional issues involved in the termination of employees.

    Chapter 16: Terminating Individual Employees, pp. 670–696

    In order to access the following resources, click the links below.

    The following PowerPoint presentation supplements the textbook chapter reading and is provided for further
    knowledge and review of the unit materials.

    Chapter 16 presentation (PowerPoint) or Chapter 16 presentation (PDF)

    Learning Activities (Nongraded)

    Nongraded Learning Activities are provided to aid students in their course of study. You do not have to submit
    them. If you have questions, contact your instructor for further guidance and information.

    At the end of each chapter of your textbook, scenario-driven questions provide legal issues and realistic
    situations that relate to employment law. Exploring these questions allows you the opportunity to further your
    understanding of the concepts in each chapter and prepares you for similar situations you may encounter in
    your workplace.

    • Review the Chapter 16 questions in your textbook on pages 697–701.

    **## UnitIIIStudyGuide.pdf**

    HRM 6302, Employment Law 1

    Course Learning Outcomes for Unit III

    Upon completion of this unit, students should be able to:

    2. Summarize Title VII of the Civil Rights Act of 1964.
    2.1 Identify the conduct that constitutes sexual harassment.
    2.2 Analyze the protection against sexual harassment under Title VII.

    3. Analyze the impact that workplace sexual harassment has on an organization.

    3.1 Summarize the prevalence and cost of harassment in the workplace.
    3.2 Analyze the appropriate response of employers to harassment and ways to prevent its

    occurrence.

    Required Unit Resources

    Chapter 8: Harassment, pp. 281–318

    Unit Lesson

    It is hard to imagine a more perfect example of alleged sexual harassment in the workplace than played out in
    the hearings to confirm Clarence Thomas as a Supreme Court justice in 1991. Many in human resources
    (HR) and employment law watched the testimony of Anita Hill with great interest, but few could have known
    how significantly this event would affect the workplace and the work of employment lawyers and human
    resource professionals. While the nation watched, Hill described under oath how Thomas allegedly harassed
    her while she worked for him from 1981 to 1983 in federal government agencies. Hill claimed that Thomas
    talked about scenes in pornographic movies and images in pornographic materials, as well as boasting of his
    own sexual abilities (“The Thomas Nomination,” 1991). Thomas’ strong denial and the lack of witnesses to
    any of the alleged interaction set the stage for a classic he said/she said scenario. The he-said side of the
    equation carried the day, and Thomas ended up being confirmed by the Senate by a slim margin.
    Nevertheless, sexual harassment took a great leap forward in public consciousness.

    With sex added as a protected category in the last days before Congress voted on the Civil Rights Act of
    1964, sexual harassment was likely not even on the radar of the drafters. According to Cohen (2016), sexual
    harassment has been around as long as women have been in the workplace. As women began to employ in
    numbers in manufacturing and clerical roles in the early 20th century, they faced physical and verbal assaults
    by male managers. This conduct continued for decades and women had only the options of enduring sexually
    harassing conduct or quitting. Complaining was ineffective; at most, women were told the conduct was
    harmless and complainers were frequently retaliated against (Cohen, 2016).

    Title VII’s passage laid the groundwork for a legal remedy for sexual harassment, but it was not until 1975 that
    the term sexual harassment was coined (Cohen, 2016). Then, in the late 1970s, attorney Catharine
    MacKinnon developed the legal theory for sexual harassment as a violation of Title VII, including the concept
    of hostile work environment. Until this theory was tested and upheld by the Supreme Court in Meritor Savings
    Bank. v. Vinson, (1986), courts followed the “boys will be boys” thinking that left women vulnerable to
    environmental harassment (Strebeigh, 1991).

    How far have we come since the 1970s when a 1976 survey by Redbook found that 80 percent of working
    women reported that they had been sexually harassed in the workplace? Unfortunately, we have not come as
    far as you might expect. The continuing problem of workplace sexual harassment is reflected in recent
    surveys cited by Feldblum and Lipnic (2016) in the Equal Employment Opportunity Commission’s (EEOC)
    Report of the Co-Chairs of the EEOC Select Task Force on the Study of Harassment in the Workplace.

    UNIT III STUDY GUIDE
    Harassment in the Workplace

    HRM 6302, Employment Law 2

    UNIT x STUDY GUIDE
    Title

    According to Feldblum and Lipnic (2016), approximately 25 percent of women reported sexual harassment in
    the workplace. However, when the term sexual harassment was defined in terms of specific behaviors such
    as unwanted sexual attention or sexual coercion, the rate of women who reported experiencing sexual
    harassment rose to 40 percent. The number rose further to 60 percent when sexist or crude and offensive
    behavior was included in the survey. Reflecting this problem, approximately one third of the charges filed with
    EEOC in fiscal year 2015 included a claim of harassment, and 45 percent of those alleged sexual harassment
    (Feldblum & Lipnic, 2016).

    Many persons subjected to sexual harassment do not report it, let alone file a charge of harassment. Internal
    reports should be viewed by organizations as an opportunity to investigate the concern, reach a finding, and
    take appropriate steps based on that finding. Investigations can be stressful for the participants and the
    organization, but they can lay the groundwork for resolution in an efficient and productive way. In one
    situation, a nurse complained about an incident at the annual social gathering for the maternity and obstetrics
    practice for which she worked. She reported to the office administrator that at the party, while her husband
    was not present, one of the doctors approached her, complimented her dress, and put his arm around her,
    squeezing her breast as he did so. The investigation revealed no witnesses and the doctor adamantly denied
    the allegation. However, the nurse’s excellent record, her credibility and lack of a motive to fabricate, and the
    doctor’s questionable behavior and comments toward other staff tilted the scales in favor of a finding the
    conduct more likely than not occurred.

    This created a dilemma for the other doctors in the practice: ignore the findings and retain a close colleague,
    take steps to reprimand him, or remove him from the practice. Investigations of harassment sometimes yield
    findings that require difficult choices by the organization, but they also reinforce the organization’s
    commitment to a harassment-free workplace and can fend off costly litigation if handled appropriately.

    The process that played out in the medical practice follows from important developments in workplace
    harassment stemming from two key Supreme Court decisions in 1998. In Faragher v. City of Boca Raton
    (1998) and Burlington Industries, Inc. v. Ellerth (1998), the Supreme Court resolved questions about the
    employer’s liability for supervisor sexual harassment and provided an affirmative defense to situations when a
    supervisor harasses a subordinate. Courts had struggled with when to hold employers liable for conduct by
    supervisors who violated employer policies, some following the theory that employers are liable for actions of
    their managers, but others reluctant to hold employers liable for the supervisors’ conduct that the employers
    had prohibited. The Supreme Court held that if an employer has a policy that prohibits harassment, provides a
    method for reporting such harassment, investigates reports, and takes corrective action to stop harassment if
    it is found to have occurred, the employer could defend itself against a legal claim even if a supervisor
    harassed an employee. Thus, in the medical practice situation, if the practice took steps to discipline the
    doctor and prevent him from harassing the nurse or others in the future, it could defend itself against a
    lawsuit. If it failed to take corrective action against the doctor, the practice had a strong risk of being
    successfully sued.

    The costs of harassment in the workplace are not easily quantifiable. However, they are real. Feldblum and
    Lipnic (2016) reported that the EEOC obtained approximately $160 million in harassment cases in fiscal year
    2015, combining pre-litigation settlements and damages in lawsuits filed by the EEOC. However, this does
    not include lawsuits in which EEOC was not involved. In addition to legal damages, costs include legal fees
    and the less quantifiable loss of productivity in the workplace caused by harassment and its aftermath.

    Employers can seek to minimize harassment in the workplace through demonstrated commitment to
    harassment-free workplaces at the highest levels in the organization in the form of communication of policy
    and complaint procedure, periodic training of employees and supervisors, and prompt response to complaints
    of harassment. Training is a key component of any organizational program, but organizations are often
    reluctant to make the financial commitment to meaningful and effective training. All too often, training is not a
    priority until there has been an incident of workplace harassment. At that point, however, employees may
    view the training cynically as merely a reaction to a legal threat, rather than a true commitment to ensuring
    that all employees are comfortable in the work environment. Training is most effective as an integral part of an
    overall culture putting the highest priority on respect in the workplace and creating clear avenues for
    communicating concerns.

    In the second decade of the 21st century, 25 years after Anita Hill went before the Senate, the scorecard on
    eliminating sexual and other harassment in the workplace is far from acceptable. In some ways, we have

    HRM 6302, Employment Law 3

    UNIT x STUDY GUIDE
    Title

    seen substantial advancements in workplaces where respect for women as well as all persons is
    demonstrated at the highest levels in the organization, and harassment is not tolerated. In other ways,
    however, there is still much room for improvement, particularly in industries where women have only recently
    begun to appear in greater numbers and in areas of work where improper behavior is tolerated because of the
    levels of stress and risk, such as law and medicine. Human resources professionals will lead the way on
    these necessary improvements and will need to gain the full support of their organizations for their efforts to
    be successful.

    References

    Burlington Industries, Inc. v. Ellerth, 524 U.S. 742 (1998).

    Cohen, S. (2016, April 11). A brief history of sexual harassment in America before Anita Hill. Time.

    http://time.com/4286575/sexual-harassment-before-anita-hill/

    Faragher v. City of Boca Raton, 524 U.S. 775 (1998).

    Feldblum, C. R., & Lipnic, V. A. (2016, June). Report of the co-chairs of the EEOC Select task force on the

    study of harassment in the workplace. https://www.eeoc.gov/june-2016-report-co-chairs-select-task-
    force-study-harassment-workplace

    Meritor Savings Bank v. Vinson, 477 U.S. 57 (1986).

    Strebeigh, F. (1991, October 6). Defining law on the feminist frontier. New York Times Magazine.

    http://www.equalwomen.com/nytmagazine1991.html

    The Thomas nomination; Excerpts from Senate's hearings on the Thomas nomination [Interview transcript].

    (1991, October 12). The New York Times. http://www.nytimes.com/1991/10/12/us/the-thomas-
    nomination-excerpts-from-senate-s-hearings-on-the-thomas-nomination.html?pagewanted=1

    Suggested Unit Resources

    In order to access the following resources, click the links below.

    The following PowerPoint presentation supplements the textbook chapter reading and is provided for further
    knowledge and review of the unit materials.

    Chapter 8 presentation (PowerPoint) or Chapter 8 presentation (PDF)

    Learning Activities (Nongraded)

    Nongraded Learning Activities are provided to aid students in their course of study. You do not have to submit
    them. If you have questions, contact your instructor for further guidance and information.

    At the end of each chapter of your textbook, scenario-driven questions provide legal issues and realistic
    situations that relate to employment law. Exploring these questions allows you the opportunity to further your
    understanding of the concepts in each chapter and prepares you for similar situations you may encounter in
    your workplace.

    • Review the Chapter 8 questions in your textbook on pages 319–322.

    **## UnitVIIIStudyGuide.pdf**

    HRM 6302, Employment Law 1

    Course Learning Outcomes for Unit VIII

    Upon completion of this unit, students should be able to:

    1. Discuss the legal significance of the employer-employee relationship.
    1.1 Examine the termination of the employer-employee relationship.
    1.2 Apply exceptions to the employment at-will doctrine.

    Required Unit Resources

    Chapter 16: Terminating Individual Employees, pp. 637–669

    Unit Lesson

    The first unit of the course examined the concept of employment at will and the fact that the concept is not an
    absolute. Subsequent units further explored how employment at will is modified through employment laws
    that confer rights on employees and impose obligations on employers. This unit will now review exceptions to
    the doctrine that are imposed by judicial decision and by the practicalities of our legal system that influence
    employer decision-making. This unit also brings the discussion full circle by focusing on the end of the
    employment relationship through involuntary termination and the significance of that action for the
    employment cycle as a whole.

    Exceptions to the employment at will rule are dependent on state law and states vary widely in the
    acceptance of exceptions. These exceptions relate to terminations that fall in the gaps between statutory
    regulation of the employment relationship and address terminations that do not strike one as just. The most
    prevalent exception is for termination for reasons that violate a state’s public policy. For example, a
    termination might be illegal if one of the following situations prompts it:

    • discrimination based on race, national origin, sex, pregnancy, religion, disability, citizenship status,
    or age;

    • retaliation for taking a leave of absence for a serious medical condition;
    • retaliation for having complained about workplace safety or a work injury; and
    • retaliation for having complained about wage violations or having filed a wage complaint.

    Even in states that do not recognize the many exceptions to the employment at will rule, it is generally
    accepted nationwide that an employee cannot be fired for serving on a jury or for refusing to break the law at
    the direction of his or her employer. Sources of public policies are state constitutions, statutes, or
    administrative regulations.

    Public policy wrongful termination cases can be costly to employers. In a Michigan case, a nurse complained
    that a coworker’s negligence resulted in a patient’s death (Landin v. HealthSource, 2014). Landin, a nurse,
    complained that a coworker was negligent in patient care. After the accused coworker became aware of
    Landin’s complaint about her, she reported Landin to management, and Landin was subsequently terminated
    for procedure violations. Landin’s termination also occurred after the employer became aware that he was
    speaking to the widow of the deceased patient. The jury found that Landin’s termination violated a public
    policy contained in Michigan’s health code that prohibits a health facility from disciplining employees who in
    good faith report the malpractice of a health professional. The jury awarded $1.2 million in damages.

    The second main exception to the employment at will rule is the implied contract. An implied contract may be
    formed when an employer makes an oral or written representation to an employee that his or her job is secure
    or that certain procedures will be followed before an employee is terminated. In the past, an implied contract

    UNIT VIII STUDY GUIDE
    Terminating the Employment Relationship

    HRM 6302, Employment Law 2

    UNIT x STUDY GUIDE
    Title

    was found in some states from representations in an employee handbook that employees would be
    discharged only for “just cause.” In the leading case on the implied contract exception, when hired by Blue
    Cross Blue Shield of Michigan, a manager, in response to his question about job security, was told that his
    employment would be secure as long as he did his job. Additionally, the employment policies included
    statements that it was the employer’s policy to terminate employees only for “just cause” (Toussaint v. Blue
    Cross & Blue Shield, 1980).

    The court found that the manager’s representation and the provision in an employee handbook stating that an
    employee can be fired only for just cause created an implied contract if it created an expectation of job
    security in the employee. Most employers respond by including in their policies a disclaimer clearly stating
    that its policies do not create a contract for employment and carefully define the persons who have authority
    to create a contract with an employee for a definite term. Additionally, offer letters typically contain a
    statement that they do not create a contract for a definite term and that employment can be terminated at any
    time, for any reason. Despite all states not being bound to adhere to the implied contract exception, these
    disclaimers in employee handbooks and offer letters guard against expectations and potential legal problems.
    Human resources (HR) professionals should also ensure that managers understand the risks of verbally
    providing assurances of job security and that such statements can bind the employer.

    The third exception to the employment at will rule and the one recognized in the fewest states is the covenant
    of good faith and fair dealing. This exception originated in California, where an 18-year airline employee was
    terminated without any explanation. Relying in part on the length of the employee’s employment, the court
    found that the employee could not be fired without good cause. The court found a covenant of good faith and
    fair dealing in the employment relationship and a corresponding duty not to deprive the employee of the
    benefits of employment (Cleary v. American Airlines, Inc., 1980).

    There are complicated exceptions, as well as the human factor of how unpredictable juries can be in reacting
    to actual cases. As a result, employers cannot rely solely on the premise of the employment at will concept as
    a justification for termination. According to Paul Falcone (2016), in the event a case escalates to the trial
    stage, the employer must be prepared to prove that there was cause to terminate. That proof of legitimate
    cause is best substantiated by documented progressive disciplinary warnings and/or failed or negative
    reviews or evaluations. When jurors go behind closed doors, they are going to want to see that the employer
    treated the employee fairly. Jurors will see this through accurate and timely documentation of performance
    issues and efforts to work with the employee to correct the issues.

    Reducing risk in connection with employee terminations requires attention to detail and holding managers
    accountable for managing performance. A supervisor may want to terminate an employee on the spot when
    there is no documentation of performance issues, or when the reasons are subjective ones such as “not a
    good fit” or “not a team player.” However, efforts must made to identify if there are objective factors that
    support termination. Further, documentation of reasons for termination should occur before an employee is
    fired; collecting information after an employee is terminated can be viewed as an effort to justify a termination
    that was rushed and not well thought through.

    Another tool to reduce risk is to have someone in HR review all termination decisions to ensure they are
    appropriate, documented, and consistent with how the organization has handled similar situations. Some
    organizations utilize a committee to review the case for termination, review the employee’s file, ask questions
    about the decision, and make a determination based on knowledge of the organization’s historic approach
    and how the circumstances of the particular case fit into that approach. It is highly recommended for the
    employer to consult with counsel when there are significant risk factors. A process such as this can not only
    reduce risk before a termination is implemented but demonstrate to a jury that the employer takes each
    termination seriously and utilizes a process to ensure employees are treated fairly and consistently.

    Just as important is the goal to reduce risk in the execution of the termination decision. The best approach is
    for the employee’s direct manager and a witness, preferably an HR representative who will take notes to
    document what is said amongst parties, attend a termination meeting. The meeting should have a clear plan
    and defined roles in advance; what will be said and who will say it should be determined. A clear statement of
    the grounds for termination should be prepared, documented, and delivered verbally to the employee. Some
    states require employers to provide a written reason to the employee at the termination meeting, and some
    require a termination letter if requested by an employee (“Termination,” 2015). While stating the reason for
    termination may be awkward, providing no reason, making vague or inconsistent statements, or giving too

    HRM 6302, Employment Law 3

    UNIT x STUDY GUIDE
    Title

    much information can cause employees to believe they were unfairly treated and cause them to take legal
    action. It is best to be honest and be brief.

    No employer wants to find its name in the news or on the defending side of a lawsuit after it terminates an
    employee. Besides the obvious costs, damage can occur in critical areas of recruiting, retention, and morale.
    HR professionals play key roles in making sure the appropriate and required factors are weighed fairly in
    decisions about whether to terminate employment. HR professionals must remove the emotion from the
    decision and consider what is best for the organization. They must lead the way in reducing risk through
    application of their legal knowledge and by treating people with dignity and respect.

    References

    Cleary v. American Airlines, Inc., 111 Cal. App. 3d 443 (1980).

    Falcone, P. (2016, September 26). Employment-at-will vs. the discharge-for-just-cause-only standard: A

    critical employment law distinction. Society for Human Resource Management.
    https://www.shrm.org/resourcesandtools/legal-and-compliance/employment-law/pages/employment-
    at-will.aspx

    Roberto Landin v. HealthSource Saginaw, Inc., 854 N.W.2d 152 (2014).

    Termination: Should a company provide a terminated employee with a reason for the termination? (2015,

    March 25). Society for Human Resource Management.
    https://www.shrm.org/resourcesandtools/tools-and-samples/hr-
    qa/pages/shouldacompanyprovideterminatedemployeewithareasonforthetermination.aspx

    Toussaint v. Blue Cross & Blue Shield, of Michigan, 408 Mich. 579, 292 N.W. 2d 880 (1980).

    Suggested Unit Resources

    You are encouraged to read the remainder of Chapter 16 in your textbook, which continues this unit’s
    discussion of additional issues involved in the termination of employees.

    Chapter 16: Terminating Individual Employees, pp. 670–696

    In order to access the following resources, click the links below.

    The following PowerPoint presentation supplements the textbook chapter reading and is provided for further
    knowledge and review of the unit materials.

    Chapter 16 presentation (PowerPoint) or Chapter 16 presentation (PDF)

    Learning Activities (Nongraded)

    Nongraded Learning Activities are provided to aid students in their course of study. You do not have to submit
    them. If you have questions, contact your instructor for further guidance and information.

    At the end of each chapter of your textbook, scenario-driven questions provide legal issues and realistic
    situations that relate to employment law. Exploring these questions allows you the opportunity to further your
    understanding of the concepts in each chapter and prepares you for similar situations you may encounter in
    your workplace.

    • Review the Chapter 16 questions in your textbook on pages 697–701.

    **## UnitIIIStudyGuide.pdf**

    HRM 6302, Employment Law 1

    Course Learning Outcomes for Unit III

    Upon completion of this unit, students should be able to:

    2. Summarize Title VII of the Civil Rights Act of 1964.
    2.1 Identify the conduct that constitutes sexual harassment.
    2.2 Analyze the protection against sexual harassment under Title VII.

    3. Analyze the impact that workplace sexual harassment has on an organization.

    3.1 Summarize the prevalence and cost of harassment in the workplace.
    3.2 Analyze the appropriate response of employers to harassment and ways to prevent its

    occurrence.

    Required Unit Resources

    Chapter 8: Harassment, pp. 281–318

    Unit Lesson

    It is hard to imagine a more perfect example of alleged sexual harassment in the workplace than played out in
    the hearings to confirm Clarence Thomas as a Supreme Court justice in 1991. Many in human resources
    (HR) and employment law watched the testimony of Anita Hill with great interest, but few could have known
    how significantly this event would affect the workplace and the work of employment lawyers and human
    resource professionals. While the nation watched, Hill described under oath how Thomas allegedly harassed
    her while she worked for him from 1981 to 1983 in federal government agencies. Hill claimed that Thomas
    talked about scenes in pornographic movies and images in pornographic materials, as well as boasting of his
    own sexual abilities (“The Thomas Nomination,” 1991). Thomas’ strong denial and the lack of witnesses to
    any of the alleged interaction set the stage for a classic he said/she said scenario. The he-said side of the
    equation carried the day, and Thomas ended up being confirmed by the Senate by a slim margin.
    Nevertheless, sexual harassment took a great leap forward in public consciousness.

    With sex added as a protected category in the last days before Congress voted on the Civil Rights Act of
    1964, sexual harassment was likely not even on the radar of the drafters. According to Cohen (2016), sexual
    harassment has been around as long as women have been in the workplace. As women began to employ in
    numbers in manufacturing and clerical roles in the early 20th century, they faced physical and verbal assaults
    by male managers. This conduct continued for decades and women had only the options of enduring sexually
    harassing conduct or quitting. Complaining was ineffective; at most, women were told the conduct was
    harmless and complainers were frequently retaliated against (Cohen, 2016).

    Title VII’s passage laid the groundwork for a legal remedy for sexual harassment, but it was not until 1975 that
    the term sexual harassment was coined (Cohen, 2016). Then, in the late 1970s, attorney Catharine
    MacKinnon developed the legal theory for sexual harassment as a violation of Title VII, including the concept
    of hostile work environment. Until this theory was tested and upheld by the Supreme Court in Meritor Savings
    Bank. v. Vinson, (1986), courts followed the “boys will be boys” thinking that left women vulnerable to
    environmental harassment (Strebeigh, 1991).

    How far have we come since the 1970s when a 1976 survey by Redbook found that 80 percent of working
    women reported that they had been sexually harassed in the workplace? Unfortunately, we have not come as
    far as you might expect. The continuing problem of workplace sexual harassment is reflected in recent
    surveys cited by Feldblum and Lipnic (2016) in the Equal Employment Opportunity Commission’s (EEOC)
    Report of the Co-Chairs of the EEOC Select Task Force on the Study of Harassment in the Workplace.

    UNIT III STUDY GUIDE
    Harassment in the Workplace

    HRM 6302, Employment Law 2

    UNIT x STUDY GUIDE
    Title

    According to Feldblum and Lipnic (2016), approximately 25 percent of women reported sexual harassment in
    the workplace. However, when the term sexual harassment was defined in terms of specific behaviors such
    as unwanted sexual attention or sexual coercion, the rate of women who reported experiencing sexual
    harassment rose to 40 percent. The number rose further to 60 percent when sexist or crude and offensive
    behavior was included in the survey. Reflecting this problem, approximately one third of the charges filed with
    EEOC in fiscal year 2015 included a claim of harassment, and 45 percent of those alleged sexual harassment
    (Feldblum & Lipnic, 2016).

    Many persons subjected to sexual harassment do not report it, let alone file a charge of harassment. Internal
    reports should be viewed by organizations as an opportunity to investigate the concern, reach a finding, and
    take appropriate steps based on that finding. Investigations can be stressful for the participants and the
    organization, but they can lay the groundwork for resolution in an efficient and productive way. In one
    situation, a nurse complained about an incident at the annual social gathering for the maternity and obstetrics
    practice for which she worked. She reported to the office administrator that at the party, while her husband
    was not present, one of the doctors approached her, complimented her dress, and put his arm around her,
    squeezing her breast as he did so. The investigation revealed no witnesses and the doctor adamantly denied
    the allegation. However, the nurse’s excellent record, her credibility and lack of a motive to fabricate, and the
    doctor’s questionable behavior and comments toward other staff tilted the scales in favor of a finding the
    conduct more likely than not occurred.

    This created a dilemma for the other doctors in the practice: ignore the findings and retain a close colleague,
    take steps to reprimand him, or remove him from the practice. Investigations of harassment sometimes yield
    findings that require difficult choices by the organization, but they also reinforce the organization’s
    commitment to a harassment-free workplace and can fend off costly litigation if handled appropriately.

    The process that played out in the medical practice follows from important developments in workplace
    harassment stemming from two key Supreme Court decisions in 1998. In Faragher v. City of Boca Raton
    (1998) and Burlington Industries, Inc. v. Ellerth (1998), the Supreme Court resolved questions about the
    employer’s liability for supervisor sexual harassment and provided an affirmative defense to situations when a
    supervisor harasses a subordinate. Courts had struggled with when to hold employers liable for conduct by
    supervisors who violated employer policies, some following the theory that employers are liable for actions of
    their managers, but others reluctant to hold employers liable for the supervisors’ conduct that the employers
    had prohibited. The Supreme Court held that if an employer has a policy that prohibits harassment, provides a
    method for reporting such harassment, investigates reports, and takes corrective action to stop harassment if
    it is found to have occurred, the employer could defend itself against a legal claim even if a supervisor
    harassed an employee. Thus, in the medical practice situation, if the practice took steps to discipline the
    doctor and prevent him from harassing the nurse or others in the future, it could defend itself against a
    lawsuit. If it failed to take corrective action against the doctor, the practice had a strong risk of being
    successfully sued.

    The costs of harassment in the workplace are not easily quantifiable. However, they are real. Feldblum and
    Lipnic (2016) reported that the EEOC obtained approximately $160 million in harassment cases in fiscal year
    2015, combining pre-litigation settlements and damages in lawsuits filed by the EEOC. However, this does
    not include lawsuits in which EEOC was not involved. In addition to legal damages, costs include legal fees
    and the less quantifiable loss of productivity in the workplace caused by harassment and its aftermath.

    Employers can seek to minimize harassment in the workplace through demonstrated commitment to
    harassment-free workplaces at the highest levels in the organization in the form of communication of policy
    and complaint procedure, periodic training of employees and supervisors, and prompt response to complaints
    of harassment. Training is a key component of any organizational program, but organizations are often
    reluctant to make the financial commitment to meaningful and effective training. All too often, training is not a
    priority until there has been an incident of workplace harassment. At that point, however, employees may
    view the training cynically as merely a reaction to a legal threat, rather than a true commitment to ensuring
    that all employees are comfortable in the work environment. Training is most effective as an integral part of an
    overall culture putting the highest priority on respect in the workplace and creating clear avenues for
    communicating concerns.

    In the second decade of the 21st century, 25 years after Anita Hill went before the Senate, the scorecard on
    eliminating sexual and other harassment in the workplace is far from acceptable. In some ways, we have

    HRM 6302, Employment Law 3

    UNIT x STUDY GUIDE
    Title

    seen substantial advancements in workplaces where respect for women as well as all persons is
    demonstrated at the highest levels in the organization, and harassment is not tolerated. In other ways,
    however, there is still much room for improvement, particularly in industries where women have only recently
    begun to appear in greater numbers and in areas of work where improper behavior is tolerated because of the
    levels of stress and risk, such as law and medicine. Human resources professionals will lead the way on
    these necessary improvements and will need to gain the full support of their organizations for their efforts to
    be successful.

    References

    Burlington Industries, Inc. v. Ellerth, 524 U.S. 742 (1998).

    Cohen, S. (2016, April 11). A brief history of sexual harassment in America before Anita Hill. Time.

    http://time.com/4286575/sexual-harassment-before-anita-hill/

    Faragher v. City of Boca Raton, 524 U.S. 775 (1998).

    Feldblum, C. R., & Lipnic, V. A. (2016, June). Report of the co-chairs of the EEOC Select task force on the

    study of harassment in the workplace. https://www.eeoc.gov/june-2016-report-co-chairs-select-task-
    force-study-harassment-workplace

    Meritor Savings Bank v. Vinson, 477 U.S. 57 (1986).

    Strebeigh, F. (1991, October 6). Defining law on the feminist frontier. New York Times Magazine.

    http://www.equalwomen.com/nytmagazine1991.html

    The Thomas nomination; Excerpts from Senate's hearings on the Thomas nomination [Interview transcript].

    (1991, October 12). The New York Times. http://www.nytimes.com/1991/10/12/us/the-thomas-
    nomination-excerpts-from-senate-s-hearings-on-the-thomas-nomination.html?pagewanted=1

    Suggested Unit Resources

    In order to access the following resources, click the links below.

    The following PowerPoint presentation supplements the textbook chapter reading and is provided for further
    knowledge and review of the unit materials.

    Chapter 8 presentation (PowerPoint) or Chapter 8 presentation (PDF)

    Learning Activities (Nongraded)

    Nongraded Learning Activities are provided to aid students in their course of study. You do not have to submit
    them. If you have questions, contact your instructor for further guidance and information.

    At the end of each chapter of your textbook, scenario-driven questions provide legal issues and realistic
    situations that relate to employment law. Exploring these questions allows you the opportunity to further your
    understanding of the concepts in each chapter and prepares you for similar situations you may encounter in
    your workplace.

    • Review the Chapter 8 questions in your textbook on pages 319–322.

    **## UnitVIIIStudyGuide.pdf**

    HRM 6302, Employment Law 1

    Course Learning Outcomes for Unit VIII

    Upon completion of this unit, students should be able to:

    1. Discuss the legal significance of the employer-employee relationship.
    1.1 Examine the termination of the employer-employee relationship.
    1.2 Apply exceptions to the employment at-will doctrine.

    Required Unit Resources

    Chapter 16: Terminating Individual Employees, pp. 637–669

    Unit Lesson

    The first unit of the course examined the concept of employment at will and the fact that the concept is not an
    absolute. Subsequent units further explored how employment at will is modified through employment laws
    that confer rights on employees and impose obligations on employers. This unit will now review exceptions to
    the doctrine that are imposed by judicial decision and by the practicalities of our legal system that influence
    employer decision-making. This unit also brings the discussion full circle by focusing on the end of the
    employment relationship through involuntary termination and the significance of that action for the
    employment cycle as a whole.

    Exceptions to the employment at will rule are dependent on state law and states vary widely in the
    acceptance of exceptions. These exceptions relate to terminations that fall in the gaps between statutory
    regulation of the employment relationship and address terminations that do not strike one as just. The most
    prevalent exception is for termination for reasons that violate a state’s public policy. For example, a
    termination might be illegal if one of the following situations prompts it:

    • discrimination based on race, national origin, sex, pregnancy, religion, disability, citizenship status,
    or age;

    • retaliation for taking a leave of absence for a serious medical condition;
    • retaliation for having complained about workplace safety or a work injury; and
    • retaliation for having complained about wage violations or having filed a wage complaint.

    Even in states that do not recognize the many exceptions to the employment at will rule, it is generally
    accepted nationwide that an employee cannot be fired for serving on a jury or for refusing to break the law at
    the direction of his or her employer. Sources of public policies are state constitutions, statutes, or
    administrative regulations.

    Public policy wrongful termination cases can be costly to employers. In a Michigan case, a nurse complained
    that a coworker’s negligence resulted in a patient’s death (Landin v. HealthSource, 2014). Landin, a nurse,
    complained that a coworker was negligent in patient care. After the accused coworker became aware of
    Landin’s complaint about her, she reported Landin to management, and Landin was subsequently terminated
    for procedure violations. Landin’s termination also occurred after the employer became aware that he was
    speaking to the widow of the deceased patient. The jury found that Landin’s termination violated a public
    policy contained in Michigan’s health code that prohibits a health facility from disciplining employees who in
    good faith report the malpractice of a health professional. The jury awarded $1.2 million in damages.

    The second main exception to the employment at will rule is the implied contract. An implied contract may be
    formed when an employer makes an oral or written representation to an employee that his or her job is secure
    or that certain procedures will be followed before an employee is terminated. In the past, an implied contract

    UNIT VIII STUDY GUIDE
    Terminating the Employment Relationship

    HRM 6302, Employment Law 2

    UNIT x STUDY GUIDE
    Title

    was found in some states from representations in an employee handbook that employees would be
    discharged only for “just cause.” In the leading case on the implied contract exception, when hired by Blue
    Cross Blue Shield of Michigan, a manager, in response to his question about job security, was told that his
    employment would be secure as long as he did his job. Additionally, the employment policies included
    statements that it was the employer’s policy to terminate employees only for “just cause” (Toussaint v. Blue
    Cross & Blue Shield, 1980).

    The court found that the manager’s representation and the provision in an employee handbook stating that an
    employee can be fired only for just cause created an implied contract if it created an expectation of job
    security in the employee. Most employers respond by including in their policies a disclaimer clearly stating
    that its policies do not create a contract for employment and carefully define the persons who have authority
    to create a contract with an employee for a definite term. Additionally, offer letters typically contain a
    statement that they do not create a contract for a definite term and that employment can be terminated at any
    time, for any reason. Despite all states not being bound to adhere to the implied contract exception, these
    disclaimers in employee handbooks and offer letters guard against expectations and potential legal problems.
    Human resources (HR) professionals should also ensure that managers understand the risks of verbally
    providing assurances of job security and that such statements can bind the employer.

    The third exception to the employment at will rule and the one recognized in the fewest states is the covenant
    of good faith and fair dealing. This exception originated in California, where an 18-year airline employee was
    terminated without any explanation. Relying in part on the length of the employee’s employment, the court
    found that the employee could not be fired without good cause. The court found a covenant of good faith and
    fair dealing in the employment relationship and a corresponding duty not to deprive the employee of the
    benefits of employment (Cleary v. American Airlines, Inc., 1980).

    There are complicated exceptions, as well as the human factor of how unpredictable juries can be in reacting
    to actual cases. As a result, employers cannot rely solely on the premise of the employment at will concept as
    a justification for termination. According to Paul Falcone (2016), in the event a case escalates to the trial
    stage, the employer must be prepared to prove that there was cause to terminate. That proof of legitimate
    cause is best substantiated by documented progressive disciplinary warnings and/or failed or negative
    reviews or evaluations. When jurors go behind closed doors, they are going to want to see that the employer
    treated the employee fairly. Jurors will see this through accurate and timely documentation of performance
    issues and efforts to work with the employee to correct the issues.

    Reducing risk in connection with employee terminations requires attention to detail and holding managers
    accountable for managing performance. A supervisor may want to terminate an employee on the spot when
    there is no documentation of performance issues, or when the reasons are subjective ones such as “not a
    good fit” or “not a team player.” However, efforts must made to identify if there are objective factors that
    support termination. Further, documentation of reasons for termination should occur before an employee is
    fired; collecting information after an employee is terminated can be viewed as an effort to justify a termination
    that was rushed and not well thought through.

    Another tool to reduce risk is to have someone in HR review all termination decisions to ensure they are
    appropriate, documented, and consistent with how the organization has handled similar situations. Some
    organizations utilize a committee to review the case for termination, review the employee’s file, ask questions
    about the decision, and make a determination based on knowledge of the organization’s historic approach
    and how the circumstances of the particular case fit into that approach. It is highly recommended for the
    employer to consult with counsel when there are significant risk factors. A process such as this can not only
    reduce risk before a termination is implemented but demonstrate to a jury that the employer takes each
    termination seriously and utilizes a process to ensure employees are treated fairly and consistently.

    Just as important is the goal to reduce risk in the execution of the termination decision. The best approach is
    for the employee’s direct manager and a witness, preferably an HR representative who will take notes to
    document what is said amongst parties, attend a termination meeting. The meeting should have a clear plan
    and defined roles in advance; what will be said and who will say it should be determined. A clear statement of
    the grounds for termination should be prepared, documented, and delivered verbally to the employee. Some
    states require employers to provide a written reason to the employee at the termination meeting, and some
    require a termination letter if requested by an employee (“Termination,” 2015). While stating the reason for
    termination may be awkward, providing no reason, making vague or inconsistent statements, or giving too

    HRM 6302, Employment Law 3

    UNIT x STUDY GUIDE
    Title

    much information can cause employees to believe they were unfairly treated and cause them to take legal
    action. It is best to be honest and be brief.

    No employer wants to find its name in the news or on the defending side of a lawsuit after it terminates an
    employee. Besides the obvious costs, damage can occur in critical areas of recruiting, retention, and morale.
    HR professionals play key roles in making sure the appropriate and required factors are weighed fairly in
    decisions about whether to terminate employment. HR professionals must remove the emotion from the
    decision and consider what is best for the organization. They must lead the way in reducing risk through
    application of their legal knowledge and by treating people with dignity and respect.

    References

    Cleary v. American Airlines, Inc., 111 Cal. App. 3d 443 (1980).

    Falcone, P. (2016, September 26). Employment-at-will vs. the discharge-for-just-cause-only standard: A

    critical employment law distinction. Society for Human Resource Management.
    https://www.shrm.org/resourcesandtools/legal-and-compliance/employment-law/pages/employment-
    at-will.aspx

    Roberto Landin v. HealthSource Saginaw, Inc., 854 N.W.2d 152 (2014).

    Termination: Should a company provide a terminated employee with a reason for the termination? (2015,

    March 25). Society for Human Resource Management.
    https://www.shrm.org/resourcesandtools/tools-and-samples/hr-
    qa/pages/shouldacompanyprovideterminatedemployeewithareasonforthetermination.aspx

    Toussaint v. Blue Cross & Blue Shield, of Michigan, 408 Mich. 579, 292 N.W. 2d 880 (1980).

    Suggested Unit Resources

    You are encouraged to read the remainder of Chapter 16 in your textbook, which continues this unit’s
    discussion of additional issues involved in the termination of employees.

    Chapter 16: Terminating Individual Employees, pp. 670–696

    In order to access the following resources, click the links below.

    The following PowerPoint presentation supplements the textbook chapter reading and is provided for further
    knowledge and review of the unit materials.

    Chapter 16 presentation (PowerPoint) or Chapter 16 presentation (PDF)

    Learning Activities (Nongraded)

    Nongraded Learning Activities are provided to aid students in their course of study. You do not have to submit
    them. If you have questions, contact your instructor for further guidance and information.

    At the end of each chapter of your textbook, scenario-driven questions provide legal issues and realistic
    situations that relate to employment law. Exploring these questions allows you the opportunity to further your
    understanding of the concepts in each chapter and prepares you for similar situations you may encounter in
    your workplace.

    • Review the Chapter 16 questions in your textbook on pages 697–701.

    – 1
    – 2

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