Reference no: EM133018488

ASSESSMENT TASK 2

TASK SUMMARY
For this task you are required to answer the case study questions and to answer self-reflection questions.

DECISION MAKING RULES
Assessors will compare student responses/performance with the model responses and performance descriptors contained in the Assessors Marking Guide. Your responses do not have to be verbatim (unless otherwise specified), but must convey the same meaning as each component listed. Similarly, you do not have to perform exactly as described in the marking guide (unless otherwise specified), but you must address each performance components listed.
You must achieve a satisfactory result for every question and component to achieve a satisfactory result for this assessment activity.

WHAT HAPPENS IF I GET SOMETHING WRONG?
• If your assessor marks any of your answers as incorrect, they will talk to you about resubmission. You will need to do one of the following:
o Answer the questions that were incorrect in writing.
o Answer the questions that were incorrect verbally.

CASE STUDY 1 - MICHAEL
Michael has worked for Marino Enterprises as their Accounts Officer in the Melbourne head office for the three years of their operation, and worked for Luigi for 10 years before then. He has explained to Luigi and his manager that he will be commencing a gender transition and will be known as Michelle upon returning from a month of leave.
Michael's manager works with HR to set up information sessions for staff to discuss the matter before Michelle returns from leave.
At the first meeting, some of the other staff are hostile, asking, ‘When there's only one of her, it or whatever, and there's nearly twenty of us, why is it us who have to be accepting? Why do we have to change?'
The manager and HR team are working together to educate the employees about transgender issues and discrimination.

QUESTION 1
What one (1) federal and seven (7) Australian state and territory legislation do transgender people in the workplace have legal protection under?

QUESTION 2
In support of Michael's transition, Marino Enterprises have discussed developing a transition plan. What are the six (6) key elements that this transition plan should include?

QUESTION 3
As the manager, how could you respond to the hostile staff members and encourage respect?

QUESTION 4
One of the hostile staff members continues to harass and make derogatory comments in front of Michelle. What are the four (4) steps (in order) under the Marino Enterprises' Internal Complaints Procedure, that Michelle must follow before starting a formal resolution process? Include a timeline for each step, and assume each step fails to resolve the matter so Michelle needs to know what the next step is.

QUESTION 5
If Michelle's complaints are not resolved through the informal processes you have described under Question 4 above, outline the formal resolution processes if Michelle then raises a formal complaint directly to the Human Resources Manage? Include the timelines for each step.

CASE STUDY 2 - RECRUITMENT
Champions Sports Bar is owned and operated by Marino Enterprises and it has been subject to a discrimination complaint as a result of their recent recruitment campaign. They told the recruitment agency that they were looking for ‘young women with flair' to fill the positions of bar staff. The recruitment company followed instructions and advertised the job as such and didn't consider anyone other than females under 30.

QUESTION 1
Outline the four (4) discrimination matters related to recruitment that an employer must consider

QUESTION 2
If a 52-year-old female applied for the position, who was also more than qualified, but was told that she didn't get the job because they were looking for young women, what four (4) federal legislations have been breached?

QUESTION 3
During the interview process for this position, a young woman fits the description and is qualified and is asked if she has children. She lets the interviewer know that she has two, one of which she is still breastfeeding. Prior to disclosing this information, she was asked if she could start next week but the interviewer has gone cold and cuts the interview short. What one (1) federal legislation has been breached?

CASE STUDY 3 - MUHAMAD
Louise, a female staff member reports to her manager that Muhamad, a Muslim staff member, never shakes hands with female clients. Louise considers this to be rude and disrespectful to females, and show a total lack of equality. She requests her manager to tell Muhamad that he must shake female client's hands.

QUESTION 1
As Muhamad‘s manager, what are the four (4) key appropriate responses to address Louise's behaviour in this situation?

QUESTION 2
Three (3) weeks have passed and Muhamad comes to you to complain that Louise has cornered him in the photocopy room and told him that he is rude for not shaking hands with female clients. Louise has told you that she cannot work with Muhamad as his behaviour makes her sick!
What are the processes, under the Marino Enterprises' Internal Complaints Procedure available to you as Manager to resolve Muhamad's complaint and encourage Louie and Muhamad to work together?

Question 3 - this is a self-reflection question
Being honest and candid about you own experiences, use the template below to list two (2) personal potential prejudices of your own regarding diversity in a work team or a workplace that may have impacted interactions and work performance.
For each prejudice you identify, outline how you have or can best address each of them to demonstrate respect for difference in personal interactions.

(If you are unable to recognise prejudices from your work experiences, then you may relate this question your day-to-day personal experiences).

Attachment:- Manage Diversity in the Workplace.rar