Is Tina's behavior considered bullying, and what, if any, legal consequences may be considered? What changes would you recommend as an HR representative to improve the atmosphere in this work environment?

What constitutes sexual harassment in the workplace? What are some potential consequences of this behavior within an organization, and how can HR play a role in addressing and preventing sexual harassment?

What are the four components of diversity in addition to race and culture? What groups may be represented in today's workplace and the benefits they can bring to an organization?

The use of diversity programs and their effectiveness within organizations would be the benefits and changes of implementing a diversity program and the importance of having a set of guiding best practices. Are there better ways to promote diversity in an organization than diversity programs? What are examples of alternatives?

References

Melvin Meekman is working in a residential facility for active older adults. He is in charge of organizing the meals, managing the food vendor, creating reactional activities, and writing the monthly newsletter to the residents. His direct boss is Julie Centerfield reports to Tina Toughland, the executive director. Tina is a no- nonsense manager. All the staff members know Tina follows the rules and expects everyone to do so. She reports directly to the board of directors chair and wants no complaints to reach the board members. During the past four months, three residents have come to Tina and complained about areas under Melvin's purview: 1. The dinner was not hot enough to suit one resident. He stated he brought it to Melvin's attention but was brushed off. 2. Another complained that Melvin yelled at him when delivering the monthly newsletter to his unit. (This resident was hard of hearing.) 3. A third resident complained she didn't like how the bingo game was run. When a resident complained, Tina called Melvin and scolded him in front of other staff members, saying, "I received another complaint about you from a resident. I don't know why you can't do right. I should just fire you on the spot. Anyone with half a brain can get the job done, What's your problem?" Later, Tina would research the complaints and found Melvin was not guilty of the perceived offenses each time. However, she never apologized or in any way acknowledged Melvin for doing his job well. Melvin often felt defeated at work. He dreaded coming in, and his attendance began to suffer. He became withdrawn and rarely communicated with his colleagues. When he approached Julie, she said, "You know that's how Tina is. You just need to take it."