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This question was created from Employment Law for Business and

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Get college assignment help at Smashing Essays Question This question was created from Employment Law for Business and Human Resources Professionals – Cha 3 Summary.docx https://www..com/file/30387928/Employment-Law-for-Business-and-Human-Resources-Professionals-Cha-3-Summarydocx/ I don’t this its the right concept ATTACHMENT PREVIEW Download attachment 30387928-324611.jpeg Chapter 3: Unionized Workplaces EE has right to join together and form a union 2. Exclusivity bargaining power/right of union to force ER to negotiate/bargain with it and only it 3. Ability to resort to economic sanctions to create bargaining leverage/support bargaining demands Wagner Model (Basis of Labour Law)

1. How do you specify shared purpose, specify the roles

Question 1.     How do you specify shared purpose, specify the roles and responsibilities of team members in accordance with organizational goals, plans and objectives? ATTACHMENT PREVIEW Download attachment b239c5e5eed33d53eab151626d17837.png Min

– Write about Competency standards for nurses in disaster. (minimum 2 pages)

– Write about Competency standards for nurses in disaster. (minimum 2 pages) -How are these competencies apply to nurses in Saudi Arabia? (minimum 2 pages) MAKE SURE TO USE APA STYLE WHEN WRITING

Using outside sources, research, review, familiarize yourself, and understand one of the

Using outside sources, research, review, familiarize yourself, and understand one of the suggested topics from the list below as it relates to project procurement management. Then write a minimum 5-9 page report on the topic. Choose one of the topics below to write on Note: Due to their past use in in this class, use of either the Springfield Interchange or Chunnel projects is not permitted. For obvious reasons (I hope), the Tacoma Narrows Bridge is also not an acceptable topic for this final paper.

Case Analysis On Jamba Juice for Management Class

Case StudiesA strategy case study describes the conditions and circumstances faced by firms in real business situations. Usually a historic description of the development of the business over a number of years is given, as well as current external, internal, and financial conditions. The case chronicles the events that managers have had to deal with, such as changes in technology or competition, and describes the managers’ strategic responses. There are two types of cases. Problem cases describe conditions faced by the firm that demand immediate management attention. These require you to analyze current conditions and propose appropriate actions. Descriptive cases primarily look back at events that have occurred and the actions managers have taken in the past. These require you to evaluate the strategies implemented by managers and to explain why the strategies were/not appropriate to the circumstances faced by the firm. In either case, the purpose of the case study is to apply the concept and methods of strategic management to analyze conditions and actions. In a descriptive case we are looking back to examine actions that have taken place; in a problem case we are looking forward at actions that should be taken.Few cases contain all the information and facts you would like to have to make decisions. Many cases contain superfluous or irrelevant information. You need to extract the information you think is pertinent and use it in your analysis. If you think you are missing key information you can either do research to get the information or you can make assumptions based on the information in the case and your specialized knowledge and experience. Any information not given in the case must be cited and sources supplied. If you have to make assumptions, make them explicit and explain why you think they are justified based on the facts in the case. There is rarely a right answer in a case analysis. Different people can look at the same information and reach different conclusions. This is to be expected. The most important part of a case analysis is not your conclusions or recommendations; it is how well you can support your arguments with rigorous and rational strategic analysis. The best answers apply strategy methods, use strategy terminology, and examine strategy issues to develop logical and persuasive arguments. Assignment DescriptionThis assignment is not intended to be a full analysis of all the factors and conditions in the case or a list of all the facts and issues in the case. It is not a description, summary, or overview of the case. Instead, it is a concise analysis of one important underlying strategic factor (USF) that helps to understand or explain the circumstances in the case. You are to identify and analyze one (or a few related) factor(s) that you think is most important in the case, extract from the case the information relating to the factor, and use the methods of strategic management to analyze the issue and discuss its implications for the case. Everything in your analysis should be directed at this USF. You have to extract from the case the information relating to the particular factor(s) you identified, and exclude information not needed to analyze or understand the issue. This likely means that there will be information, activities, or events that are described in the case that you will leave out. Through the analysis you will demonstrate your understanding of a case, your judgment in identifying the core strategic issues that are important in a case, and your ability to apply the methods and concepts discussed in class to explain the circumstance in the case. The key to a good case analysis is identifying the relevant underlying strategic factor(s). This goes beyond describing the conditions, or symptoms, presented in the case, and focuses on underlying issues that lead to the symptoms. A symptom is an indication that there is a problem in a company – low productivity, for example. You may be tempted to focus on the symptom, perhaps by increasing compensation, instead of looking for an underlying cause, such as an unproductive organizational culture. However, the symptoms usually cannot be addressed directly and the factors creating the symptoms are often not directly observable. Therefore, your case analysis must look beyond the obvious facts and circumstances described in the case and must examine the more fundamental issues. The observable symptoms must be explained by examining their underlying strategic causes. Think of yourself as an “organizational doctor.” A good doctor does not just treat a symptom – a headache – the doctor tries to identify the cause of the pain – trauma, brain tumor, hangover – and treats the underlying disease. Just as a doctor has diagnostic procedures, you will have methods and procedures to examine a case, but it will depend on your judgment to determine which methods and models are useful, and to apply these conceptual tools using the appropriate information from the case.Not all cases present problems. Many descriptive cases are about firms that have faced strategic issues and created and implemented strategies to maintain competitive advantage. In these cases the USF will not relate to a problem but instead will relate to some aspect of the strategy that has been implemented by the firm. Your analysis should examine how and why the strategy was/not successful and whether it will lead to sustainable competitive advantage.Limit your analysis to the period of the case. Do not update the case or take advantage of knowledge of events subsequent to the ending date of the case. Any information you use from outside sources must be properly referenced, except information from the case itself, from class lectures, or from the textbook. These you can take to be common knowledge. Do not waste space summarizing the basic facts in the case. You can assume that I have read the case and am familiar with the basic facts, so you do not have to repeat large pieces of factual information. You should only include the facts, data, and circumstances that are necessary to support your analysis and conclusions. The purpose of the paper is to demonstrate your understanding of the concepts and theories discussed in the class, your ability to apply these systematically to a particular business situation, and your ability to convey the results. The use of appropriate “strategy language” is important. It demonstrates your grasp of fundamental concepts and provides confidence in your analysis and recommendations. Avoid flowery language (a thesaurus can provide impressive words, but they aren’t always appropriate) and unsupported opinions. Do not use phrases like “I think . . . ,” “I feel . . . ,” “I believe . . .,” “It is obvious . . .,” etc. Instead, you should be able to state “My analysis shows . . . .,” or “My assessment of the situation described is . . . .” This demonstrates the rational and logical process you have used to develop your arguments and reach your recommendations or conclusions. The case factor analysis is to be written as a formal business report that communicates clearly and concisely your analysis and recommendations. It is to be between ten pages in length, double spaced, twelve point font, one inch margins on all four edges of your paper. You may add a cover page and an additional page for graphs, charts, tables, figures, or references. Use major and sub-headings to clearly identify sections of the paper. Papers that are longer than twelve pages or that do not conform to the specified format will not be accepted. All papers are due at the beginning of class on the assigned date. No late or make-up work will be accepted.ContentThe case analysis is to have five main sections: An Overview, a description of Current Conditions and Strategies, an Analysis, a Diagnosis (discussion of the analysis), and Recommendations/Conclusion.Overview and IssueThe main purpose of this part is to introduce the issue(s) you will examine in your analysis and to provide the justification and reason for the analysis. You should identify the symptoms that you think need management attention and the underlying factor(s) that are the cause of the symptoms. This should not be a summary of the entire case; it should contain enough information to show why the factor you identify is important. This section should conclude with a concise statement of the important issues in the case. These may be primarily problems or conditions the firm has faced in the past or is facing currently. The issues you identify become the focus for the rest of the paper. In the rest of the analysis you should present only information that relates to your identified issue.Current Conditions and Strategies In this section you will discuss why you think the issue you identified is important to the case, and the strategy(ies)the firm is following to address the issue. You could show that the mission and goals of the firm are not being met, that financial targets are being missed, or, in a descriptive case, how the firm maintains competitive advantage. You should describe in objective and/or quantitative terms, including financial measures, the current conditions of the firm. You should also describe strategies the firm is following or has followed to address the issue. This section should be fairly brief. Do not try to summarize the whole case and everything the firm is doing. Instead, state clearly and concisely what the firm is trying to accomplish, how it is trying to accomplish it, and whether or not they are successful. Remember that everything should address the issue you identified in the first section.AnalysisIn this section you will use the methods from class and the textbook – stakeholder analysis, five-forces analysis, value chain analysis, etc – to analyze the strategic conditions faced by the firm. This section should not just describe conditions; it should be a rigorous and systematic analysis of conditions. This means you must relate the factors to a strategic structure, model, or concept to show how and why the factors are important to understanding the conditions in the case. The analysis should be related to the USF you identified in the overview. Use whatever methods and models you think are appropriate and use the information from the case. There are usually two parts in the analysis, external analysis and internal analysis. The order of presentation, content, and emphasis of each part will depend on the nature of the case and your own style and judgment. The following are topics that should be considered in the analysis. 1. Environmental Analysis. Describe and analyze important conditions, trends, and factors in the environment that have impacted the competitive position of the firm. Start with the general environment and work into the industry and strategic competitive environments. Identify key competitors and discuss their relative resources and market position. As in the previous section, it is not enough to simply describe conditions; you must analyze conditions and show how they are related to the issues you identified and to the success of the firm. Use whatever models and methods you think are appropriate to the case and the issues. Your focus should be on identifying key success factors, environmental trends, and strategic factors and showing how they impact the success of the firm. 2. Internal Analysis. Discuss why you think the issue you identified is important to the case, and the strategy(ies)the firm is following to address the issue. You could show that the mission and goals of the firm are not being met, that financial targets are being missed, or, in a descriptive case, how the firm maintains competitive advantage. You should describe strategies the firm is using to address the issue. You should also describe in objective and/or quantitative terms, including financial measures, the effectiveness of the strategy and the current conditions of the firm. As much as possible, you should use the terminology and topics from class – industry life cycle, leadership, corporate social responsibility, generic strategies, core competencies, etc. Remember that everything should address the USF you identified in the Executive Summary.DiagnosisThis is an extremely important but often neglected or short-changed part of the paper. The analysis is not complete without a thorough diagnosis that explains the significance of your analysis. It should answer the “So what?” question by discussing how your analysis explains the conditions presented in the case. The diagnosis interprets the relevance of your analysis and how it contributes to understanding the underlying strategic issue(s) you identified in the overview. The analysis provides valuable insights and information, but it is only valuable if the lead to useful learning. It is not enough, for example, to use a five-forces model for an industry analysis. You must show how the industry conditions create opportunities and threats for the firm and how the firm addresses them. Nothing new should be included in this section. You should “connect the dots” from the previous analysis and discussion to show how the unique circumstances of the firm create strategic opportunities. This should include your rationale for your recommendation or conclusion, how it addresses the issue(s) you identified, and the outcomes you expect. You can use a SWOT summary table or matrix as part of your diagnosis.Recommendations/ConclusionThis should be a brief summary of your assessment of the conditions presented in the case based on your analysis, and present your recommendations or conclusions. Your recommendations or conclusions should include your rationale, how they address the issue(s) you identified, and the outcomes you expect. Recommendations should address the critical problems you identified, lead to a solution to the central issue you identified, and be reasonable within the capabilities, resources, mission, and values of the firm. In a descriptive case, you will be looking back on actions taken and your conclusions will describe why strategic actions were or were not appropriate and why they produced the results described in the case.Grading Each of the following elements will be graded on a scale of 0 – 10 based on the following:0 – 3 insufficient original content for credit4 – 6 shows effort but omits important information6½ – 7½ meets basic requirements8 – 8½ exceeds expected requirements9 – 10 provides significant insights or value-added analysis Overview 10% Identifies the basic problem facing the firmClearly identifies underlying strategic factor(s) Demonstrates understanding of issues in the case and of strategyCurrent Conditions and Strategy 15%States mission as stated or implied in the case where appropriateIdentifies goals and objectives where appropriateDescribes key strategies; gets beyond describing activities to the underlying strategiesDescribes current conditions including finances where appropriate Clearly relates each of the above to the focus issue(s).Analysis 30% Addresses main issue(s) Uses appropriate theories and models; correctly applies modelsProvides “value-added” explanation or insights that go beyond descriptionUses appropriate data and information from the caseRelates information to USF and supports recommendations Identifies key environmental factors, competitive conditions, and stakeholders Identifies key capabilities, competencies, value creating activities, and sources of competitive advantageDiagnosis 20% Relates analysis to the conditions in the case Clearly identifies key factors and conditions Explains significance of analysis results Relates analysis to USF Provides adequate support for Recommendation/ConclusionRecommendations/Conclusion 15% Demonstrates that recommendations address basic problem Demonstrates feasibility of recommendations Shows that key stakeholder needs are addressed if appropriate Identifies obstacles that may be encountered Describes expected outcomesGrammar and Structure 10% Writing is clear, persuasive, and grammatically correctUses appropriate language for a business reportUses appropriate terms, topics and “strategy language” Follows logical sequence; good structure Correct spelling, punctuation, and grammar Citations are given in complete standard form where required

Share a story or create a scenario where the incorrect leadership theory

Share a story or create a scenario where the incorrect leadership theory was used. Discuss how the situation could have turned out differently if another style was considered.

Discussion – Skills for Change

Respond to the following in a minimum of 175 words:Consider this week’s reading selections, and discuss how you can use the leadership skills you identified in your self-assessment to foster innovation and lead change in a dynamic environment. How do your weaknesses provide obstacles to your ability to manage change?

is to prepare an individual, written, action plan and you must submit this to the lecturer

Your task is to prepare an individual, written, action plan and you must submit this to the lecturerHave a look at the attached files for more claritykindly read all instructions before biddingi need good quality

Select a company you would like to interview about change management strategies,

Select a company you would like to interview about change management strategies, and request an informational interview with a representative.Create 3 to 5 questions you can discuss with a representative regarding the company’s approach to change management in the past. Call the representative from your chosen company, and:Summarize the interview in a paper of no more than 300 words. Please do not refer to specific company information in your documentation; use Company XYX and Mr./Ms. X in place of real names.

Respond to the following in a minimum of 175 words:Discuss what would

Respond to the following in a minimum of 175 words:Discuss what would be your strategy if you were called upon to be a change agent for your organization. How would you begin, gather information, and create buy-in for your ideas? How would you justify the business’ need for change?

at least 1200 more words with this outline and topicsOutlineKenya is the

Get college assignment help at Smashing Essays at least 1200 more words with this outline and topicsOutlineKenya is the country that is selected to be manufacturing and distributing rubber tires. The following aspects will be handled by specified individuals:Chairman: a. What is the company strategy there?b. What would be the role of management?c. What kind of leadership would work in this country?This will handle three sections including the role of management, the company strategy, and type of leadership. Market segmentation will be the strategy used. Simple management will also be utilized that supervises all of the company’s operations. Democratic leadership will be applied to give every employee a chance to air their views. Vice-Chairman a. If you do decide to do business there, how would you staff the operation?b. What type of concerns would you have?c. How would you select the manager? This involves the things to consider during the recruitment, the type of concerns, and how to select a manager. Opinions and contribution of employees will be the types of concerns. The manger will be chosen from the US’s main company staff so as to source for the best experience possible. Education level, citizenship, and profession are among things to be considered during recruitment. Secretary set a. What are some of the cross-cultural issues you are going to have to deal with particular to engaging a team?b. What are some of the opportunities and strengths of doing business there?c. How are you going to deal with management issues such as assertiveness, conflict resolution, and team building?This will deal with the opportunities and weaknesses, the legal issues to be tackled, and the cross-cultural issues. The legal issues will enable the company to operate in line with the government’s requirements. Opportunities involve improved infrastructure such as health roads among many other factors. The issues of cross-culture involve interaction, language, culture itself and the new lifestyle.Treasurer Seta. What are some of the foreign trade issues you will have to deal with?b. What are the determinants to foreign entry there, and how would you enter there?c. How would you manage conflict if it should come up in the negotiations?Determinants to foreign trade, foreign trade issues, and conflict management will be handled in this section. Obtaining a legal permit of operation will help in solving the trade issues thus the company has to be registered and citizenship of the new country has to be applied for. The security offered, type of country relationships and friendship will influence the determinants of foreign trade. A conflict resolution department will be established to deal with managing conflicts.

a good tutor for the task below

I need a good tutor to help me out in the a task belowkindly have a look at the attached file i need the work in 12 hours thank youhave a look at the attached file and read all the instructions carefully

The length of the project paper is 5,000 words (at least 4,500words)

The length of the project paper is 5,000 words (at least 4,500words) excluding appendices and attachments. Marks will be deducted for exceeding the word limit unreasonably. Plagiarism is not tolerated. The similarity index should be less than or equal to 15%.

In the previous week, you learned how to successfully implement a performance

In the previous week, you learned how to successfully implement a performance management program. Having a well-designed management program can provide many advantages for both the organization and the employee. Most of the time, the direct supervisor has the important role of designing an employee development plan with short- and long-term objectives. It is often integrated and used as part of the employee review to ensure the employee is developing based on these objectives. Including the employee in the development plan can help increase the motivation and “buy-in” of the employee. Short and long-term objectives can be geared to reach the employee’s desired professional growth, while still meeting the needs of the organization.For this Discussion, consider what role the employee has in working collaboratively with his or her direct supervisor to set short- and long-term objectives for the employee development plan. Consider who has the most accountability for ensuring the proper objectives are developed and met. How do these two roles work collaboratively to optimize this outcome?Post a cohesive and scholarly response based on your readings and research this week that addresses the following:In examining a performance management process, what are an employee’s role and responsibilities in working collaboratively with his or her direct supervisor to develop short- and long-term objectives in the plan? Who should be responsible for ensuring the objectives are being met? Who has accountability for ensuring that measurable objectives are developed and met?ReferencesDrucker, P.F. (2005). Managing oneself. Harvard Business Review, 83(1), 100-109. Retrieved from harvard.eduHeathfield, S. (2014) Performance improvement plan. About Money.com. Retrieved from https://www.thebalancecareers.com/performance-improvement-plan-contents-and-sample-form-1918850

The best-laid plans are always subject to disruption, especially when outside parties,

The best-laid plans are always subject to disruption, especially when outside parties, tight deadlines, and too many people are involved. When employees do not understand their jobs’ connections to the organization’s outcomes, sometimes managers have to redirect and refocus the employees. This week’s project will help us clean up a mess caused when an outside vendor and two internal employees dropped the ball on mailing an important package by a critical deadline.To prepare for this Assignment, you will examine the “Missed Pickup Means a Missed Opportunity for 30 Seeking a Fellowship,” provided in this week’s resources. Then, you will prepare needs assessments to analyze two employees’ current skill levels, and a gap analyses on what should have happened, and what did happen in the scenario. Based on the needs assessment, you will address how to improve the performance of the mailroom specialist and the administrative assistant in their current jobs. Finally, you will create two performance improvement plans that outline for both employees their expected behaviors, metrics for improvement, steps they will take, consequences for not meeting the plan’s expectations, and their managers’ role, according to an established form.Note that PIPs are a bit different from individual development plans (IDP), which are career management documents. Using an IDP, an employee creates a plan to develop skills over time, to prepare for new job opportunities, or promotions. Rarely are IDPs properly used to correct a missed step in work processes. PIPs are used when mistakes happen that are so egregious that the manager needs to put the worker on notice that the behavior must stop; they give the employee a plan of action.As HR manager, draft the PIPs, along with instructions to the manager on how he or she should conduct a meeting with the employees about improvements and consequences. Your paper should include the following:Use the course resources to assist you with this paper. Include a reference and title page. Use APA.ResourcesCase Study: Missed Pickup Means a Missed Opportunity for 30 Seeking a Fellowship by Murphy, D., in The New York TImes. Copyright 2004 by The New York Times. Reprinted by permission of The New York Times via the Copyright Clearance Center.Drucker, P.F. (2005). Managing oneself. Harvard Business Review, 83(1), 100-109. Retrieved from harvard.eduEllis, K. (2004, December). INDIVIDUAL DEVELOPMENT PLANS: The building blocks of development. Training, 41(12), 20–25.

Only use book. not outside sources. answer thoroughly. minimum one to two

Only use book. not outside sources. answer thoroughly. minimum one to two paragraphs per question. 10 sentence minimum per question. answer all 5 questions.Do not directly copy your answer from the lecture notes or textbook because this is plagiarizing and you will not earn points for a plagiarized answer. However, if an occasional phrase is used please place it in quotation marks to indicate it is not your words.Chapter 12 – Establishing a Pay Structure 1. Fairness, or equity, is an important concept in creating a company’s compensation system. Answer the following questions dealing with establishing equity in a compensation system. a. Why is equity important when creating a compensation system? b. What happens if employees see the pay system as unfair? c. Employees will try to determine if their compensation is fair by comparing their salary to those within the company (i.e., internal equity) and those outside the company (external equity). What two HR practices are used to help ensure that internal equity and external equity exist?Chapter 13 – Recognizing Employee Contributions with Pay 2. Discuss the balanced scorecard as it applies to incentive pay for managers, including its purpose, its four common perspectives, and sample performance measures for each perspective.Chapter 14 – Providing Employee Benefits 3. Identify and describe three legally required benefits.Chapter 15 – Collective Bargaining and Labor Relations 4. Labor contracts typically include clauses that explain the security arrangements the union has with respect to when, and if, the workers must join the union. a. Name and describe four types of security arrangements discussed in the text (three have the word “shop” in them). b. Which one is an illegal shop arrangement? c. Which law made this shop arrangement illegal?5. Describe the union organizing process. In other words . . . a. What steps must typically take place for a union to be recognized by an employer as the bargaining representative for a group of employees (i.e., from organizing effort through election certification)? Describe each step in as much detail as possible. b. Then explain the process of decertifying a union.

Discuss employment-at-will and applicable legislative exceptions to this doctrine. Think

Question Discuss employment-at-will and applicable legislative exceptions to this doctrine. Think about the court decisions that have impacted employer and employee rights. How might these decisions apply in the workplace?

PURCHASING

Question PURCHASING

Question: What is the MOST important thing for your team

Question Question: What is the MOST important thing for your team to have agreement on in a cause/effect diagram (fishbone diagram)?

May I know where exactly is the problem. Its just

Question May I know where exactly is the problem. Its just a activity and I was looking for expert help. />This is a question I need help to analyse the Nokia’s business model canvas. According to me there is no potential violation of Honor Code. The expert help to guide on the process of analysing.Topic is Nokia fall from GraceWhat is Nokia’s business model canvas and reason for Nokia’s fallPlease analyse what is the Nokia’s strategic plan or strategic learning initiativeDeconstruct and apply the approach adopted, using examplesThe Models and framework are listed below:KAPLANAND NORTO – a strategic planningKaplan and Norton Closed-Loop Management SystemOpen systems theory -understand broader environmentVuca world Some of the point that could be included:Purpose/Mission/Overarching goalsWhat is the organisation trying to achieve (big picture)? Why does it exist? A clear rationale for why the organisation exists , or its reason for being. An organisation’smission is usually considered to be broader than the goals. Kaplan and Norton (2008): “The mission is a brief statement, typically one or two sentences, that defines why the organization exists, especially what it offers to its customers and clients.Davis and Weckler(1996) identified the following criteria for a good mission statement:§describe the business purpose§reflect key customer needs and wants you are satisfying§create the context for goal setting.EXECUTING THE STRATEGY -TWO PERSPECTIVESa. Planning to cascade down what needs to happenb. Setting up the organisation architecture,Open systems theory -understand broader environmentGalbraith’s ‘Star Model’Galbraith, J. ‘Choosing an effective design’ in Designing Organisations, 1995, pp11-18Birkenshawand Gibson, 2004, Building ambidexterity into an organisationCrocker, Cross and Gardner, How to make sure agile teams can work together, HBRGardner, H video -How to break down silos in your organisation, HBR, 2017 (Author of smart collaboration)FAILURE TO EXECUTE STRATEGY Beer and Eisenstat, 2000, The silent killers of strategy implementation and learningHuy-role of group emotions. Sull, Homkes, Sull-Why strategy execution unravels RISK AND STRATEGYSlagmulderand Devoldere, 2018GJ notes: Strategic risk management (SRM) is the solution. GJ explanation -move risk mgt from ‘what will stop us achieving our strategy’ to ‘what are the big uncertainties and how to build them into our strategy?’. Actually, seems to say have both SRM inputting into strategy as well as ERM (enterprise risk mgt) to manage risks of strategy execution.

read the case DCS Sanitation Management v. Eloy Castillo (and

Question read the case DCS Sanitation Management v. Eloy Castillo (and supporting notes), linked in the reference below:DCS Sanitation Management v. Castillo, 435 F.3d 892, (8th Cir. 2006). Retrieved from https://advance-lexis-com.libraryresources.columbiasouthern.edu/api/permalink/0662e8d7-58b8-4877-a028-3ae9a3249480/?context=1516831

The post This question was created from Employment Law for Business and appeared first on Smashing Essays.

 
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