summarize Chapter 51 Employment Law.Please be sure to provide adequate information regarding every statute in the chapter. These are important within the context of employment law, and contain information that you need to know professionally, as well as for you personally. Within your summary, provide a discussion of the following cases. These cases should be discussed in the section where the case topic is relevant. Before you discuss the case, please be sure that you have provided a complete discussion of the law involved in the case. So, if the case discusses the Americans with Disabilities Act, provide a discussion of the Act before you summarize the case. EEOC v. Kohl’s Dep’t Store, Inc. – Chapter 51 pages 30-32. Please review this case carefully. There is a dissenting opinion in this case which is different than the other cases you have reviewed. Provide a few sentences in your case discussion regarding the position of the dissenting judge. Please read Chapter 1 of your textbook, particularly the top of page 24 for a definition of a dissenting opinion. American Greetings Corp. v. Bunch – Chapter 51 pages 4-5. 

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The Case of Lonnie and Dorothy

Individuals or families who need case management services do so because they have a number of problems. Like Lonnie and Dorothy, they may “get by” for a period of time. At some point, their problems escalate, multiply, or both, making it difficult to cope. It is at the end of this case, when Lonnie is beginning to experience some serious medical problems, that you enter their lives as a case manager.

Lonnie and Dorothy live in the southern part of town in a low-income area. At one time, the neighborhood was nice. This was long before Lonnie and Dorothy arrived. They have two grown sons, John and Leroy, who occasionally come by to visit, and a grown daughter they never talk to. Lonnie, 62, works at a nursing home as a janitor. Dorothy, 60, does not work due to health problems, though she has worked as a personal nurse at some time in the past. They have been married for thirty-nine years but do not get along very well. They bicker constantly, and Dorothy has talked of times when Lonnie would lock her in the house due to jealousy while he was at work. Now, they basically coexist together without much substantial interaction.

Lonnie’s job is rough on him—he works seven-day shifts and then has three days off. He drives forty-five minutes to work in his 1985 pickup, on which he is still making payments. He spends all day on his feet and is exhausted when he gets home. For years, Lonnie was the head janitor at a truck stop and enjoyed the job. Unfortunately, he was laid off due to cutbacks and has been trying to find a job with better pay. He has found that his age has kept him from getting better work. He has been working at the nursing home since. He has talked of finding better work, but because he and Dorothy live from paycheck to paycheck, they cannot afford for him to take any kind of pay cut, even temporarily. Lonnie spends most of his spare time in front of the television.

This is hard on Dorothy. Due to heart problems, she is on disability and rarely gets away from the house, often spending days alone in the house. This causes her to be lonely and to have a limited view of the world—the “other side of town” is like another world to her. If she does get away, it is only to go to the grocery store or the pharmacy. She also has a tendency to be paranoid. For instance, if her disability check does not come on the exact day it did the previous month, she spends the afternoon on the phone talking to the disability office and the post office, positive someone has “made a mistake” or has “taken her check.” In some ways this is understandable, since Lonnie and Dorothy need the check to pay their bills. Dorothy’s check pays the rent and what little spending money she gets, while Lonnie’s covers the car payment, food, utilities, and medical bills. They spend every penny each month, leaving nothing for savings. Last month, Lonnie started to have medical problems himself and has had to go the doctor more frequently than usual.

1. List the needs that Lonnie and Dorothy have. Then prioritize them.
2. Identify the necessary case management roles and purposes for each of the three most important needs Lonnie and Dorothy have.
3. The three methods of delivering case management you read about in Chapter 3 provide a structure for the case manager’s roles, responsibilities, and length of involvement with a client. Review the methods.

Which one would be most effective with Lonnie and Dorothy’s situation? Why?

Book: for chapter 3 question (#3)

https://gateway.pinata.cloud/ipfs/bafykbzaceb6qsegaccorhc6opcszwh5pmyllajnpcv7723zevms4kwz7lgtts?filename=generalist-case-management-a-method-of-human-5–annas-archive–libgenrs-nf-3370559.pdf

In 1997, Professor Pauline Kim of the Washington University School of Law published “Bargaining with Imperfect Information:

A Study of Worker Perceptions of Legal Protection in an At-Will World” in the Cornell Law Review. In it, she reported the results of a survey of Missouri employees and their perceptions of protections the law provides them from losing their jobs under various circumstances. The survey revealed that the vast majority of employees were unaware of the at will rule and erroneously believed the law protected their employment from being terminated for a variety of reasons that are clearly legally permissible under the employment-at-will default rule. For example, nearly 89 percent of respondents believed that it is unlawful for an employer to fire an employee because of the employer’s personal dislike of the employee. Similarly, 87 percent of respondents believed an employer would be breaking the law if it fired an employee for erroneously concluding that the employee had stolen from the employer, even when the employee had provided proof that she had not.

Defenders of the employment-at-will rule justify it in a number of different ways. One of those is that employees who value greater job security can negotiate with employers for protection from unjustified termination of their employment (usually at the cost of a lower salary or other benefit concessions). Similarly, at least in theory, employers pay a wage premium for the

labor flexibility that the at-will rule provides. However if Professor Kim’s survey is broad representative of workers

knowledge about the at-will rule, then such employees are unlikely to value job security accurately and or to demand an appropriate wage premium. Employers presumably have no such misunderstanding. As a result. they benefit from theil

employees misapprehension of the at-will rule and some may encourage such misunderstanding in order to cultivate feelings of loyalty and security among their employees

What, if any, ethical obligation do employers, who are at an information advantage, owe to prospective employees toensure that they understand employment at will prior to negotiating the details of their employment?

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