Hi$.$Midterm for $20$ points has two parts for $10$ points each.Can you submit both the parts in one forum? As always you can post on the forum or submit as a word attachment only.Part $1-10$ pointsYou work as a Human Resources $($HR$)$ representative for a medium$-$sized Internet$/$cable company in the United States.Today you are meeting with Kyle, who is the new manager of a team of $150$ customer service representatives.Kyle tells you that five of his female customer service reps have provided him with documented proof that they haverepeatedly been passed over for promotion, while men with fewer years of experience and fewer skills were promoted instead.First, identify to Kyle which area of employment act his concern pertains to$.$ Then, in one or more fully formed paragraphs explain the Civil rights Act $($with its modifications in various years$)$ and Pregnancy discrimination act.Part $2$: $10$ pointsNewells Decision to Downsize: An Ethical DilemmaA particular issue in business ethics is: What exactly does the term ethics mean? Various writers have described ethics as rules that govern behaviour, desired societal values such as respect for justice, or accepted principles of right or wrong. One author noted, While laws concern what we must do$,$ ethics concerns what we should do$.$A footnote in the practice of HR$,$ managers and supervisors are continually faced with ethical dilemmas regarding the fair and equitable treatment of employees. Ethical choices abound in areas such as recruitment and selection, employee privacy, whistle$-$blowing, sexual harassment, and diversity or affirmative action. An important ethical dilemma faced by managers today is the fair and correct way to downsize organizations. The decisions involved in downsizing a workforce are complex and, as one manager stated, gut$-$wrenching.The Need to DownsizeNewell Corporation is a medium$-$sized manufacturer of navigational systems for commuter and larger aeroplanes. The company operates two plantsone in Atlanta, Georgia, and the other in Norwood, California. In $2014,$ the Norwood plant employed $273$ employees, most of them engaged in the manufacture and technical support of company products.Newell is regarded as an excellent place to work by its employees and within the surrounding communities. Employee morale and loyalty have always been high, and job satisfaction studies conducted by the company consistently rate the organization as a fair and equitable place to work. The companys HR policies can be described as proactive and progressive. With its positive reputation, Newell has been able to select new employees from a large pool of job applicants.One cornerstone of HR policy has been to use the principle of seniority when training, assigning, transferring, and promoting employees. Additionally, with Newells emphasis on employee retention, employees have experienced and come to expect long and steady employment. Prior to $2014,$ Newell has never downsized its workforce. Employment growth at the Norwood facility had been moderate and steady.The racial composition of the company has been predominately Caucasian, for two reasons. First, the racial composition of the companys local labour market has historically been Caucasian. Second, the skill levels needed for the companys technical jobs have come primarily from a trained Caucasian labour force. A review of the companys federally required EEO$-1$ report showed that Newell had few employees in each of the minority categories listed. This is true for both hourly and managerial positions. However, since then, the demographic characteristics of the local labour market have changed dramatically to include more Hispanics, African Americans, and Asian Americans.In $2010,$ Newell experienced a large increase in the demand for its products. To meet customer orders, the Norwood plant hired $27$ new manufacturing assemblers and $14$ new technical support technicians. With the increased diversity of the external labour force, plus the desire to increase the minority composition of its internal workforce, $34$ of the $41$ new hires were minorities. It is noteworthy that Newell welcomed the opportunity to rapidly increase the diversity of its workforce for both business and ethical reasons. The following is an excerpt from Newells statement of vision and values published in July $2011$:Newell Corporation believes that a work environment that reflects a diverse workforce, values diversity, and honours the worth of its employees benefits the company, its customers, and its employees. Employment decisions will be made on these principles while also considering the efficient and effective operation of the organization.Because many of the minority employees needed to be trained to do the companys manufacturing and technical jobs, the firm spent approximately $$1\mathrm{.}7$ million on entry$-$level skills training. The integration of minorities into the Norwood facility was seamless and without racial tension.In $2011,$ sales for Newells products once again followed historical patterns. Unfortunately, sales then unexpectedly took a sharp downturn: a $12$ per cent decline in $2012$ and a $23$ per cent decline in $2013.$ The causes for the decline in sales were attributed to two new low$-$wage foreign competitors that had entered the market, a decline in the market demand for the products made by Newell and its competitors, and higher$-$than$-$average production costs due to Newells older, less efficient manufacturing equipment. Future demand for company products was projected to be moderate for $2015,2016,$ and $2017.$In February $2014,$ Tom Malcolm, Norwoods director of HR; Steven L$.$ Davis, corporate vice president for manufacturing; and Mary Umali, Norwoods plant manager, decided to downsize the workforce at the Norwood facility. Specifically, they decided to lay off $37$ manufacturing employees and $11$ technical support personnel. The difficult question faced by senior management was how to lay off employees in a manner that would be fair and equitable to individuals and legally defensible while maintaining the integrity of Newells HR policies and the productivity of the Norwood plant. What is the ethical dilemma faced by management in this case? Explain.What specific problems might Newell face in its downsizing decision?What options might Newell employ in its downsizing decision? Explain.How would you downsize the Norwood facility? Explain.