Employee

INTRODUCTORY STATEMENT

Welcome to Martino Landscape Contractors, Inc. This Employee Handbook – Field applies to all employees of Martino Landscape Contractors, Inc. It is intended to provide guidelines and summary information about the company’s personnel policies, procedures, benefits, and rules of conduct. It is important that you read, understand, and become familiar with this Employee Handbook and comply with the standards that have been established. Please talk with your immediate supervisor if you have any questions or need dditional information. The rules set out in this Employee Handbook are as complete as we can reasonably make them. However, they are not necessarily all inclusive because circumstances that we had not anticipated may arise. Some currently unanticipated circumstances may warrant the application of discipline, including termination. In addition, Martino Landscape Contractors, Inc. reserves the right to modify, supplement, rescind, or revise any policy, benefit, or provision from time to time, with or without notice, as it deems necessary or appropriate.

MISSION STATEMENT

The following is our mission statement at Martino Landscape Contractors, Inc. Martino Landscape Contractors, Inc. is committed to achieving the highest possible level of total customer satisfaction. Our goal is to make the environment safer and more attractive. All of our associates are dedicated, hard working people that have been equipped and trained to perform work in a correct and safe manner. We are committed to growth, stability, and providing meaningful employment. At Martino Landscape Contractors, Inc, we do the job ‘RIGHT. ”

LETTER FROM THE OWNERS

Welcome to the Martino Landscape Contractors family! This Employee Manual answers some of the important and fundamental questions you may have about your employment with Martino Landscape Contractors, Inc. In it, you will find descriptions of Company policies and guidelines related to your employment. Should you have questions about your work here, please do not hesitate to discuss them with your immediate supervisor. We look forward to a long and mutually beneficial relationship.  Roberto Martino

PURPOSE OF THIS HANDBOOK

This Employee Handbook is intended to be a communications tool to inform employees about the policies, guidelines, benefits, and work practices that affect their employment with Martino Landscape Contractors, Inc. It will help you to understand your responsibilities to Martino Landscape Contractors, Inc. and the Company’s responsibilities to you. This Employee Handbook is not intended to, and should not be interpreted as, creating a contract of employment. While Martino Landscape Contractors, Inc. elieves that one of the best ways to develop an employee’s trust and confidence in the Company is to perform in a consistent manner, it is important to realize that changes to our daily practices may occasionally be necessary. Therefore, Martino Landscape Contractors, Inc. reserves the right to change, modify, delete, or add to any of the policies and practices listed herein, in accordance with management’s best judgment. We require that you read all of this Employee Handbook carefully. You are also encouraged to take it home to your family so that they can also become familiar with it.

You should refer to this manual first when you have any questions. If you still are not certain, please contact your immediate supervisor. NOTICE The policies in this Employee Handbook are to be considered as guidelines. Martino Landscape Contractors, Inc, at its sole option, may change, delete, suspend, and discontinue any part of its policies in this Handbook with or without any prior notice. Any such action shall apply to existing, as well as future, employees, with continued employment being the consideration between the employer and the employee.

No one other than the President of Martino Landscape Contractors, Inc. may alter or modify any of the policies in this Employee Handbook. No statement or promise by a supervisor, manager, or department head may be interpreted as a change in policy, nor will it constitute an agreement with an employee. Should any provision in this Employee Handbook be found to be unenforceable and/or invalid, such finding does not invalidate the entire Employee Handbook, but only the subject provision.

DEFINITIONS

This Employee Handbook deals only with Field personnel.

Field personnel include those employees whose work is performed principally in the Field. This includes the following:

• County Supervisors
• Tractor Operators or Crew Members
• Lawn Care Crew Members
• Weed Whacker Crew Members

This Employee Handbook also covers Field personnel who are brought to the Main Office or the Shop on an as needed or temporary basis . EXCEPTIONS In some cases exceptions can be made to policies listed in this Employee Manual. In most cases exceptions will not be allowed. Only the President can make exceptions to stated Company policies.

Exceptions are NOT automatically granted, and very few will be granted. If you request an exception, it is your responsibility to provide justification for the President to grant an exception.

SECTION I: EMPLOYMENT ORGANIZATION CHART

Martino Landscape Contractors has a formal, functional organization chart. This organization chart demonstrates the “chain of command” at Martino Landscape Contractors. It is your obligation to know and follow this “chain of command. ” According to this chart, you have only one boss. Your boss is the individual who provides you with all work-related instructions.

You should ask this individual, and this individual only, about all work related questions. If, after the conclusion of this discussion, you are not satisfied, let your immediate supervisor know that you would like to discuss this matter with their immediate supervisor. That individual will set the time for such a meeting after discussion with their immediate supervisor (See the Section on “Open Door Policy. ”). You may discuss personal matters with the President, or any member of management, at your mutual convenience without first discussing these types of issues with your immediate supervisor.

EMPLOYMENT-AT-WILL

Employment is with the mutual consent of you and Martino Landscape Contractors. Consequently, Martino Landscape Contractors have the right to terminate the employment relationship at any time, with or without cause or advance notice. This employment-at-will relationship will remain in effect throughout your employment with Martino Landscape Contractors, unless it is specifically modified by an express written agreement signed by the President of Martino Landscape Contractors. All Field employees will have an Introductory Period of a minimum of 60 days.

After the successful completion of this period, they may become considered as permanent employees. This employment-at-will relationship may not be modified by any oral or implied agreement. This Employee Handbook does not constitute an employee contract.

TARDINESS AND ABSENCE

You are part of a team. In most circumstances, the progress and productivity of the job depends on each of its team members acting together. Therefore, it is important that employees work their assigned schedules as consistently as possible.

However, Martino Landscape Contractors understands that because of illness or emergency situations you may be unable to come to work. If you are unable to report to work for any reason, you must call in to your immediate supervisor before your scheduled time of arrival with the following information: If you will be late, you must state why and when you expect to be in. If you will be absent, you must state why and how long you expect to be out. If your immediate supervisor has a cell phone, you must call that individual directly.

It is your responsibility to keep the Company informed on a daily basis during a short-term absence. Except in the case of an emergency, employees must have their supervisor’s permission to leave work before they are regularly scheduled to do so. Being late (tardy) or absent is considered “excused” only when you call promptly and the tardy or absence is for a compelling reason. The Company reserves the right, at its sole discretion, to determine what constitutes a compelling reason. A tardy or absence for a non-compelling reason, and failing to call in according to company policy, will be considered “unexcused. Furthermore, the Company recognizes that certain emergency situations would prevent you from giving advance notice. The Company will apply “the rule of reason” to all such situations Martino Landscape Contractors considers “unexcused” tardiness and absence to be a serious problem. Consequently, employees who are tardy or absent excessively or show a consistent pattern of absence, whether “excused” or “unexcused,” may be subject to disciplinary action, up to and including, possible termination.

If you are late for work, or you are absent without an acceptable excuse, more than three (3) times within a year’s period (based on the date of the first occurrence), you will be subject to disciplinary action, up to and including, possible termination. If you do not call in and do not report to work for three (3) consecutive workdays, the Company will consider this to be a voluntarily resignation.

WORK RULES AND PERFORMANCE STANDARDS

It is not possible to provide a complete listing of every work rule or performance standard.

As a result, the following are presented only as examples. You are responsible for understanding and following these standards and work rules. Employees who do not comply may be subject to disciplinary action, up to and including, possible termination. Job Performance – employees may be disciplined, up to and including, possible termination, for poor job performance, as determined by Martino Landscape Contractors. Some examples of poor job performance are as follows:

• Below average or what the Company defines as acceptable level of work quality or quantity; Failure to follow safety requirements and regulations, including the utilization of required safety equipment, clothing, gear, etc. ;
• Failure to attain established goals;
•  Poor attitude, including rudeness, or lack of cooperation – this includes dealings with representatives of customers, vendors, co-workers, representatives of local, State or federal governments, etc. ;
•  Excessive absenteeism, tardiness, or abuse of meal or break time privileges;
• Failure to properly use and care for all Company owned or rented equipment and vehicles; Failure to follow instructions or Company policies and procedures;
•  Failure to perform all job duties, tasks ands responsibilities. Misconduct – employees may also be disciplined, up to and including, possible termination, for misconduct.

Some examples of misconduct are as follows:

•  Insubordination;
•  “Badmouthing,” the spreading of rumors, half truths, untruths, etc. of customers, co-workers, vendors, outside professionals, governmental representatives, Martino Landscape Contractors personnel, etc. ; Abuse, misuse, theft, or the unauthorized possession or removal of Company property or the personal property of others;
•  Falsifying or making a material omission on Company records, reports, or other documents, including payroll, personnel, expense reports, and employment records;
•  Being rude, disrespectful, using abusive and/or foul language with any client/customer – actual or potential – vendor, co-worker, outside professionals, governmental representatives, competitor of the Company, etc. ;
•  Divulging confidential Company information to unauthorized persons; Disorderly conduct on Company property – including fighting or attempted bodily injury, or the use of profane, abusive, or threatening language toward others, or possession of a weapon;
•  Misconduct in company furnished motel rooms;
• Violation of any law adversely affecting Martino Landscape Contractors, or conviction in court of any crime which may cause the employee to be regarded as unsuitable for continued employment;
• Violation of Martino Landscape Contractors alcohol, drugs, and controlled substances policies;
•  Violation of Martino Landscape Contractors harassment policies; Violation of safety rules, as may be established by Martino Landscape Contractors
• Continuous misuse and/or unauthorized use of any company equipment or property.

Attitude – Martino Landscape Contractors strives to be a positive company and to create a positive working environment for its employees and clients. We expect that you will at all times and with all employees, customers, co-workers, vendors, representatives of governmental agencies, outside professionals, etc. only make positive remarks about Martino Landscape Contractors.

If you have any complaints they should be handled discreetly with your immediate supervisor. USE of COMPANY VEHICLES, PROPERTY, EQUIPMENT, ETC. Some Martino Landscape Contractors Field personnel are assigned Company vehicles. These are intended for conducting official business ONLY. You should NEVER allow anyone other than a current Company employee, with a valid Driver’s License, to operate a Company vehicle. Also, you should not allow anyone to ride in the vehicle that is not a current Company employee. Violation of this policy may result in disciplinary action, up to and ncluding, termination.

SECTION II: PERSONNEL STATUS EMPLOYMENT CLASSIFICATIONS

Introductory Period: All personnel hired by Martino Landscape Contractors will start off in a minimum 60-day Introductory Period. While classified in this status you are not eligible for any company benefits, unless required by law. The Introductory Period is a time for the Company to get to know its employees and their capabilities. It is also a time for you to get to know the Company and your job tasks and /or duties. Throughout this period we will be evaluating each other.

At any point in time during this Introductory Period, the Company or you may decide to terminate the relationship. At the end of the period, your immediate supervisor will conduct a performance evaluation interview with you and will determine your status with Martino Landscape Contractors. This period may be extended beyond the initial 60-day period discussed above. However, throughout this period you are encouraged to discuss your performance and ask questions of your immediate supervisor regarding all tasks and duties assigned to you. Part-Time Employees:

Employees scheduled to work less than 40 hours per week. If the position or job function is to be part-time, you will be notified at the time of your hiring. Seasonal Employees: Employees in non-supervisory, field positions. The length of time that any individual will be needed is dependent on the work volume and specific projects that are performed. Temporary Employees: Employees hired on a temporary basis. This may include the hiring of some individuals during the summer months. It may also include using temporary employment agencies to obtain this additional, short term, help that the Company requires.

Hourly: These positions have an hourly wage rate. The individuals in these positions are paid for the actual hours they worked during the pay period. However, under federal law these individuals are paid time-and-a-half for all hours worked above 40 hours in a given pay period. Employment of Minors: The Company will not knowingly hire any individual who is considered to be under age for employment in any job classification as defined by State and federal laws. Generally speaking, this is 18 years of age to operate equipment and/or vehicles and 16 years of age for other positions.

MEAL PERIODS

All hourly employees who work more than six (6) hours in a given workday will receive an unpaid meal period of 30 minutes. In the field, it is up to you to determine the exact time of this break. You should consider your current location and the time it would take to get to a convenient spot for taking your meal break. Consequently, there is no exact time for taking your meal break on a daily basis. 30 minutes per day will be subtracted from your time sheet. Employees who do not work more than six (6) hours in a workday may not take a meal break without the expressed approval of their immediate supervisor.

You are expected to be back at work within 30 minutes after you left for the start of your meal period. Leaving early and/or returning late is considered a serious offense and will lead to disciplinary action, up to and including, possible termination.

SECTION IV: COMPENSATION WAGE and SALARY REVIEWS W

age and Salary increases are based upon performance only. Your length of service with the company has nothing to do with being granted a wage or salary increase. Martino Landscape Contractors considers your pay rate, salary, and/or your total compensation package to be highly confidential information.

Under no circumstances should any part of your compensation package be discussed with anyone but your immediate supervisor, the Payroll Clerk, the Office Manager, the Controller, and the President. Violation of this policy is considered to be a very serious matter and may subject you to disciplinary action, up to and including, possible termination.

WAGE ASSIGNMENTS or GARNISHMENTS

On occasion, employees may have Wage Assignments or Garnishments filed against them. These are legal documents and require that Martino Landscape Contractors deduct a certain amount from your weekly paychecks.

The Company will inform you regarding any such Garnishments against your wages as soon as possible after they have been received and processed in the Accounting Department. You will be provided with copies of any documentation that is given to the Company. If you disagree with the Garnishment, then it is your responsibility to handle this matter with the appropriate court and/or institution. The Company has no say whatsoever on these issues. They are strictly legal requirements with which the Company must comply by law. For each assignment or garnishment, the employee will be assessed an Administrative Fee of $3. 0 per transaction.

PERFORMANCE EVALUATIONS

All Field employees will receive a written performance evaluation annually, based on their anniversary dates. They may be provided more frequently. New employees will receive a written performance evaluation at the conclusion of their 60-day Introductory Period. The purpose of the performance evaluation is to let you know how well you are doing. Written performance evaluations may include commendation for good work, as well as specific recommendations for improvement. You will have the opportunity to discuss your performance evaluation with your immediate supervisor.

This is a good time to ask questions and to clarify important points. Performance evaluations help Martino Landscape Contractors make important decisions about job placement, training and development, and pay increases. A satisfactory performance evaluation does not guarantee a salary increase nor does it alter, modify, or amend the at-will employment relationship between you and Martino Landscape Contractors

JOB DESCRIPTIONS SECTION III: GENERAL INFORMATION INJURIES/ACCIDENTS

All injuries while on company time must be reported as soon as possible to your immediate supervisor.

PLEASE, ensure that medical attention is sought first in an emergency. Your supervisor will have a listing of emergency telephone numbers. If you witness or are present when an injury occurs, and the situation so calls, please call for help IMMEDIATELY. Your and your co-workers’ health and well-being are of prime importance. In addition, you are expected to immediately report any and all unsafe situations to your immediate supervisor.

SEXUAL HARASSMENT

Martino Landscape Contractors are committed to providing a work environment that is free of discrimination and harassment.

In keeping with this commitment, Martino Landscape Contractors maintains a strict policy prohibiting harassment, including sexual harassment. Sexual harassment of employees by supervisors, co-workers, customers, representatives of governmental agencies, outside professionals, vendors, etc. is prohibited. Individuals who have been determined to have violated this policy will be disciplined, up to and including, possible termination. Martino Landscape Contractors makes the following commitments to all employees: Examples of sexual harassment include, but are not limited to, the following: Un-welcome sexual flirtations, advances, or propositions; Verbal abuse of a sexual nature; Using explicit or derogatory sexual terms in reference to any employee; Subtle pressure or requests for sexual activities; Unnecessary touching of an individual; Graphic comments about an individual’s body; A display in the workplace of sexually suggestive objects or pictures, including, but not limited to, magazines, posters, calendars, photographs, and drawings; Sexually explicit or offensive jokes; Physical assault; Retaliating in ANY way against an employee who has complained of, or reported, sexual harassment or who has participated in the investigation of such conduct. If you believe that you are being, or have been, harassed in any way, you MUST report the facts of the incident or incidents to your supervisor immediately, without fear of reprisal. If for ANY reason you are uncomfortable talking with this person, or this person is the one whom you believe is guilty of sexual harassment, you should immediately talk with the President. Do not wait to see if the behavior stops.

To properly protect all of our employees, customers, vendors, business associates, Martino Landscape Contractors must be notified at the first opportunity. Any accusation brought to the attention of supervision and/or management MUST be brought up the chain of command of the organization or directly to President for investigation. It is a condition of employment at Martino Landscape Contractors that if it is deemed necessary to use an outside arbitrator to resolve any sexual harassment disputes, you hereby accept this condition and agree to abide by the judgment and determinations of this arbitrator.

ALCOHOL, DRUGS, AND CONTROLLED SUBSTANCES

Martino Landscape Contractors has adopted a policy on drugs, alcohol, and other prohibited items in order to help insure a safe, healthy, and productive drug-free environment for our employees and others on Company property, to protect Company property and assets, to maintain a favorable public image, and to assure efficient operations.

It is the policy of Martino Landscape Contractors to maintain its property and to provide a drug-free working environment that is both safe for our employees, including others having business with the Company, or on Company property, or at work sites where Martino Landscape Contractors is performing work, and conducive to efficient and productive work standards.

This policy restricts certain items and substances from being brought to work, being used while working or being present on Company property and/or Company work sites, and prohibits Company employees and all others from, reporting to work, working or being present on Company property and/or Company job sites, whether or not on duty, from having detectable levels or identifiable trace quantities of certain drugs and other substances, and prohibits the unauthorized possession, by employees or others, of property, equipment, materials, supplies, or proprietary information belonging to Martino Landscape Contractors or others. OUTSIDE ACTIVITIES) or CONFLICT of INTEREST Because of the possibility of a conflict of interest, employees are prohibited from holding a position with any competitor, governmental agency, and customer, outside professional entity, or vendor or any business entity working with Martino Landscape Contractors. Therefore, you are required to inform your immediate supervisor if you have any outside employment – with any company or any self-employment venture.

Martino Landscape Contractors will be the sole judge as to whether that company or business venture falls into any of these categories. While you are free to have outside employment (a second job), it must not interfere with your ability to perform your duties and responsibilities for Martino Landscape Contractors. in a productive and safe manner. In addition, it must not limit your ability – on a regular basis – to be available for required overtime and/or weekend

In addition, all employees are prohibited from engaging in outside employment, private business, or other activity, which might have an adverse effect on, or create a conflict of interest with, Martino Landscape Contractors and the type of work that the Company performs.

DRIVING RECORDS

Employees, whose job/position requires the ability to operate a motor vehicle, must present and maintain a valid driver’s license and a driving record acceptable to our insurer. You will be asked to submit a copy of your driving record to Martino Landscape Contractors from time to time.

Any changes in your driving record must be reported immediately. Failure to do so may result in disciplinary action, up to and including, possible termination. If you are authorized to operate a Company vehicle in the course of your assigned work, or if you operate your own vehicle in performing your job, you will be considered completely responsible for any accidents, fines, or traffic violations incurred – other than those imposed on a Company vehicle for being overweight, unsafe, etc.

Your immediate supervisor will advise you on what to say and do (and what not to say and do) in the event of a vehicular accident All drivers will be subject to investigation annually by the insurance carrier to verify the status of their driving record and to determine their insurability. Martino Landscape Contractors is not liable for any employee that is turned down for coverage. However, if our insurance carrier will not insure you, then you cannot hold a position that has a requirement for driving a vehicle.

ONLY Martino Landscape Contractors employees may operate any vehicle or piece of equipment owned or rented by the Company.

PERSONAL LOANS and PAY ADVANCES

It is the policy of Martino Landscape Contractors, Inc. NOT to enter into any type of loans for any employee. Generally, it is the policy of Martino Landscape Contractors, Inc. NOT to provide a pay advance to any employee. However, under emergency conditions, an exception can be made to this policy. If such an exception is granted, the following conditions apply:

1. For salaried personnel, no pay advance can be made for a sum greater than 50% of salaried employee’s regular or base weekly salary.
2.  For hourly employees, no advance can be made for sum greater than 20 hours pay (20 hours times the employee’s hourly wage rate. ).
3. There is a $3. 00 processing fee, per transaction, per week to cover the administrative time and effort involved in this process.
4. All advances granted must be paid back to the Company by the end of the last business paycheck of the year.
5.  Employees are eligible for a pay advance only once within each calendar ear. 6. ONLY the Vice President, the Controller, or the President may grant exceptions.

EMPLOYEE STATEMENT OF ACKNOWLEDGEMENT

This is to acknowledge that I have been given information on accessing the website to read and review the Dixie Lawn Service, Inc. “Employee Handbook” and the “Safety Manual”. It is the employee’s responsibility to read and be aware of Dixie Lawn Service, Inc. policy and procedures that are kept up to date on this website. Printed copies may be available upon request. Employee Signature Date

Last year alone, hundreds of adverse rulings were slapped upon scores of companies, resulting to millions of liabilities. It is sad to note that many employers today, either abetted by their HR and personnel managers, or against the professional advice of HR and lawyers, do not really adhere to the provisions of the Labor Code, on the rules of dealing with their own workers in the matter of discipline and dismissal. Despite all the seminars, workshops and symposia, that HR personnel attend regularly, management never seems to learn. The result could be very damaging, if not disastrous.

An adverse decision by the NLRC and the Supreme Court entails not only an order to reinstate workers and pay them full backwages but also moral and exemplary damages. The greatest damage is upon the good name and corporate image and goodwill of the companies, or an irreparable damage on the harmonious relations between employees and management, resulting to declines in productivity, quality and profits. To help address this problem, this writer is now embarking on an advocacy through the PMAP, the official association of people managers in order to address this problem.

Last week, I was in Baguio, then to Iligan. Today, I am in Davao then later this week, to Cagayan de Oro, in July in Tacloban, Bicol and Batangas. By August, I will conduct seminars in Cebu, Mandaue, and Mactan on the critical need to go back to the rule of law in leading and managing people. I have 10 commandments on employee discipline and dismissal. First, management should respect the workers’ rights in the exercise of the employers’ prerogatives to hire and fire people, to transfer, promote and demote. The Labor Code is explicit and unequivocal.

The DOLE, NLRC and the Supreme Courts are strict and uncompromising. The second commandment is that management should adhere to the specific just causes for termination of employment, under Article 282 of the Code, like serious misconduct, insubordination, fraud, breach of trust, gross and habitual negligence and crimes. Third, employers should follow the authorized causes under Article 283, like redundancy and retrenchment, labor-saving devices and closures. Fourth, the strict rules on due process, under Article 277 (b) should never be compromised.

Fifth, management should always bear in mind that, in illegal dismissal cases, it is the employers and not the complainants who have the burden of proof. Sixth, the proof must be enough to qualify, under the law, and controlling doctrine, as falling within the quantum of substantial evidence. In Cebu alone, many firms failed to comply with these basic principles. The seventh commandment is that management should master the art and science of proper and adequate documentation, from hiring to retiring.

Legal forms should be prepared following the intricate procedures and formalities. The advice of expert lawyers should be sought. Some lawyers may be excellent in criminal and civil laws but are absolutely clueless in the practice of labor laws and labor relations. Any mistake could endanger the viability of the business and the career of CEOs and COOs and some HR executives. Commandment number 8 is the crucial choice of lawyers and consultants and the proper handling of labor cases before the Labor Arbiters and the NLRC, the appellate and the Supreme Court.

The ninth commandment is knowing how to respond to summons, adverse decisions, writs of executions and other legal processes. Out of sheer lack of knowledge or worse, lack of respect for law and fundamental workers’ rights, many monumental mistakes had been committed. The tenth is for management to proactively train their executives, managers and HR staff how to avoid and prevent cases to be filed against the company. A small investment in these forward-looking, developmental and empowering seminars can go a long way in saving the business from the adverse effects of unfavorable court rulings.

Rwanda Tourism University College PROJECT PROPOSAL Project title: EMPLOYEE AND PAYROLL SYSTEM Done by: MAHORO Hisham BITG/0053/10/E Tel: +250788801653 Employee and Payroll System Introduction Employee and Payroll System, this project is made in the Microsoft Visual Basic 6. 0. This project keeps the record of employees working in the company. A user can add, delete or update the record of one or more employees. This project also calculate  the  salary  of  employees  and  store them in a database. Description This is Employee and Payroll System software.

In this software all the records of the employee is stored. Admin has the right to edit and delete the employee information. The employees can view their personal information,  salary details, and their leave details. this software is user friendly. This software can be used for those companies where they have lot of employees. here u will find all types of coding like coding for insert, delete, to view. Even u find queries like selecting the data from more than 2 tables. so u will get lot of help from this project. All about Employee and Payroll System:

The first form in the project is welcome form. After it we write coding of above mention form which is define below:- 1. Coding for add record for Employee. 2. Coding for delete the record from . 3. Coding for editing the record from the data base. 4. Coding for view the record form. 5. Coding for the advance view record form. 6. Coding for the salary information form. 7. Coding for the salary input form. 8. Coding for the delete salary form. 9. Coding for some button such as exit, cancel, ok  next, previous and find  button.

This project keeps the record of employees working in the company. A user can add, delete or update the record of one or more employees. This project also calculates the salary of employees and stores them in a database. So we define the coding of every from, one thing which is I forgot to tell you that we make a Eleven form in this project which is mention below:- * Welcome Form * Login Form * Main Form * Add New Record Form * Delete Record Form * Edit Record Form * View Record Form * Advance View Record * Salary Information Form * Edit Salary Form * Delete Salary Form

Does the company have an ethics policy? Conflicts of Interest Nordstrom values fair and honest dealings with their customers, coworkers, suppliers, competitors and other business partners. Directors are expected to uphold these values by avoiding conflicts of interest. Conflicts of interest also may arise when a Director, or a member of his or her family, receives personal benefits such as gifts as a result of his or her position as a Director with Nordstrom.

Directors should use good judgment at all times to avoid relationships that could create a real or perceived conflict of interest. If a Director believes he or she has an actual or potential conflict of interest with Nordstrom, the Director shall notify the Chair of the Corporate Governance and Nominating Committee as promptly as practicable and shall not participate in any deliberations and decisions by the Board of Directors that in any way relates to the matter that gives rise to the conflict of interest.

Corporate Opportunities Directors owe a duty to Nordstrom to advance its legitimate interests when the opportunity to do so arises. Directors may not take for themselves a business opportunity (or direct a business opportunity to a third party) that is discovered through the use of Nordstrom property, information or position, unless Nordstrom has already been offered the opportunity and determined that it will not pursue that opportunity Confidentiality

Each Director, during his or her term of office, and after leaving the Board, must maintain the confidentiality of information entrusted to him or her by Nordstrom and any other confidential information about Nordstrom that comes to him or her, from whatever source, in his or her capacity as a Director, except when disclosure is authorized or legally mandated or when the information becomes generally available to the public. . How are employee and labor issues addressed? Nordstrom has an open door policy.

Each employee has the responsibility to speak up to create a safer work environment that supports an environment where each can realize their potential, and contributes to the company’s goal of providing excellent customer service. If you have any questions about the Code of Conduct or have a concern about any employee or customer conduct, we want to hear from you. The expectation is that any concerns will be brought up immediately. Also, in the event any employees observe illegal or unethical behavior, they have a responsibility to speak up.

An anonymous or confidential option is also available. Call 1. 888. 832. 8358 or visit ethicspoint. com. Retaliation is Not Permitted Nordstrom will not permit any retaliation against employees who report possible misconduct, raise a concern regarding a violation of this Code, participate in an investigation or otherwise engage in legally protected activity. Anyone who retaliates will be subject to disciplinary action, up to and including termination of employment. http://shop. nordstrom. com/c/nordstrom-cares-environment? origin=topnav

The MBA Toolbox defines influencing as, “changing another person’s attitudes without using force or authority” (p. 1). When force or authority is used the implication is that the influence is unethical. Influence is achieved ethically by engendering trust. For managers and executives influencing behavior should be thought of as an ongoing, two-way, process. Jeanne Lewis of Staples, Inc. was able to ethically influence her organization by adapting her own style and by listening to and learning from her employees at all levels of the organization.

It is impossible to institute effective change within an organization without being well-connected to the organization itself. The Harvard case study about the career of Jeanne Lewis shows that it is possible to change a corporation through interpersonal relationships, dialogue and patience. The Company Despite the ill-fated merger with Office Depot in 1997, Staples Inc. was a company that exhibited a track record of consistent growth by the time Jeanne Lewis was hired into the marketing department. Strong leadership from the top had characterized Staples rise to prominence.

Despite Staples’ track record of success, Jeanne Lewis sensed the need for change within the organization. As she moved through various positions in the company she only became more convinced of this. If Staples was going to meet its’ aggressive goals a more integrative organizational approach was needed. But how could she put her ideas forward? Upon Todd Krasnow’s exit, Lewis would be the new leader. Krasnow was universally respected, and any change from his philosophy could meet with resistance. Promoting Change

Ethical and effective change within an organization is a function of trust. Jeanne Lewis understood this. She also saw influencing change as a process. Gaining influence by dishonest means could have been done in an instant, but Lewis knew this would benefit no one in the long run. Lewis influenced people first by being open and honest, and second by putting herself in the shoes of her employees. When the time for change came, they were ready to go along with her because they trusted her commitment to them and the company.

Jeanne Lewis did not try to propose significant organizational change as soon as she had the idea. She paved the way for change over a number of years. She learned every detail she could about the operation of the company, and became well liked and respected. One co-worker in Suesse’s case study Jeanne Lewis at Staples, Inc. , describes Lewis this way: Jeanne’s charm could be disarming. She worked really hard and her personality motivated you. She tended to manage tightly at first then loosened the reins. She challenged us a lot and invited us to

challenge each other. (p. 4) Jeanne’s personality and open nature engendered trust among those who worked with her. But it was also clear to everyone that she knew the business, and could succeed in any position within it. This feeling was not earned overnight. Lewis had strived to learn the details others might not have. Another co-worker describes her this way: I think she was able to influence people and get respect because she had great insight, and she combined it with a great natural personality. (Suesse, p.

5) Conclusions The MBA toolbox defines influence in practical terms this way: …to influence you have to prove to other people that accepting your proposal helps them to solve their problems or achieve their objectives. (p. 1) This simple definition masks a complex, and very human, process. Influence can be achieved in ethical or unethical, honest or dishonest, ways. The ramifications of unethical influence can extend far beyond what is expected. The recent corporate scandals show the destruction that can take place.

The ethical and financial downfall likely started as the result of one person exerting influence, unethically, over another. The case study of Jeanne Lewis shows the value of trust within an organization. Trust comes from ethical behavior. Gregory Perry in An exploration of Factors Influencing Ethical and Unethical Behavior in Negotiations, highlights this factor: Trust between parties is viewed as an integral- if not central feature of the effective and productive work relationships… Highly ethical behavior can build relationships and reduce

transaction costs between parties. (p. 2) Influencing an organization by ethical means takes more time than doing it unethically. It is a process of gaining trust similar to that in any relationship. Jeanne Lewis influenced her organization ethically by gaining the knowledge to know how her changes would affect others, remaining open to suggestion and gaining trust. Comparing the experience of Jeanne Lewis at Staples to other companies rife with unethical behavior, however, shows that the effort is well worth it for everyone involved.

Sources DuBrin, Andrew. (2003). Leadership- Research Findings, Practice and Skills (4th Ed. ). New York: Houghton Mifflin. MBA Toolbox. (2006). Chapter 2: Influencing Persuading. Retrieved 9/27/2006 from: http://www. mbatoolbox. org/stories/storyReaders$12 Perry, Gregory M. (2005). An Exploration of Factors Influencing Ethical and Unethical Behavior in Negotiations. Journal of Agricultural and Applied Economics; Apr ’05. Suesse, Jennifer. (2000). Jeanne Lewis at Staples, Inc. (A) (Abridged). Boston: Harvard Business School.