By Patricia Leighton
This file successfully explains the sensible impression of legislations, particularly case legislation, from the eu courtroom of Justice and distinguishes how this legislations works in comparison with the typical legislation and united kingdom legislation.It is designed to permit in the event you desire a complete evaluate but in addition if you desire to ‘dip-in’ to a particular subject. This document is designed to be available and is concentrated at employers, HR managers, criminal advisors, scholars of employment legislation, and people who have to have a pragmatic knowing concerning the origins, nature and aspect of employment legislations that originates from the ecu.
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Additional info for European Employment Law (Thorogood Reports)
Impact of EU employment law to date Impact on HR practice A postscript… the EES Question 6 – Why is this of relevance to HRM? Summary points The chapters on substantive areas of law E U E M P L O Y M E N T L AW – A P R A C T I C A L G U I D E Chapter 3 A brief history of the evolution and key features of EU employment law Introduction and overview of the scope and key directives This chapter provides an overview of law and information about the key directives that are to be considered in more detail later in the Report.
There have been similar rulings with regard to women and night work, to carry arms in the police force and to be able to join the marines. The protection of pregnant women or women of child bearing age etc. has been very robust. The protections last for as long as the period of maternity leave provided by legislation. It is incorrect to compare the rights/benefits, etc. of pregnant woman with a man on sick leave. Pregnancy related rights are treated distinctly in EU law. The key decisions that the ECJ has made include: • Disregarding a woman on maternity leave for pay rises, promotion or other benefits is discrimination (Thibault, 1998 C-136/95).
This requires particular care as regards part-timers who are still predominately women. • In the light of research data indicating that women face major obstacles in achieving leadership or senior management positions in organisations (as well as higher pay), all career development practices need review to ensure they are not disadvantaging women. , giving out a message that applying for promotion is not “worthwhile” if you are a woman or that women do not “fit in”? • Decisions should not be made in an insensitive manner concerning requests or behaviour by a woman worker, especially one who has caring responsibilities.