Managing public employment cases in today's volatile, fast changing legal arena is no easy task. Just keeping up with the complex developments in constitutional, labor, civil service, administrative, and common law can be a full-time job. Aspen Publishers' Public Employee Discharge and Discipline is the definitive work on every aspect of public employment law. This invaluable two-volume resource is the only one of its kind to deal with all public employment disciplinary and discharge issues for federal, state and municipal employees. The Third Edition offers thorough analysis and in-depth discussion of such essential topics as: First Amendment and whistleblowing Public sector collective bargaining and arbitration Due process in discipline and discharge Administrative and judicial review Title VII, ADA, FMLA, and other discrimination laws Sexual harassment under 1983, Title IX, and Title VII Drug testing Invasion of privacy Applicability of common law tort and contract principles of wrongful discharge Summaries of federal and state cases Also, with Public Employee Discharge and Discipline, you will also get a BONUS CD-ROM containing over 30 easy-access, customizable forms as well as current surveys of state and federal cases! Public Employee Discharge and Discipline has been updated with the latest developments, including: Latest developments in the movement to limit or abrogate public employment collective bargaining Gross v. FBL Financial Services, a Supreme Court decision requiring an employee to prove that age discrimination was andquot;the soleandquot; and andquot;but forandquot; cause of discharge under the ADEA, 29 U.S.C. and§ 623(a) Adoption of Gross andquot;Sole Motiveandquot; Standard by Seventh Circuit in Fairley v. Andrews and Serwatka v. Rockwell Analysis of Thompson v. N.A. Stainless L.P., a 2011 unanimous Supreme Court decision that retaliation against a fiancandée for an employee's Title VII claim was actionable Discussion of Staub v. Proctor, another 2011 unanimous Supreme Court decision that a supervisor's bias may be andquot;a motivating factorandquot; for, and a proximate cause of, a discriminatory discharge, if it played some role in contributing to it, whether or not a non-biased decisionmaker conducted an independent investigation Evidentiary issues in discrimination litigation, including Sprint/United Management Co. v. Mendelsohn, a Supreme Court holding that andquot;me tooandquot; evidence of age discrimination - comments against other employees by other supervisors - may be admissible if relevant to the culture of the employer and Reid v. Google, Inc., a California Supreme Court decision that non-decisionmaker co-workers' andquot;stray remarksandquot; were relevant to an age discrimination claim Discussion of 14 Penn Plaza LLC v. Pyett, a Supreme Court decision that a CBA providing arbitration as the sole remedy for ADEA claims and noting that Gilmer andquot;fully applies in the collective bargaining contextandquot; City of Ontario v. Quon, wherein the Supreme Court upheld monitoring of employer issued text-messaging devices to determine whether costs to the police department were being unduly inflated by personal calls as a andquot;reasonableandquot; search under the Fourth Amendment In re Golinski, a Ninth Circuit decision that denial of health benefits to married homosexual federal employee under the Health Benefits Act, 5 U.S.C. and§ 8903(1) because of a purported ban under the Defense of Marriage Act, 1 U.S.C. and§ 7, was impermissible under principles of statutory interpretation and other decisions that DOMA violated Equal Protection Continuing a

This detailed and comprehensive book on performance evaluation will provide employers with a resource for developing and implementing a results-based approach to the evaluation of employee work performance. The goal of this book is to fill the gap that exists between what evaluation program designers have been offering in the way of evaluation systems for the last half of this century and what employers, employees and courts need and expect. To briefly describe the system, performance is defined as the objectively measurable result of having performed to standard. Employees are viewed as being highly capable and productive at the beginning of the rating cycle (Theory Y). Accordingly, they are given the best possible rating score attainable in the system - a zero. The zero signifies that they have no uncorrected performance deficiencies. Jobs are analyzed to determine the results that the performer is expected to accomplish. To ensure quality, these results are tracked and measured on a regular basis (e.g., monthly). As long as employees accomplish the expected results, they will maintain their zero evaluation scores (Z-score). Should an employeeÂ’s performance fail to meet standards, problem solving is initiated to determine the source of the problem and, if possible, to help the employee achieve standards. The intervention is documented and an improvement plan is developed. The time and costs associated with the improvement efforts are tracked. As long as employees are capable and willing to correct identified deficiencies, they are given the opportunity to do so without affecting their evaluation scores. Only when employees fail to correct their deficiencies are their evaluation scores affected. The investment costs in development efforts are totaled to form the employee's final evaluation score - the Z score. The lower this score, the better will be the final rating. It will be of primary use to the human resources professional in law enforcement with between 15,500 employees, and it will provide the necessary expertise in research and development that will save these individuals hundreds of hours in self-developing their own system from scratch. The book consists of eight chapters. The appendices contain model forms, instruments, and sample rating measures. Additionally, instructions for developing a template for generating rating scores and reports is included.