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Jetblue's Hiring Practices: Case Study

1537 Words7 Pages

Task A - National Equal Employment Laws
Three EEO laws that impact JetBlue’s hiring practices are as follows:
Equal Pay Act of 1963, Amended in 1972, which states you can’t pay a woman less than a man if they are doing the same work under the same conditions, and are equally qualified. They passed the bill to rectify the inequity in pay due to the belief man should be paid more than women, even if the woman is equally, or more, qualified than the man. Discrimination Laws
Americans with Disabilities Act (ADA) 1990 and Amendments Act of 2008, prohibits discrimination and guarantees that people with disabilities have the same opportunities as everyone else.
Age Discrimination in Employment Act of 1967, Amended in 1978 and 1986, says you can’t discriminate against anyone age 40 or older and you …show more content…

We also set high performance expectations for crewmembers once they join JetBlue.” ("JetBlue Responsibility Report 2013”) Hiring the right people was JetBlue’s ultimate goal. They not only needed job competency but cultural fit. While this behavioral based interviewing is not a perfect method, they did only let go 20 people their first year.
Task D - Performance Appraisal
Halo/Horn, where supervisor attributes one incident or performance of an employee to all aspects of their performance. For example, if someone only has a few absences and is rated highly, that positive attribute might leak over into all the other categories of work. ,
Leniency, giving an undeserved higher rating on the appraisal. This usually happens when there is a desire to avoid controversy, or when there is a pay increase at stake, but it doesn’t help the employee grow.
Strictness, giving an inordinately negative appraisal to an employee. A supervisor may have higher standards than the company and use them in the appraisal, resulting in lower score. (Mondy,

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