netrashetty
Netra Shetty
Northwest Airlines, Inc. (often abbreviated NWA), was a major United States[1] airline headquartered in Eagan, Minnesota, near Minneapolis-St. Paul International Airport. Northwest has merged into Delta Air Lines. Northwest had three major hubs in the United States: Detroit Metropolitan Wayne County Airport, Minneapolis-Saint Paul International Airport, and Memphis International Airport. Northwest also operated flights from its Asian hub at Narita International Airport (Tokyo). Transatlantic flights were operated from its European hub at Amsterdam Airport Schiphol in cooperation with its partner airline KLM.
As of 2006, Northwest was the world's sixth largest airline in terms of domestic and international scheduled passenger miles flown and the U.S.'s sixth largest airline in terms of domestic passenger miles flown.[2] In addition to operating one of the largest domestic route networks in the U.S., Northwest carried more passengers across the Pacific Ocean (5.1 million in 2004) than any other U.S. carrier, and carried more domestic air cargo than any other American passenger airline.[3] It was the only U.S. combination carrier (passenger and cargo service) operating dedicated Boeing 747 freighters. The airline, along with its then-parent company, Northwest Airlines Corporation and subsidiaries, operated under Chapter 11 bankruptcy protection which, in the United States, allows continued operation during the reorganization effort, not cessation of flights as in the case in some countries. Northwest emerged from bankruptcy protection on May 31, 2007.
Northwest Airlines' regional flights were operated under the name Northwest Airlink by Mesaba Airlines, Pinnacle Airlines, and Compass Airlines. Northwest Airlines was a minority owner of Midwest Airlines, holding a 40% stake in the company.[4] Its frequent flyer program was called WorldPerks, which was merged into Delta's frequent flyer program, SkyMiles on October 1, 2009, following the merger. Northwest Airlines' tagline was "Now you're flying smart.
Equal Employment and Non-Discrimination
Equal opportunity shall be provided for all employees and applicants for employment on the basis of their demonstrated ability and competence without discrimination on the basis of race, color, religion, sex, sexual orientation, national origin, age, disability and status as Vietnam-era veteran. This policy shall not be interpreted in such a manner as to violate the legal rights of religious organizations or military organizations associated with the Armed Forces of the United States of America. The university will adhere to the federal requirements of the Rehabilitation Act of 1973 with all of its amendments, and the Americans with Disabilities Act, Civil Rights Act of 1964, Executive Order 11246, Equal Pay Act of 1963, Age Discrimination in Employment Act of 1975, Executive Order 11141, Title IX of the Educational Amendments of 1972, Immigration Reform and Control Act, the Vietnam Era Veterans Act of 1974, and other applicable state and federal laws. Inquiries regarding the application of federal regulations to the university may be directed to Human Resource Services or the campus director of affirmative action/equal employment opportunity. (UM administration should contact human resources.)
As an equal opportunity employer, the university promotes and maintains affirmative action programs to ensure that all individuals participate fully in every facet of employment opportunities. (HR 102)
The University of Missouri provides equal employment opportunities with reasonable accommodation, when appropriate, to qualified applicants and employees with disabilities. The university also provides to employees, students and members of the general public who have disabilities equal access with reasonable accommodation, when appropriate, to university services, programs and activities.
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Positive Work and Learning Environment
The University of Missouri is committed to providing a positive work and learning environment where all individuals are treated fairly and with respect, regardless of their status. Intimidation and harassment have no place in a university community. To honor the dignity and inherent worth of every individual student, employee, or applicant for employment or admission is a goal to which every member of the university community should aspire and to which officials of the university should direct attention and resources. (HR 119)
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Drug and Alcohol Abuse in the Workplace
The unlawful manufacture, distribution, dispensation, possession or use of a controlled substance is prohibited on all university-owned or controlled property and at university-sponsored or supervised activities. The university has an obligation to provide a healthy and safe environment for all students, employees and visitors to its campuses.
The university offers the following resources to employees and students: education and information about the dangers of drugs and alcohol abuse in the workplace; programs that address unlawful controlled substance and alcohol use, including personnel actions that may result from such violations; self-referrals, as well as supervisory referrals, to drug and alcohol counseling and rehabilitation programs available through the Employee Assistance Program and/or community agencies.
The Compensation Management System is designed to permit
managers a more active role in administering employee compensation to
support their agencies’ mission and objectives. There is a deliberate shift in
accountability from the Department of Human Resource Management
(DHRM) to agencies’ management. This shift in accountability will require
agencies to account for and justify the fiscal impact of payroll expenditure to
senior managers, explain pay decisions to employees and stay within existing
budgets. Decisions made because of Compensation Reform will have both
long term and recurring financial impact on agencies. Additionally, since
agencies will have available a number of different pay practice options, they
will be required to monitor and validate salary transactions to ensure
compliance with the Commonwealth’s pay practices.
The Compensation Management System relies on a sound infrastructure
to ensure effective program compliance and performance. This infrastructure
includes policies, pay practices, training and communications, business
transactions, information technology support systems, trends analysis, and
program evaluation at the state and agency levels. A process of defining roles
and authority, and conducting program evaluation provides the critical
components needed to support continued improvement of the Compensation
Management System.
Managing employee pay and the systems that support it is critical to
the success and effectiveness of the Compensation Management System.
The administration of compensation transforms the roles of DHRM, state
agencies, and agency managers, to one of partnership requiring a balanced
investment of support from each partner.
As of 2006, Northwest was the world's sixth largest airline in terms of domestic and international scheduled passenger miles flown and the U.S.'s sixth largest airline in terms of domestic passenger miles flown.[2] In addition to operating one of the largest domestic route networks in the U.S., Northwest carried more passengers across the Pacific Ocean (5.1 million in 2004) than any other U.S. carrier, and carried more domestic air cargo than any other American passenger airline.[3] It was the only U.S. combination carrier (passenger and cargo service) operating dedicated Boeing 747 freighters. The airline, along with its then-parent company, Northwest Airlines Corporation and subsidiaries, operated under Chapter 11 bankruptcy protection which, in the United States, allows continued operation during the reorganization effort, not cessation of flights as in the case in some countries. Northwest emerged from bankruptcy protection on May 31, 2007.
Northwest Airlines' regional flights were operated under the name Northwest Airlink by Mesaba Airlines, Pinnacle Airlines, and Compass Airlines. Northwest Airlines was a minority owner of Midwest Airlines, holding a 40% stake in the company.[4] Its frequent flyer program was called WorldPerks, which was merged into Delta's frequent flyer program, SkyMiles on October 1, 2009, following the merger. Northwest Airlines' tagline was "Now you're flying smart.
Equal Employment and Non-Discrimination
Equal opportunity shall be provided for all employees and applicants for employment on the basis of their demonstrated ability and competence without discrimination on the basis of race, color, religion, sex, sexual orientation, national origin, age, disability and status as Vietnam-era veteran. This policy shall not be interpreted in such a manner as to violate the legal rights of religious organizations or military organizations associated with the Armed Forces of the United States of America. The university will adhere to the federal requirements of the Rehabilitation Act of 1973 with all of its amendments, and the Americans with Disabilities Act, Civil Rights Act of 1964, Executive Order 11246, Equal Pay Act of 1963, Age Discrimination in Employment Act of 1975, Executive Order 11141, Title IX of the Educational Amendments of 1972, Immigration Reform and Control Act, the Vietnam Era Veterans Act of 1974, and other applicable state and federal laws. Inquiries regarding the application of federal regulations to the university may be directed to Human Resource Services or the campus director of affirmative action/equal employment opportunity. (UM administration should contact human resources.)
As an equal opportunity employer, the university promotes and maintains affirmative action programs to ensure that all individuals participate fully in every facet of employment opportunities. (HR 102)
The University of Missouri provides equal employment opportunities with reasonable accommodation, when appropriate, to qualified applicants and employees with disabilities. The university also provides to employees, students and members of the general public who have disabilities equal access with reasonable accommodation, when appropriate, to university services, programs and activities.
back to top
Positive Work and Learning Environment
The University of Missouri is committed to providing a positive work and learning environment where all individuals are treated fairly and with respect, regardless of their status. Intimidation and harassment have no place in a university community. To honor the dignity and inherent worth of every individual student, employee, or applicant for employment or admission is a goal to which every member of the university community should aspire and to which officials of the university should direct attention and resources. (HR 119)
back to top
Drug and Alcohol Abuse in the Workplace
The unlawful manufacture, distribution, dispensation, possession or use of a controlled substance is prohibited on all university-owned or controlled property and at university-sponsored or supervised activities. The university has an obligation to provide a healthy and safe environment for all students, employees and visitors to its campuses.
The university offers the following resources to employees and students: education and information about the dangers of drugs and alcohol abuse in the workplace; programs that address unlawful controlled substance and alcohol use, including personnel actions that may result from such violations; self-referrals, as well as supervisory referrals, to drug and alcohol counseling and rehabilitation programs available through the Employee Assistance Program and/or community agencies.
The Compensation Management System is designed to permit
managers a more active role in administering employee compensation to
support their agencies’ mission and objectives. There is a deliberate shift in
accountability from the Department of Human Resource Management
(DHRM) to agencies’ management. This shift in accountability will require
agencies to account for and justify the fiscal impact of payroll expenditure to
senior managers, explain pay decisions to employees and stay within existing
budgets. Decisions made because of Compensation Reform will have both
long term and recurring financial impact on agencies. Additionally, since
agencies will have available a number of different pay practice options, they
will be required to monitor and validate salary transactions to ensure
compliance with the Commonwealth’s pay practices.
The Compensation Management System relies on a sound infrastructure
to ensure effective program compliance and performance. This infrastructure
includes policies, pay practices, training and communications, business
transactions, information technology support systems, trends analysis, and
program evaluation at the state and agency levels. A process of defining roles
and authority, and conducting program evaluation provides the critical
components needed to support continued improvement of the Compensation
Management System.
Managing employee pay and the systems that support it is critical to
the success and effectiveness of the Compensation Management System.
The administration of compensation transforms the roles of DHRM, state
agencies, and agency managers, to one of partnership requiring a balanced
investment of support from each partner.
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