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Marvin Green Postal Service Case

666 Words3 Pages

Marvin Green became an employee for the United States Postal Service in 1973. In 2002, he came to be the postmaster at the Englewood, Colorado, mail room. In 2008, a postmaster position became available in Boulder, CO and Green put in an application for the position but did not get the position because of his race. He filed an official Equal Employment Opportunity (EEO) complaint concerning the rejection of his application, and the complaint was resolved. In 2009, Green made an unofficial EEO complaint and purported that his superior and superior’s substitute had been striking back against him for his previous EEO action. During the course of that year, Green was exposed to in-house Postal Service inquiries as well as a threat of felonious …show more content…

Brennan, Green took legal action in federal district court claiming a constructive release that sullied Title VII. The district court approved summary ruling to the Postal Service. The 10th Circuit declared, holding that the “matter alleged to be discriminatory” was only the Postal Service’s prejudiced activities in December 2009, and not Green’s compliance letter of resignation paperwork two months later, so the 45-day limit took place in December 2009, when Green accepted the compensation contract. This suit took a toll on both parties. The Postal Service vied that Green gave notification when he consented with the compensation contract in December, but Green claimed he did not give notification pending his submission of his letter of resignation filing in February (Joseph C. Pettygrove, …show more content…

There was a policy in place in the case of Green v. Brennan. After Green filed the suit, he had a 45-day limited time constraint to file his complaint with his EEO counselor after he resigned. The problem stemmed from whether his claim was timely or not. Recommendation of acknowledgment to policies • Create a resilient EEO guiding principle that is accepted by the CEO and senior managers, train supervisors and personnel on its subjects, make it compulsory, and make business supervisors responsible (Dominguez, 2006). • Make sure verdicts are crystal clear (to the degree practicable) and acknowledged. The causes for work conclusions should be well detailed to all persons. Make sure supervisors keep up records for at minimum the legally-mandatory times (Dominguez, 2006). • Create the prospective of personnel, managers, and senior managers with EEO in mind, by giving teaching and counseling to give employees of all upbringings the chance, expertise, knowledge, and material essential to do well, and to rise to high-level professions (Dominguez, 2006). • Make sure advancement benchmarks are made well-known, and that advancement opportunities are conveyed to all qualified personnel (Dominguez,

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