Human resrouce management 12th mathis jacson chapter 005

Chapter ObjectivesChapter Objectives ■ Discuss racial/ethnic discrimination concerns involved with harassment and language issues.. Chapter Objectives cont’dChapter Objectives cont’d ■

Chapter Objectives

Chapter Objectives

■ Discuss racial/ethnic discrimination concerns involved

with harassment and language issues

■ Describe how women are affected by pay, job

assignment, and career issues in organizations

■ Define the two types of sexual harassment and how

employers should respond to sexual harassment

complaints

■ Identify two means that organizations are using to deal

with the aging of their workforces

After you have read this chapter, you should be able to:

Chapter Objectives (cont’d)

Chapter Objectives (cont’d)

■ Discuss how reasonable accommodation is made when

managing individuals with disabilities and differing

religious beliefs

■ Evaluate several arguments supporting and opposing

affirmative action

■ Explain diversity management and discuss why

diversity training is important

After you have read this chapter, you should be able to:

FIGURE 5-1 Equal Employment and Diversity Management

Race, National Origin, and Citizenship Issues

Requirements for Immigrants and Foreign-Born Workers

FIGURE 5-2 Recent Year Charge Statistics from EEOC

Note: Because individuals often file charges claiming multiple types of

discrimination, the total percentages may exceed 100% Total charges = 75,428.

Source: U.S Equal Employment Opportunity Commission, 2006, www.eeoc.gov/stats/charges.html.

Sex/Gender Issues

 To guard against pay inequities, employers should:

Include benefits and other items of remuneration to calculate pay

Inform all employees how pay practices work

Base pay on the value of jobs and performance

Benchmark pay against local and national markets

so that pay structures are competitive

Conduct audits to detect gender-based inequities and ensure that pay is fair internally

FIGURE 5-3 Female Annual Earnings as Percentage of Male Earnings

FIGURE 5-4 Women as Percentage of Total Employees by Selected Industries

Sex/Gender Issues

Women in the Workforce Issues

Nepotism

Job Assignments and Nontraditional

Jobs

Glass Ceilings, Walls and Elevators

Sex/Gender Issues (cont’d)

Establishing mentoring programs

Providing career rotation

Increasing top management and boardroom diversity

Allowing for alternative work arrangements

Establishing goals for diversity Breaking the Glass

Sex/Gender Issues (cont’d)

 Federal courts and the EEOC have ruled that sex

discrimination under Title VII applies to a person’s

gender at birth

 Sexual orientation or sex-change issues that arise at work include:

Reactions of co-workers and managers

Fair evaluation and no discrimination

Continuing acceptance

Sexual Harassment and

Workplace Relationships

and Romance at Work

 Workplace romances are

risky because they can

cause conflict or result in

sexual harassment

Types of Sexual Harassment

Quid Pro Quo

Linking employment outcomes

to the harassed individual’s

granting of sexual favors.

Hostile Environment

Allowing intimidating or offensive working conditions

to unreasonably affect an individual’s performance or psychological well-being.

FIGURE 5-5 Potential Sexual Harassers

Employer Responses to Sexual Harassment

Affirmative defense for employer

Establishing a sexual harassment policy Communicating the policy regularly

Investigating and taking actions when complaints arise

Training employees to

avoid sexual harassment

Age Issues and EEO

Age Discrimination and Employment Issues

Attracting, retaining, and managing older

workers

• Health care usage

• Heath care costs

• More training/retraining

• Employee stress

Disadvantages

• Are weak on new technology

• Cause expenses to rise

• Are less flexible

Advantages

• Will work different schedules

• Serve as mentors

• Have invaluable experience

• Have a strong work ethic

• Are more reliable

Older Workers

HR Managers’

Views of Older

Workers

Individuals with Disabilities in the Workforce

Managing Individuals with Disabilities

Recruiting and Selecting Individuals with Disabilities

Employees Who Develop Disabilities

Individuals with Threatening Illnesses Individuals with

Life-Mental Disabilities

FIGURE 5-7 Common Means of Reasonable Accommodation

FIGURE 5-8 Religion and Spirituality in Workplaces

Affirmative Action

 Employers are urged to hire groups of people based

on their race, age, gender, or national origin to make

up for historical discrimination

 Courts have upheld the legality of affirmative action, but recently have limited it somewhat

University of Michigan cases

 Occurs when a person is denied an opportunity

because of preferences given to protected-class

individuals who may be less qualified

Debate on Affirmative Action

Affirmative Action

Is Still Needed

Affirmative Action Is

No Longer Needed

• To overcome and eliminate the

effects of past injustices.

• To create equality for all persons,

even if temporary injustice to

some individuals may result.

• Employment of protected-class

members will benefit society.

• Properly used, does not

discriminate against males or

• Creates preferences that result in reverse discrimination.

• Results in greater polarization and separatism.

• Stigmatizes those it is designed to help.

• Forces employers to “play by the numbers” as goals become

quotas.

Affirmative Action

• Affirmative Action Plan (AAP)

than 50 employees and over $50,000 in government contracts annually to formally document the inclusion of women and racial minorities in the workforce.

to narrow the gaps between the composition of their workforces and the composition of labor markets where they obtain

employees.

relation to their availability in the labor markets from which

recruiting occurs.

Managing Diversity (cont’d)

Diversity: The Business Case

• Allows new talent and new

ideas from employees of different backgrounds.

• Helps recruiting and retention.

• Allows for an increase in

market share.

• Leads to lower costs because

there may be fewer lawsuits.

FIGURE 5-10 Various Approaches to Diversity and Their Results

Diversity Training

Components of Diversity Training

Legal

awareness

training

Cultural awareness training

Sensitivity training

Diversity Training (cont’d)

Protected Groups

View diversity efforts as

inadequate and nothing

more than “corporate public

relations” that do not meet

expectations.

Non-Protected Groups

Believe that the emphasis

on diversity makes them scapegoats for problems created by increasing

diversity.

Backlash Against Diversity Efforts