Human resrouce management 12th mathis jacson chapter 005

CHAPTER 5

Managing Equal Employment
and Diversity
Section 2 Staffing the Organization

© 2008 Thomson/South-Western All rights reserved.

PowerPoint Presentation by Charlie Cook
The University of West Alabama


Chapter
Chapter Objectives
Objectives
After you have read this chapter, you should be able to:
■ 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.

© 2008 Thomson/South-

5–2

Chapter
Chapter Objectives
Objectives (cont’d)
(cont’d)
After you have read this chapter, you should be able to:
■ 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.

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5–3


FIGURE 5-1

Equal Employment and Diversity Management

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5–4


Race, National Origin, and Citizenship Issues

Potential HR Issues

Racial/Ethnic
Discrimination
and Harassment

English-Only
Requirements and
Bilingual Employees

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Requirements for
Immigrants and
Foreign-Born
Workers

5–5


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.

© 2008 Thomson/South-

5–6

Sex/Gender Issues
• Pay Inequity
 To guard against pay inequities, employers should:
 Include

benefits and other items of remuneration to
calculate pay.

 Inform
 Base

all employees how pay practices work.

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.

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5–7

FIGURE 5-3

Female Annual Earnings as Percentage of Male Earnings

Source: U.S. Department of Labor, Bureau of Labor Statistics, 2006, www.bls.gov.

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5–8


FIGURE 5-4

Women as Percentage of Total Employees by Selected Industries

Source: U.S. Bureau of Labor Statistics, “Employed Persons by Detailed Industry and Sex,” 2006, www.bls.gov.

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5–9


Sex/Gender Issues

Women in the Workforce Issues

Nepotism

Job Assignments
and Nontraditional
Jobs

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Glass Ceilings,
Walls and
Elevators

5–10


Sex/Gender Issues (cont’d)
Establishing
mentoring
programs

Providing
career rotation

Breaking
the Glass
Increasing top
management and
boardroom
diversity

Allowing for
alternative work

arrangements

Establishing goals
for diversity

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5–11


Sex/Gender Issues (cont’d)
• Individuals with Differing Sexual Orientations
 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
 Fair

of co-workers and managers

evaluation and no discrimination

 Continuing

acceptance

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5–12


Sexual Harassment and
Workplace Relationships
• Consensual Relationships
and Romance at Work
 Workplace romances are

risky because they can
cause conflict or result in
sexual harassment.

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5–13


Types of Sexual Harassment

Quid Pro Quo

Hostile Environment

Linking employment outcomes
to the harassed individual’s
granting of sexual favors.

Allowing intimidating or
offensive working conditions
to unreasonably affect an
individual’s performance or
psychological well-being.

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5–14


FIGURE 5-5

Potential Sexual Harassers

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Employer Responses to Sexual Harassment
Establishing a sexual
harassment policy

Communicating the
policy regularly

Affirmative
defense for
employer

Training employees to
avoid sexual
harassment

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Investigating and
taking actions when
complaints arise

5–16


FIGURE 5-6
Sexual
Harassment
Liability
Determination

Source: Virginia Collins, PhD, SPHR, and Robert L. Mathis, PhD, SPHR, Omaha, Nebraska.

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5–17


Age Issues and EEO
Age Discrimination and
Employment Issues

Discrimination
against
“overqualified”
older employees

Age discrimination in
workforce reductions
(ADEA and OWBPA)

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Attracting, retaining,
and managing older
workers

5–18


HR Managers’
Views of Older
Workers

Consequences
•
•
•
•

Health care usage

Heath care costs
More training/retraining
Employee stress

Older
Workers

Advantages

Disadvantages

•
•
•
•
•

• Are weak on new technology
• Cause expenses to rise
• Are less flexible

Will work different schedules
Serve as mentors
Have invaluable experience
Have a strong work ethic
Are more reliable

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5–19

Individuals with Disabilities in the Workforce
Recruiting and
Selecting Individuals
with Disabilities

Employees Who
Develop Disabilities

Managing
Individuals
with
Disabilities

Individuals with
Mental Disabilities

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Individuals with LifeThreatening Illnesses

5–20


FIGURE 5-7

Common Means of Reasonable Accommodation

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FIGURE 5-8

Religion and Spirituality in Workplaces

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Affirmative Action
• 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.

• Affirmative Action and the U.S. Courts
 Courts have upheld the legality of affirmative action,

but recently have limited it somewhat.
 University of Michigan cases

• Reverse Discrimination
 Occurs when a person is denied an opportunity

because of preferences given to protected-class

individuals who may be less qualified.
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Debate on Affirmative Action
Affirmative Action
Is Still 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.

Affirmative Action Is
No Longer Needed

• Penalizes individuals even though
they have not been guilty of
discrimination.
• Creates preferences that result in
reverse discrimination.

• Employment of protected-class
members will benefit society.

• Results in greater polarization
and separatism.

• Properly used, does not
discriminate against males or
whites.

• Stigmatizes those it is designed to
help.

• Goals indicate progress needed,
not quotas.

© 2008 Thomson/South-

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

5–24


Affirmative Action
• Affirmative Action Plan (AAP)
 A requirement for federal government contractors with more

than 50 employees and over $50,000 in government contracts
annually to formally document the inclusion of women and racial
minorities in the workforce.
 Covered employers must submit plans describing their attempts

to narrow the gaps between the composition of their workforces

and the composition of labor markets where they obtain
employees.
 Focuses on hiring, training, and promoting protected-class

members who are under-represented in an organization in
relation to their availability in the labor markets from which
recruiting occurs.

© 2008 Thomson/South-

5–25