CHAPTER 1 · 1 CHAPTER 1 STRATEGIC HUMAN ... In the first part of this chapter, HR branding is discussed. Next, ... Ethics: Discipline dealing with what is good and bad,

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CHAPTER 1

STRATEGIC HUMAN RESOURCE MANAGEMENT: AN OVERVIEW

CHAPTER DESCRIPTION

In the first part of this chapter, HR branding is discussed. Next, human resource management and the human resource management functions are described. Then the dynamic human resource management environment is presented. Next, the changing role of HR and the development of the human resource manager into a strategic partner with upper management are addressed. Measuring HR effectiveness through the use of HR capital metrics is then described and human resource designations are discussed. The evolution of HR and the evolving HR organization aredescribed and a description of the scope of this book is provided. The chapter concludes with a Global Perspective entitled “British versus American Culture: It’s Different”.

KEY TERMS

Branding: Firm’s corporate image or culture.Human resource management (HRM): Utilization of individuals to achieve organizational objectives.Staffing: Process through which an organization ensures that it always has the proper number of employees with the appropriate skills in the right jobs, at the right time, to achieve organizationalobjectives.Human resource development (HRD): Major HRM function consisting not only of training and development but also of individual career planning and development activities, organization development, and performance management and appraisal.External environment: Factors outside an organization’s boundaries that affect a firm’s human resources make-up.Union: Comprised of employees who have joined together for the purpose of dealing with their employer.Shareholders: Owners of a corporation.Cyberwork: Possibility of a never-ending workday.Human resource managers: Individuals who normally act in an advisory (or staff) capacity when working with other (line) managers regarding human resource matters.Outsourcing: Process of hiring an external provider to do the work that was previously done internally.Shared service centers (SSCs): Centers that take routine, transaction-based activities dispersed throughout the organization and consolidate them in one place.Professional employer organization (PEO): Company that leases employees to other businesses.Line managers: Individuals directly involved in accomplishing the primary purpose of the organization.Human capital metrics: Measures of HR performance.Executive: Top-level manager who reports directly to a corporation’s chief executive officer or to the head of a major division.

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Generalist: Person who may be an executive and performs tasks in a variety of HR-related areas.Specialist: Individual who may be a HR executive, a human resource manager, or a nonmanager, and who is typically concerned with only one of the five functional areas of human resource management.

LECTURE OUTLINE

HUMAN RESOURCE MANAGEMENT (HRM) Utilization of individuals to achieve organizational objectives.

HUMAN RESOURCE MANAGEMENT FUNCTIONSFive functional areas are associated with effective human resource management: staffing, human resource development, compensation, safety and health, and employee and labor relations.

STAFFING—Process through which an organization ensures that it always has the proper number of employees with the appropriate skills in the right jobs, at the right time, to achieve organizational objectives.

Job analysis: Systematic process of determining the skills, duties, and knowledge required for performing specific jobs in an organization.

Human resource planning: Systematic process of matching the internal and external supply of people with job openings anticipated in the organization over a specified period of time.

Recruitment: Process of attracting qualified individuals and encouraging them to apply for work with the organization.

Selection: Process through which the organization chooses, from a group of applicants, those individuals best suited both for open positions and the company.

HUMAN RESOURCE DEVELOPMENT—Major HRM function consisting not only of training and development but also of individual career planning and development activities, organization development, and performance management and appraisal.

Training: Activities designed to provide learners with the knowledge and skills needed for their present jobs.

Development: Process that involves learning that goes beyond today’s job; it has a more long-term focus.

Career planning: Ongoing process whereby an individual sets career goals and identifies the means to achieve them.


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Career development: Formal approach used by the organization to ensure that people with the proper qualifications and experiences are available when needed.

Organization development (OD): Planned process of improving an organization by developing its structures, systems, and processes to improve effectiveness and achieving desired goals.

Performance management (PM): Goal-oriented process that is directed toward ensuring that organizational processes are in place to maximize productivity of employees, teams, and ultimately, the organization.

Performance appraisal (PA): Formal system of review and evaluation of individual or team task performance.

COMPENSATION—All rewards that individuals receive as a result of their employment.

Direct Financial Compensation—Pay that a person receives in the form of wages, salaries, bonuses, and commissions.

Indirect Financial Compensation (Benefits): All financial rewards that are not included in direct compensation such as paid vacations, sick leave, holidays, and medical insurance.

Nonfinancial Compensation: Satisfaction that a person receives from the job itself or from the psychological and/or physical environment in which the person works.

SAFETY AND HEALTH—Employees who work in a safe environment and enjoy good health are more likely to be productive and yield long-term benefits to the organization.

Safety: Activities involved in protecting employees from injuries caused by work-related accidents.

Health: Activities involved in securing an employees’ freedom from illness and their general physical and mental well being.

EMPLOYEE AND LABOR RELATIONS— Private-sector union membership has fallen from 39 percent in 1958 to about 7.8 percent in 2005. A business firm is required by law to recognize a union and bargain with it in good faith if the firm’s employees want the union to represent them.

HUMAN RESOURCE RESEARCH—Pervades all HRM functional areas and the researcher’s laboratory is the entire work environment.



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INTERRELATIONSHIPS OF HRM FUNCTIONS—All HRM functional areas are highly interrelated.

DYNAMIC HUMAN RESOURCE MANAGEMENT ENVIRONMENTMany interrelated factors affect the five previously identified HRM functions. Factors outside an organization’s boundaries that affect a firm’s human resources make up the external environment.

LABOR MARKET—Potential employees located within the geographic area from which employees are recruited.

LEGAL CONSIDERATIONS—Federal, state, and local legislation, and the many court decisions interpreting this legislation, in addition to, many presidential executive orders have had a major impact on human resource management.

SOCIETY—Society may also exert pressure on human resource management.

Social responsibility: Implied, enforced, or felt obligation of managers, acting in their official capacity, to serve or protect the interests of groups other than themselves.

Ethics: Discipline dealing with what is good and bad, or right and wrong, or with moral duty and obligation.

UNIONS—Employees who have joined together for the purpose of dealing collectively with their employer. Treated as an environmental factor because they become a third party when dealing with the company.

SHAREHOLDERS—Owners of a corporation. Because shareholders have invested money in a firm, they may at times challenge programs considered by management to be beneficial to the organization.

COMPETITION—Firms may face intense competition in both their product or service and labor markets.

CUSTOMERS— People who actually use a firm’s goods and services. Management has the task of ensuring that its employment practices do not antagonize the members of the market it serves.

TECHNOLOGY—World has never before seen technological changes occur as rapidly as they are today. The development of HR technology has created new roles for HR professionals but also places additional pressures on them to keep abreast of the technology.



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ECONOMY—As a generalization, when the economy is booming, it is often more difficult to recruit qualified workers.

UNANTICIPATED EVENTS—Many of the human resource functions require modification when unanticipated events occur.

HR’S CHANGING ROLE: WHO PERFORMS THE HUMAN RESOURCE MANAGEMENT TASKS?The person or units who perform human resource management tasks has changed dramatically in recent years.

HUMAN RESOURCE MANAGER—Individuals who normally act in an advisory (or staff) capacity when working with other (line) managers regarding human resource matters. Today, many HR departments continue to get smaller because others are now accomplishing certain functions.

HR OUTSOURCING—Process of hiring an external provider to do the work that was previously done internally. The market for human resource outsourcing is growing dramatically.

HR SHARED SERVICE CENTERS—Take routine, transaction-based activities that are dispersed throughout the organization and consolidate them in one place.

PROFESSIONAL EMPLOYER ORGANIZATION (EMPLOYEE LEASING)—Company that leases employees to other businesses. When a decision is made to use a PEO, the company releases its employees who are then hired by the PEO.

LINE MANAGERS—Individuals directly involved in accomplishing the primary purpose of the organization. As the traditional work of HR managers diminishes, line managers are stepping up and performing some duties typically done by human resourceprofessionals.

HR AS A STRATEGIC PARTNERHR professionals must assume a strategic role when it comes to the management of human resources. Tasks that CEOs want from HR include: make workforce strategies integral to company strategies and goals, leverage HR’s role in major change initiatives such as strategic planning, mergers and acquisitions, systems implementation, and reorganizing/downsizing.

HUMAN CAPITAL METRICS: MEASURING HR’S EFFECTIVENESS Measures of HR performance.



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HUMAN RESOURCE DESIGNATIONS

EXECUTIVE—Top-level manager who reports directly to a corporation’s chief executive officer or to the head of a major division.

GENERALIST—Person who may be an executive and performs tasks in a variety of HR-related areas.

SPECIALIST—Individual who may be a HR executive, a human resource manager, or a nonmanager, and who is typically concerned with only one of the five functional areas of human resource management.

EVOLUTION OF HUMAN RESOURCE MANAGEMENTToday, the person or persons who perform HR tasks is certainly different than it was even a decade ago. As more and more companies use alternative means to accomplish HR tasks, the role of the traditional HR manager is diminishing. HR must now enter into the business of strategic HR, focus more on the bottom line of the organization and leave the more administrative tasks to technology or others.

EVOLVING HR ORGANIZATIONSLine managers, HR outsourcing, HR shared service centers, and professional employer organizations are now handling many more of the traditional HR tasks.

ANSWERS TO CHAPTER 1 REVIEW QUESTIONS

1. Define human resource management. What human resource management functions must be performed regardless of the organization’s size?

Human resource management (HRM) is the utilization of a firm’s human resources to achieve organizational objectives.

* Staffing: Process through which an organization ensures that it always has the proper number of employees with the appropriate skills in the right jobs, at the right time, to achieve organizational objectives.

* Human resource development: Major HRM function consisting not only of training and development but also of individual career planning and development activities, organization development, and performance management and appraisal.

* Compensation: Compensation includes all rewards individuals receive as a result of their employment. The reward may be one or a combination of the following:

* Direct Financial Compensation: Pay that a person receives in the form of wages, salaries, commissions and bonuses



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* Indirect Financial Compensation (Benefits): All financial rewards that are not included in direct compensation such as paid vacations, sick leave, holidays, and medical insurance.

* Nonfinancial Compensation: Satisfaction that a person receives from the job itself or from the psychological and/or physical environment in which the person works.

* Safety and health: Safety involves protecting employees from injuries due to work-related accidents. Health refers to the employees’ freedom from illness, and their general physical and mental well-being.

* Employee and labor relations: Even with the projected decline in union membership, a business firm is required by law to recognize a union, and bargain with it in good faith, if the firm’s employees want the union to represent them. Human resource managers in union-free organizations are often knowledgeable about union goals and activities. Union-free firms typically strive to satisfy their employees’ needs in every reasonable manner to make it clear that a union is not necessary for individuals to achieve their personal goals.

2. What are the external environmental factors that affect human resource management? Describe each.

* Labor Market: Potential employees located within the geographic area from which employees are recruited.

* Legal Considerations: Another significant external force affecting human resource management relates to federal, state, and local legislation, and the many court decisions interpreting this legislation. In addition, many presidential executive orders have had a major impact on human resource management.

* Society: Society may also exert pressure on human resource management. If a firm is to remain acceptable to the general public, it must be capable of accomplishing its purpose in line with societal norms.

* Unions: Group of employees who have joined together for the purpose of dealing collectively with their employer.

* Shareholders: Owners of a corporation. Because shareholders have invested money in a firm, they may at times challenge programs considered by management to be beneficial to the organization.

* Competition: For a firm to succeed, grow, and prosper, it must be able to maintain a supply of competent employees. Other organizations are also striving toward that objective.



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* Customers: Because sales are critical to the firm’s survival, management has the task of ensuring that its employment practices do not antagonize members of the market it serves.

* Technology: As technological changes occur, certain skills are no longer required. This necessitates some retraining of the current workforce. The trend toward a service economy also affects the type and amount of technology needed.

* Economy: The economy of the nation—on the whole—and of its various segments is a major environmental factor affecting human resource management. As a generalization, when the economy is booming, it is often more difficult to recruit qualified workers. On the other hand, when a downturn is experienced, more applicants are typically available.

* Unanticipated Events: Occurrences in the external environment that could not beforeseen.

3. This chapter describes HR’s changing role in business. Describe each component that is involved in human resource management.

* Human resource manager: Individuals who normally act in an advisory (or staff) capacity when working with other (line) managers regarding human resource matters.

* HR Outsourcing: Process of hiring an external provider to do the work that was previously done internally.

* HR Shared service centers: Centers that take routine, transaction-based activities dispersed throughout the organization and consolidate them in one place.

* Professional employer organizations (PEO): Company that leases employees to other businesses.

* Line managers: Individuals directly involved in accomplishing the primary purpose of the organization. As the traditional work of HR managers diminishes, line managers are stepping up and performing some duties often done by human resources.

4. How should HR act as a strategic partner?

The HR professional must now integrate the goals of HR to the goals of the organization. Obviously, HR must continue to expand its focus on expanding its strategic and high-levelcorporate participation with an emphasis on value. In doing so, HR must demonstrate that they can produce a return on investment for its programs.



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5. What are human capital metrics?

Measures of HR performance.

6. What are the various designations associated with human resource management?

* Executives: Top-level manager who reports directly to a corporation’s chief executive officer or to the head of a major division.

* Generalists: Person who may be an executive and performs tasks in a variety of HR-related areas.

* Specialist: Individual who may be a HR executive, a human resource manager, or a nonmanager, and who is typically concerned with only one of the five functional areas of human resource management.

DISCUSSION OF TEXT HRM INCIDENTS

HRM Incident 1: HR after a DisasterAfter Hurricane Rita struck Lake Charles, in southwest Louisiana, on September 24, 2005, many businesses wondered if they would ever return to their former selves. Massive destruction was everywhere. Lake Charles, know for its large and beautiful oak and pine trees, now had the job of removing those downed trees from homes, businesses, and lots. You could see for miles through what used to be thick forests. Huge trucks designed for removing massive tree trunks were everywhere. While driving down a street, downed trees could be seen stacked two stories high waiting to be picked up. The town grew rapidly in size as debris and repair crews set about recovery operations. The noise created by chain saws could be heard from daylight until dark. The sounds of hammers were everywhere as homeowners scrambled to get their roofs repaired. Often repair crews would just find an empty lot and set up tents for the night because all motels were full. Traffic was unbelievably slow and it appeared as if everyone was attempting to get on the road at the same time. Just driving from Point A to Point B could often be quite an adventure. As might be expected in conditions such as these, accidents were numerous. Often police did not have the resources to ticket every fender bender so unless there were injuries, insurance cards were exchanged and the police went on to the next accident.

Months after Hurricane Rita struck, large and small businesses were still frantically trying to find workers so they could start up again. It appeared that every business in the town had a “Help Wanted” sign out front. Individuals who wanted a job could get one and could command a premium salary. Wal-Mart, known for remaining open 24 hours a day, could only stay open on an abbreviated schedule. It even bussed in employees from Lafayette, Louisiana, 70 miles away,each morning and returned them at night because there were not enough workers available in the local area. Restaurants that normally remained open late into the evening closed at 6:00 p.m., if they opened at all. Compensation scales that were in use prior to the hurricanes had to be thrown out and new plans implemented. Minimum-wage jobs were nonexistent. Employees who earned minimum wage before the storm could now command $10 per hour just for being a flagger (a person who directs traffic). Fast-food restaurants that normally paid $6 per hour now paid $9 or



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$10. Burger King was even offering a $1,500 bonus for entry-level workers. Upscale restaurants that normally paid minimum wage plus tips now paid premium rate plus tips. Restaurants that remained open often had a much younger staff and it was evident that the managers and assistant managers were working overtime to train these new workers. Restaurant patrons had to learn patience because there would be mistakes by these eager, but largely untrained workers. QUESTIONS1. How were the human resource functions affected by Hurricane Rita?

Virtually every area of HR was affected when Hurricane Rita struck. Businesses were desperately trying to staff their business. Compensation systems had to be significantly altered. There were many untrained workers so the training function continued. Safety issues were everywhere and just getting from point A to Point B was often a challenge.

2, Do you believe that the HR situation described regarding Hurricane Rita would be typical in a disaster? Explain.

Certainly there can be some degree of planning for a disaster. But it is likely that all events cannot be anticipated. At times, managers just have to react to occurrences and hope that the proper decision is being made.

HRM Incident 2: DownsizingAs the largest employer in Ouachita County, Arkansas, International Forest Products Company (IFP) is an important part of the local economy. Ouachita County is a mostly rural area in south central Arkansas. It employs almost 10 percent of the local workforce, and few alternative job opportunities are available in the area.

Scott Wheeler, the human resource director at IFP, tells of a difficult decision he once had to make. According to Scott, everything was going along pretty well despite the economic recession, but he knew that sooner or later the company would be affected. “I got the word at a private meeting with the president, Janet Deason, that we would have to cut the workforce by 30 percent on a crash basis. I was to get back to her within a week with a suggested plan. I knew that my plan would not be the final one, since the move was so major, but I knew that Ms. Deason was depending on me to provide at least a workable approach.

“First, I thought about how the union would react. Certainly, workers would have to be let go in order of seniority. The union would try to protect as many jobs as possible. I also knew that all of management’s actions during this period would be intensely scrutinized. We had to make sure that we had our act together.

“Then there was the impact on the surrounding community to consider. The economy of Ouachita County had not been in good shape recently. Aside from the influence on the individual workers who were laid off, I knew that our cutbacks would further depress the area’s economy. I knew that there would be a number of government officials and civic leaders who would want to know how we were trying to minimize the harm done to the public in the area.

“We really had no choice but to make the cuts, I believed. First of all, I had no choice because Ms. Deason said we were going to do it. Also, I had recently read a news account that one of our competitors, Johns Manville Corporation in West Monroe, Louisiana, had laid off several hundred workers in a cost-cutting move. To keep our sales from being further depressed,



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we had to ensure that our costs were just as low as those of our competitors. The wood products market is very competitive and a cost advantage of even 2 or 3 percent would allow competitors to take many of our customers.

“Finally, a major reason for the cutbacks was to protect the interests of our shareholders. A few years ago a shareholder group disrupted our annual meeting to insist that IFP make certain antipollution changes. In general, though, the shareholders seem to be more concerned with the return on their investments than with social responsibility. At our meeting, the president reminded me that, just like every other manager in the company, I should place the shareholders’ interests above all else. I really was quite overwhelmed as I began to work up a personnel plan that would balance all of these conflicting interests.”QUESTIONS1. List the elements in the company’s environment that will affect Scott’s suggested plan.

How legitimate is the interest of each of these?

All of the elements are legitimate, of course. The local government has a right to consideration, not only because it represents the public, but because it can affect the company’s future. The union must represent the employees but also has a right to try to sustain itself as an institution. The surrounding community is already in difficult straits and will be hurt by layoffs. Competitors have no legitimate claim for consideration, except to the extent that their price-cutting activities tend to force cost-cutting moves at International Forest Products. The shareholders’ interests have traditionally been considered to be the primary concern of management.

2. Is it true that Scott should be concerned first and foremost with protecting the interests of the shareholders? Discuss.

Scott has been told that this should be his foremost concern, and he probably has no real choice but to comply. Still, the trend in management is to recognize a variety of interests as legitimate, so Scott is certainly justified in attempting to balance the conflicting interests rather than considering only the shareholders.



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DAILY QUIZ FOR CHAPTER 1

1. What are individuals called who normally act in an advisory or staff capacity when working with other managers regarding human resource matters?A. line managersB. operant employersC. senior managersD. human resource managers

2. What is the systematic process of matching the internal and external supply of people with job openings anticipated in the organization over a specified period of time called?A. human resource planningB. recruitmentC. selectionD. human resource scrutiny

3. What is the process through which the organization chooses, from a group of applicants, those individuals best suited both for the open position and for the company called?A. human resource developmentB. selectionC. recruitmentD. human resource planning

4. What is the process of taking routine, transaction-based activities that are dispersed throughout the organization and consolidating them in one place called?A. outsourcing centersB. shared service centersC. consolidation centersD. human resource centers

5. How is compensation, as described in your text, defined?A. the total of all rewards provided employees in return for their servicesB. the wages individuals receive each pay periodC. wage schedules and wage rates listed in the union contractD. the internal alignment of intrinsic rewards

6. Union representation is estimated to be what percent of the private workforce?A. 25 percentB. 33 percentC. 7.8 percentD. 10 percent



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7. The planned process of improving an organization by developing its structures, systems, and processes to improve effectiveness and achieving desired goals is calledA. T&D.B. organization development.C. training.D. performance appraisal.

8. What type work does a human resource generalist performs?A. highly specialized in natureB. wide variety of human resource-related activitiesC. one of the five functional areas of human resource managementD. very repetitive

9. What is the discipline dealing with what is good and bad, or right and wrong or with moral duty and obligation called?A. social responsibilityB. legal responsibilityC. ethicsD. social contract

10. What is the utilization of the firm’s human resources to achieve organizational objectives called?A. human resource managementB. human resource managerC. organizingD. planning

ANSWERS TO CHAPTER 1 DAILY QUIZ

1. D2. A3. B4. B5. A6. C7. B8. B9. C10. A



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CHAPTER 2BUSINESS ETHICS AND CORPORATE SOCIAL RESPONSIBILITY

CHAPTER DESCRIPTION

This chapter begins by examining how an ethical culture was developed at Tyco International. This is followed by a discussion of ethics and the presentation of a model of ethics. Next, attempts that have been made to legislate ethics are presented. Then, the importance of a code of ethics and human resource ethics are discussed. The professionalization of human resource management is described followed by a discussion of the concept of corporate social responsibility and what is meant by stakeholder analysis and the social contact. Next we examine how a corporate social responsibility program is implemented and the chapter concludes with a Global Perspective feature entitled “When in Rome, Do as the Romans Does Not Work Today.”

KEY TERMS

Ethics: Discipline dealing with what is good and bad, or right and wrong, or with moral duty and obligation.Type I ethics: Strength of the relationship between what an individual or an organization believes to be moral and correct and what available sources of guidance suggest is morally correct.Type II ethics: Strength of the relationship between what one believes and how one behaves.Human resource ethics: Application of ethical principles to human resource relationships and activities.Profession: Vocation characterized by the existence of a common body of knowledge and a procedure for certifying members.Corporate social responsibility (CSR): Implied, enforced, or felt obligation of managers, acting in their official capacity, to serve or protect the interests of groups other than themselves. Organizational stakeholder: Individual or group whose interests are affected by organizational activities.Social contract: Set of written and unwritten rules and assumptions about acceptable interrelationships among the various elements of society.Social audit: Systematic assessment of a company’s activities in terms of its social impact.

LECTURE OUTLINE

ETHICSDiscipline dealing with what is good and bad, or right and wrong, or with moral duty and obligation.

A MODEL OF ETHICS

SOURCES OF ETHICAL GUIDANCE—One might use a number of sources to determine what is right or wrong, good or bad, moral or immoral.



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TYPE I ETHICS—Strength of the relationship between what an individual or an organization believes to be moral and correct and what available sources of guidance suggest is morally correct.

TYPE II ETHICS—Strength of the relationship between what one believes and how one behaves.

LEGISLATING ETHICS

PROCUREMENT INTEGRITY ACT—Prohibits the release of source selection and contractor bid or proposal information. Passed after reports of military contracts for $500 toilet seats.

FEDERAL SENTENCING GUIDELINES FOR ORGANIZATIONS—Outlined an effective ethics program.

CORPORATE AND AUDITING ACCOUNTABILITY, RESPONSIBILITY AND TRANSPARENCY ACT—Known as the Sarbanes Oxley Act, the primary focus of the Act is to redress accounting and financial reporting abuses in light of recent corporate scandals.

A CODE OF ETHICSMost companies have codes of ethics.

HUMAN RESOURCE ETHICSApplication of ethical principles to human resource relationships and activities.

PROFESSIONALIZATION OF HUMAN RESOURCE MANAGEMENTProfession is a vocation characterized by the existence of a common body of knowledge and a procedure for certifying members.

SOCIETY FOR HUMAN RESOURCE MANAGEMENT—Largest national professional organization for individuals involved in all areas of human resource management.

HUMAN RESOURCE CERTIFICATION INSTITUTE (HRCI)—Goal is to recognize human resource professionals through a certification program.

AMERICAN SOCIETY FOR TRAINING AND DEVELOPMENT (ASTD)—Grown to become the largest specialized professional organization in human resources.

WORLDATWORK—Managerial and human resource professionals who are responsible for the establishment, execution, administration, or application of compensation practices and policies in their organizations.



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CORPORATE SOCIAL RESPONSIBILITYImplied, enforced, or felt obligation of managers, acting in their official capacity, to serve or protect the interests of groups other than themselves.

STAKEHOLDER ANALYSIS AND THE SOCIAL CONTRACTMost organizations have a large number of stakeholders.

ORGANIZATIONAL STAKEHOLDER—Individual or group whose interests are affected by organizational activities.

SOCIAL CONTRACT—Set of written and unwritten rules and assumptions about acceptable interrelationships among the various elements of society.

OBLIGATIONS TO INDIVIDUALS—Organizations have certain obligations to their employees.

OBLIGATIONS TO OTHER ORGANIZATIONS—Managers must be concerned with relationships involving other organizations--both organizations that are like their own, such as competitors, and very different ones.

OBLIGATIONS TO GOVERNMENT—Government is an important party to the social contract for every kind of organization.

OBLIGATIONS TO SOCIETY IN GENERAL—Businesses operate by public consent with the basic purpose of satisfying the needs of society.

IMPLEMENTING A CORPORATE SOCIAL RESPONSIBILITY PROGRAMSocial audit is a systematic assessment of a company’s activities in terms of its social impact.

A PERSON SHOULD BE ASSIGNED THE RESPONSIBILITY FOR THE PROGRAM AND A STRUCTURE SHOULD BE DEVELOPED

A REVIEW OF WHAT THE COMPANY IS PRESENTLY DOING WITH REGARD TO CSR SHOULD BE DETERMINED

SHAREHOLDERS’ EXPECTATIONS AND PERSPECTIVES ARE DETERMINED

A POLICY STATEMENT IS WRITTEN COVERING CSR AREAS SUCH ENVIRONMENTAL, SOCIAL AND COMMUNITY ISSUES

A SET OF CORPORATE OBJECTIVES AND AN ACTION PLAN TO IMPLEMENT THE POLICIES SHOULD BE DEVELOPED



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COMPANY-WIDE QUANTITATIVE AND QUALITATIVE TARGETS AND KEY PERFORMANCE INDICATORS OVER A TWO- TO FIVE-YEAR PERIOD, TOGETHER WITH THE NECESSARY MEASUREMENT, MONITORING AND AUDITING MECHANISMS SHOULD BE CREATED

COMMUNICATE TO STAKEHOLDERS AND FUND MANAGERS THE DIRECTION OF CSR FOR THE COMPANY

THE PROGRESS OF THE CSR PROGRAM SHOULD BE DETERMINED

THE PROGRESS OF THE CSR PROGRAM SHOULD BE REPORTED

Ethical Dilemma: A Selection Quandary

You are being transferred to a new assignment with the company, and your boss has asked you to nominate one of your subordinates as a replacement. The possible candidates are Randy Carlton, who is obviously more qualified, and James Mitchell, who, though not as experienced, is much better liked by the workers. If Randy is given the promotion, you are not certain the workers will accept him as their leader. James, on the other hand, is a hard worker and is well liked and respected by the others, including Randy. As you labor over the decision, you think about how unfair it would be to Randy if the feelings of the other workers kept him from getting a deserved promotion. At the same time, you feel that your primary responsibility should be to maintain the productivity of the work unit. If your former division fell apart after your departure, it would hurt your reputation, not to mention the company. What would you do?

____________

Ethical Choice: Recommend Randy, the most qualified employee.

Factors Influencing Another Decision: The department might fall apart if Randy is given the promotion. Other workers might not work for Randy and the workers would more readily accept James. Your reputation may be hurt if the department productivity decline. Besides, Randy can work with James.


1. Describe the model of ethics presented in your text. Distinguish between Type I and Type II ethics.

Ethics is the discipline dealing with what is good and bad, or right and wrong, or with moral duty and obligation. Ethics consists mainly of two relationships. The first element in the model is sources of ethical guidance. The strength of the relationship between what an individual or an organization believes to be moral and correct and what available sources of guidance suggest is morally correct is Type I ethics. Type II ethics is the strength of the relationship between what one believes and how one behaves. Generally, a person is not considered ethical unless the person



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possesses both types of ethics.

2. What laws have been passed in an attempt to legislate social responsibility?

There have been three attempts at legislating social responsibility and business ethics since the late 1980’s. The first, the Procurement Integrity Act of 1988 was passed after reports of military contracts for such things as $500 toilet seats. It prohibits the release of source selection and contractor bid or proposal information. The second attempt occurred with the passage of the 1992Federal Sentencing Guidelines for Organizations (FSGO) that outlined an effective ethics program. The third attempt at legislating social responsibility and business ethics was the Corporate and Auditing Accountability, Responsibility and Transparency Act (CAART) that focused on the accounting and financial reporting abuses in light of recent corporate scandals.

3. What are human resource ethics?

Application of ethical principles to human resource relationships and activities.

4. Why is it important to have a code of ethics?

A code of ethics establishes the rules by which the organization lives.

5. What are the areas where HR professionals can have a major impact on ethics?

These areas are corporate governance and executive compensation.

6. Define profession. Do you believe that the field of human resource management is a profession? Explain your answer.

Profession is a vocation characterized by the existence of a common body of knowledge and a procedure for certifying members. Performance standards are established by members of the profession rather than by outsiders; that is, the profession is self-regulated. Most professions also have effective representative organizations that permit members to exchange ideas of mutual concern. These characteristics apply to the field of human resources, and several well-known organizations serve the profession.

7. What is corporate social responsibility?

Corporate social responsibility (CSR): The implied, enforced, or felt obligation of managers, acting in their official capacity, to serve or protect the interests of groups other than themselves. It is how a company as a whole behaves towards society.

8. What is meant by the terms stakeholder analysis and social contract?

Protecting the diversity of stakeholder interests requires answering such questions regarding how you will treat the various stakeholders. Answering such questions is termed stakeholder analysis.



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One approach to stakeholder analysis involves consideration of the social contract. The social contract is the set of written and unwritten rules and assumptions about acceptable interrelationships among the various elements of society.

9. What are the steps that are involved in implementing a corporate social responsibility program?

First, a person should be assigned the responsibility for the program and a structure should be developed. Second, a review of what the company is presently doing with regard to CSR should be determined. Third, shareholders’ expectations and perspectives are determined. Fourth, a policy statement is written covering CSR areas such environmental, social and community issues. Fifth, a set of corporate objectives and an action plan to implement the policies should be developed. Sixth, company-wide quantitative and qualitative targets and key performance indicators should be created. Seventh, communicate to stakeholders and fund managers the direction of CSR for the company. Eighth, the progress of the CSR program should be determined. Finally, the progress of the CSR program should be reported.

DISCUSSION OF TEXT HRM INCIDENTS

HRM Incident 1: An Ethical FlawAmber Davis had recently graduated from college with a degree in general business. Amber was quite bright, although her grades did not reflect this. She had thoroughly enjoyed school, dating, playing tennis, swimming, but found few stimulating academic endeavors. When she graduated, she had not found a job. Her dad was extremely upset when he discovered this, and he took it upon himself to see that Amber became employed.

Amber’s father, Allen Davis, was executive vice president of a medium-sized manufacturing firm. One of the people he contacted in seeking employment for Amber was Bill Garbo, the president of another firm in the area. Mr. Davis purchased many of his firm’s supplies from Garbo’s company. After telling Bill his problem, Allen was told to send Amber to Bill’s office for an interview. Amber went, as instructed by her father, and before she left Bill’s firm, she was surprised to learn that she had a job in the accounting department. Amber may have been lazy, but she certainly was not stupid. She realized that Bill had hired her because he hoped that his action would lead to future business from her father’s company. Although Amber’s work was not challenging, it paid better than the other jobs in the accounting department.

It did not take long for the employees in the department to discover the reason she had been hired; Amber told them. When a difficult job was assigned to Amber, she normally got one of the other employees to do it, implying that Mr. Garbo would be pleased with that person if he or she helped her out. She developed a pattern of coming in late, taking long lunch breaks, and leaving early. When the department manager attempted to reprimand her for these unorthodox activities, Amber would bring up the close relationship that her father had with the president of the firm. The department manager was at the end of his rope.QUESTIONS1. From an ethical standpoint, how would you evaluate the merits of Mr. Garbo’s

employing Amber? Discuss.



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Mr. Garbo should not have been pressured by Mr. Davis to hire his daughter, Amber. The employment of a “friend’s” son or daughter may or may not be a good business practice. If Amber had been competent, mature, ambitious, energetic, and possessed an attitude desiring to learn the business, then Mr. Garbo would have made a good decision. However, Amber did not possess these characteristics, and so Mr. Garbo’s decision was based solely on his business relationship with Mr. Davis. Obviously, employment decisions should be based on business or professional judgment and not on personal relationships. Finally, it was unethical of Mr. Davis to have pressured Mr. Garbo to hire Amber.

2. Now that she is employed, how would you suggest that the situation be resolved?

Amber should be encouraged to become a productive member of the accounting department, or she should be replaced. It should be made clear to her that her father’s connections with Mr. Garbo may have got her in the door, but will not keep her inside unless she becomes an effective and efficient performer.

3. Do you feel that a firm should have policies regarding such practices? Discuss.

Few firms have enforceable policies preventing the hiring of a friend’s relatives. The Equal Employment Opportunity laws require that jobs be open to all qualified applicants. Thus, it is more difficult to hire favorites or friends, but the practice has not been eliminated, just reduced.

HRM Incident 2: “You Can’t Fire Me”Norman Blankenship came in the side door of the office at Consolidation Coal Company’s Rowland mine, near Clear Creek, West Virginia. He told the mine dispatcher not to tell anyone he was there. Norman was general superintendent of the Rowland operation. He had been with Consolidation for 23 years, having started out as a mining machine operator.

Norman had heard that one of his section bosses, Tom Serinsky, had been sleeping on the job. Tom had been hired two months earlier and assigned to the Rowland mine by the regional personnel office. He had gone to work as section boss, working the midnight to 8:00 a.m. shift. Because of his age and experience, Serinsky was the senior person in the mine on his shift.

Norman took one of the battery-operated jeeps used to transport personnel and supplies in and out of the mine and preceded to the area where Tom was assigned. Upon arriving, he saw Tom lying on an emergency stretcher. Norman stopped his jeep a few yards away from where Tom was sleeping and approached him. “Hey, you asleep?” Norman asked. Tom awakened with a start and said, “No, I wasn’t sleeping.”

Norman waited for Tom to collect his senses and then said, “I could tell that you weresleeping. But that’s beside the point. You weren’t at your workstation. You know that I have no choice but to fire you.” After Tom had left, Norman called his mine foreman and asked him to come in and complete the remainder of Tom’s shift.

The next morning, Norman had the mine HR manager officially terminate Tom. As part of the standard procedure, the mine HR manager notified the regional HR manager that Tom had been fired and gave the reasons for firing him. The regional HR manager asked the mine HR manager to get Norman on the line. The regional HR manager said, “Norm, you know Tom is Eustus Frederick’s brother-in-law, don’t you?” Frederick was a regional vice president. “No, I didn’t know



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that,” replied Norman, “but it doesn’t matter. The rules are clear. I wouldn’t care if he was Frederick’s son.”

The next day, the regional human resource manager showed up at the mine just as Norman was getting ready to make a routine tour of the mine. “I guess you know what I’m here for,” said the HR manager. “Yeah, you’re here to take away my authority,” replied Norman. “No, I’m just here to investigate,” said the regional HR manager.

By the time Norman returned to the mine office after his tour, the regional HR manager had finished his interviews. He told Norman, “I think we’re going to have to put Tom back to work. If we decide to do that, can you let him work for you?” “No, absolutely not,” said Norman. “In fact, if he works here, I go.” A week later, Norman learned that Tom had gone to work as section boss at another Consolidation coal mine in the region.QUESTIONS1. What would you do now if you were Norman?

Clearly, it was wrong for Tom to receive special consideration. Still, there is probably nothing Norman can do about it at this point. He should not let the inappropriate actions of others affect his own ethics, however, Norman should attempt to forget about the incident and continue doing the best job that he can as long as he chooses to work for this firm.

2. Do you believe the regional human resource manager handled the matter in an ethical manner? Explain.

Certainly the regional human resource manager was not ethical. There is no indication that he even went to the trouble of confronting Mr. Frederick before taking action to protect his brother-in-law, Tom. Just a minimal concern for integrity would have caused him to do that. It is possible that Mr. Frederick would have disclaimed any desire to have Tom given preferential treatment. This is just one example of a situation in which being ethical might have costs. In fact, no ethical question is involved unless there are costs associated with it. Whether Mr. Frederick wanted him to or not, the regional human resource manager should have stayed out of this situation.



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DAILY QUIZ FOR CHAPTER 2

1. The implied, enforced, or felt obligation of managers, acting in their official capacities, to serve or protect the interests of groups other than themselves is calledA. ethics.B. morality.C. social responsibility.D. Type II ethics.

2. What is an individual or group whose interests are affected by organizational activities called? A. stockholdersB. organizational stakeholderC. corporate ownersD. corporate shareholder

3. What is the set of written and unwritten rules and assumptions about acceptable interrelationships among the various elements of society called? A. social obligationB. social contractC. customD. social responsibility

4. The discipline dealing with what is good and bad, or right and wrong or with moral duty and obligation is calledA. morals.B. social responsibility.C. ethical norms.D. ethics.

5. What is the strength of the relationship between what an individual or an organization believes to be moral and correct and what available sources of guidance suggest is morally correct called? A. Type I ethicsB. Type II ethicsC. Type III ethicsD. Type IV ethics

6. What is the application of ethical principles to human resource relationships and activities called?A. moralsB. social ethicsC. business ethicsD. human resource ethics



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7. What should an ideal social audit include?A. simple inventory of activitiesB. determination of true benefits to society of any socially-oriented business activityC. compilation of socially relevant expendituresD. specific program management

8. Much of the social contract embedded inA. morals.B. ethics.C. customs.D. government.

9. The social contract concerns relationships with individuals, government, other organizations, and __________ in general. A. economicsB. profitsC. ethicsD. society

10. The responsibility of the business firm has traditionally been to produce and distribute goods and services in return for a/anA. obligation.B. profit.C. contribution.D. economic function.

ANSWERS TO CHAPTER 2 DAILY QUIZ

1. C2. B3. B4. D5. A6. D7. B8. C9. D10. B



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CHAPTER 3

WORKFORCE DIVERSITY, EQUAL EMPLOYMENT OPPORTUNITY, AND AFFIRMATIVE ACTION

CHAPTER DESCRIPTION

In this chapter, we first describe sequencing moms, new mothers who leave the labor force only to return later. Then the projected future diverse workforce is explained, followed by a discussion of diversity and diversity management and the various components of the present diverse workforce. The development of this diverse workforce did not just happen; laws, executive orders, and Supreme Court decisions have had a major impact in formulating this new work environment. Therefore, the second part of this chapter provides an overview of the major EEO legislation that impacted human resource management and helped to create this diverse workforce. Toward this end, significant equal employment opportunity laws affecting human resource management are discussed; significant Supreme Court decisions are presented, and the Equal Employment Opportunity Commission is described. The Uniform Guidelines on Employee Selection Procedures are then explained and the issues of disparate treatment and adverse impact are addressed. Additional guidelines on employee selection procedures are also explained, and we discuss the importance of presidential Executive Orders 11246 and 11375 and affirmative action programs. This chapter concludes with a Global Perspective feature entitled “Not the Glass Ceiling, the Bamboo Ceiling.”

KEY TERMS

Sequencing moms: New mothers who leave the labor force only to return later.Diversity: Any perceived difference among people: age, race, religion, functional specialty, profession, sexual orientation, geographic origin, lifestyle, tenure with the organization or position, and any other perceived difference.Diversity management: Ensuring factors are in place to provide for and encourage the continueddevelopment of a diverse workforce by melding these actual and perceived differences among workers to achieve maximum productivity.Dual-career family: Situation in which both husband and wife have jobs and family responsibilities.Glass ceiling: Invisible barrier in organizations that prevents many women and minorities from achieving top-level management positions.Disparate treatment: Employer treats some people less favorably than others because of race, religion, sex, national origin, or age.Adverse impact: Concept established by the Uniform Guidelines; it occurs if women and minorities are not hired at the rate of at least 80 percent of the best-achieving group.Executive order (EO): Directive issued by the president that has the force and effect of law enacted by Congress as it applies to federal agencies and federal contractors.Affirmative action: Stipulated by Executive Order 11246, it requires employers to take positive steps to ensure employment of applicants and treatment of employees during employment without regard to race, creed, color, or national origin.



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Affirmative action program (AAP): Approach developed by organizations with government contracts to demonstrate that workers are employed in proportion to their representation in the firm’s relevant labor market.

LECTURE OUTLINE

PROJECTED FUTURE DIVERSE WORKFORCEThe U.S. labor force in 2005 was 147 million. By 2010, the civilian labor force is projected to increase to 158 million. Even though the labor force in the United States is expanding, evidently it is not doing so at a fast enough pace. The U.S. Department of Labor projects that by 2013, available jobs will outnumber workers by 6.7 million and by 2030, available jobs will outnumber workers by 30 million.

DIVERSITY AND DIVERSITY MANAGEMENT

DIVERSITY—Any perceived difference among people: age, race, religion, functional specialty, profession, sexual orientation, geographic origin, lifestyle, tenure with the organization or position, and any other perceived difference.

DIVERSITY MANAGEMENT—Ensuring factors are in place to provide for and encourage the continued development of a diverse workforce by melding these actual and perceived differences among workers to achieve maximum productivity.

SINGLE PARENTS AND WORKING MOTHERS—Number of nontraditional, single-parent households in the United States is growing.

WOMEN IN BUSINESS—Base of building a diverse workforce rests on an employer’s ability to attract and retain females.

DUAL-CAREER FAMILIES—Situation in which both husband and wife have jobs and family responsibilities.

WORKERS OF COLOR—Workers of color often experience stereotypes about their group (Hispanics, African Americans, Asians, etc.).

OLDER WORKERS—Population of the United States is growing older and will have a tremendous impact on workplace issues, because of increasing life longevity and delaying of retirement

PERSONS WITH DISABILITIES—A handicap, or disability, limits the amount or kind of work a person can do or makes achievement unusually difficult.

IMMIGRANTS—Large numbers of immigrants have settled in many parts of the United States.



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YOUNG PERSONS WITH LIMITED EDUCATION OR SKILLS—Each year thousands of young, unskilled workers are hired, especially during peak periods, such as holiday buying seasons.

EDUCATIONAL LEVEL OF EMPLOYEES—United States is becoming a bipolar country with regard to education, with a growing number of very educated people on one side and an alarming increase in the illiteracy rate on the other.

EQUAL EMPLOYMENT OPPORTUNITY: AN OVERVIEWThe concept of equal employment opportunity has undergone much modification and fine-tuning since the passage of the Equal Pay Act of 1963, the Civil Rights Act of 1964, and the Age Discrimination in Employment Act of 1967.

LAWS AFFECTING EQUAL EMPLOYMENT OPPORTUNITYNumerous national laws have been passed that have had an impact on equal employment opportunity.

CIVIL RIGHTS ACT OF 1866—Oldest federal legislation affecting staffing.

EQUAL PAY ACT OF 1963—Prohibits an employer from paying an employee of one gender less money than an employee of the opposite gender, if both employees do work that is substantially the same.

TITLE VII OF THE CIVIL RIGHTS ACT OF 1964—AMENDED 1972—Prohibits discrimination based on race, color, sex, religion, or national origin.

AGE DISCRIMINATION IN EMPLOYMENT ACT OF 1967—AMENDED IN 1978 AND 1986—Prohibits discrimination against anyone who is age forty and older.

AGE CAN ACTUALLY BE A BONA FIDE OCCUPATIONAL QUALIFICATION—Age can actually be a bona fide occupational qualification where it is reasonably necessary to the essence of the business, and the employer has a rational or factual basis for believing that all, or substantially all, people within the age class would not be able to perform satisfactorily.

REHABILITATION ACT OF 1973—Prohibits discrimination against disabled workers who are employed by certain government contractors and subcontractors and organizations that receive federal grants in excess of $2,500.

PREGNANCY DISCRIMINATION ACT OF 1978—Passed as an amendment to Title VII of the Civil Rights Act, the Pregnancy Discrimination Act prohibits discrimination in employment based on pregnancy, childbirth, or related medical conditions.

IMMIGRATION REFORM AND CONTROL ACT OF 1986—Granted amnesty to approximately 1.7 million long-term unauthorized workers in an effort to bring them out



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of the shadows and improve their labor market opportunities. It also established criminal and civil sanctions against employers who knowingly hire unauthorized aliens.

ILLEGAL IMMIGRATION REFORM AND IMMIGRANT RESPONSIBILITY ACT OF 1996—Placed severe limitations on persons who have come to the United States and remain in the country longer than permitted by their visas and/or persons who have violated their non-immigrant status.

AMERICANS WITH DISABILITIES ACT OF 1990 (ADA)—Prohibits discrimination against qualified individuals with disabilities.

CIVIL RIGHTS ACT OF 1991—Amended the Civil Rights Act of 1964 and had the following purposes:

1. To provide appropriate remedies for intentional discrimination and unlawful harassment in the workplace.

2. To codify the concepts of business necessity and job related pronounced by the Supreme Court in Griggs v Duke Power Company.

3. To confirm statutory authority and provide statutory guidelines for the adjudication of disparate impacts under Title VII of the Civil Rights Act of 1964.

4. To respond to recent decisions of the Supreme Court by expanding the scope of relevant civil rights statutes in order to provide adequate protection to victims of discrimination.

GLASS CEILING—Invisible barrier in organizations that prevents many women and minorities from achieving top-level management positions.

UNIFORMED SERVICES EMPLOYMENT AND REEMPLOYMENT RIGHTS ACT OF 1994—Provides protections to Reservists and National Guard members. Under this act those workers are entitled to return to their civilian employment after completing their military service.

VETERANS’ BENEFITS IMPROVEMENT ACT OF 2004—Enhances housing, education, and other benefits for veterans.

STATE AND LOCAL LAWS—When EEOC regulations conflict with state or local civil rights regulations, the legislation more favorable to women and minorities applies.

SIGNIFICANT U.S. SUPREME COURT DECISIONSKnowledge of the law is obviously important. However, much more than the words in the law itself must be understood.



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GRIGGS v DUKE POWER COMPANY—When human resource management practices eliminate a higher percentage of minority or women applicants, the burden of proof is on the employer to show that the practice is job related.

ALBERMARLE PAPER COMPANY v MOODY—Reaffirmed the idea that any test used in the selection process or in promotion decisions must be validated if it is found that its use has had an adverse impact on women and minorities.

PHILLIPS v MARTIN MARIETTA CORPORATION—Ruled that the company had discriminated against a woman because she had young children. A major implication of this decision is that a firm cannot impose standards for employment only on women.

ESPINOZA v FARAH MANUFACTURING COMPANY—Ruled that Title VII does not prohibit discrimination on the basis of lack of citizenship.

DOTHARD v RAWLINGSON—Impact of the decision is that height and weight requirements must be job related.

UNIVERSITY OF CALIFORNIA REGENTS v BAKKE—Reaffirmed that race may be taken into account in admission decisions.

AMERICAN TOBACCO COMPANY v PATTERSON—Allows seniority and promotion systems established since Title VII to stand, although they unintentionally hurt minority workers.

O’CONNOR v CONSOLIDATED COIN CATERERS CORPORATION—Discrimination is illegal even when all the employees are members of the protected age group.

ADARAND CONSTRUCTORS v PENA—In a 5-4 decision, the U.S. Supreme Court criticized the moral justification for affirmative action, saying that race-conscious programs can amount to unconstitutional reverse discrimination and even harm those they seek to advance.

GRUTTER V BOLLINGER—Supreme Court appeared to support the Bakke decision. Court ruled in a 5-4 decision that colleges and universities have a “compelling interest” in achieving diverse campuses.

GRATZ V BOLLINGER—Court, in a 6-3 decision, said that in trying to achieve diversity, colleges and universities cannot use point systems that blindly give extra credit to minority applicants.



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EQUAL EMPLOYMENT OPORTUNITY COMMISSIONTitle VII of the Civil Rights Act, as amended, created the Equal Employment Opportunity Commission. Under Title VII, filing a discrimination charge initiates EEOC action. There are certain exceptions to the coverage of Title VII.

RELIGIOUS INSTITUTIONS, WITH RESPECT TO THE EMPLOYMENT OF PERSONS OF A SPECIFIC RELIGION IN ANY OF THE INSTITUTION’S ACTIVITIES

ALIENS

MEMBERS OF THE COMMUNIST PARTY

UNIFORM GUIDELINES ON EMPLOYEE SELECTION PROCEDURESGuidelines provide a single set of principles that was designed to assist employers, labor organizations, employment agencies, and licensing and certification boards in complying with federal prohibitions against employment practices that discriminate on the basis of race, color, religion, gender, and national origin.

CONCEPT OF DISPARATE TREATMENTDisparate treatment means that an employer treats some people less favorably than others because of race, religion, sex, national origin, or age.

CONCEPT OF ADVERSE IMPACTConcept established by the Uniform Guidelines occurs if women and minorities are not hired at the rate of at least 80 percent of the best-achieving group.

ADDITIONAL GUIDELINES ON EMPLOYEE SELECTION PROCEDURESThree major changes—Interpretative Guidelines on Sexual Harassment, Guidelines on Discrimination Because of National Origin, and Guidelines on Discrimination Because of Religion—merit additional discussion.

GUIDELINES ON SEXUAL HARASSMENT—EEOC has issued interpretative guidelines that state employers have an affirmative duty to maintain a workplace free from sexual harassment.

Faragher v City of Boca Raton and Burlington Industries, Inc. v Ellerth: Supreme Court held that an employer is strictly liable, meaning that it has absolutely no defense, when sexual harassment by a supervisor involves a tangible employment action.

Meritor Savings Bank v Vinson: First sexual harassment case to reach the U.S. Supreme Court. The Court recognized for the first time that Title VII could be used for offensive environment claims.



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Harris v Forklift Systems, Inc: Expanded the hostile workplace concept and made it easier to win sexual harassment claims.

Oncale v Sundowner Offshore Services: Supreme Court held that same-sex sexual harassment may be unlawful under Title VII.

GUIDELINES ON DISCRIMINATION BECAUSE OF NATIONAL ORIGIN—EEOC broadly defined discrimination on the basis of national origin as the denial of equal employment opportunity because of an individual’s ancestors or place of birth; or because an individual has the physical, cultural, or linguistic characteristics of a national origin group.

GUIDELINES ON DISCRIMINATION BECAUSE OF RELIGION—Employers have an obligation to accommodate religious practices unless they can demonstrate a resulting hardship.

AFFIRMATIVE ACTION: EXECUTIVE ORDER 11246, AS AMENDED BY EXECUTIVE ORDER 11375

EXECUTIVE ORDER (EO)—Directive issued by the president and has the force and effect of laws enacted by Congress.

AFFIRMATIVE ACTION—Stipulated by EO 11246, requires employers to take positive steps to ensure employment of applicants and treatment of employees during employment without regard to race, creed, color, or national origin. EO 11375, which changed the word creed to religion and added sex discrimination to the other prohibited items, amended EO 11246.

AFFIRMATIVE ACTION PROGRAMSAn approach that an organization with government contracts develops to demonstrate that workers are employed in proportion to their representation in the firm’s relevant labor market. An acceptable AAP must include an analysis of deficiencies in the utilization of minority groups and women. The first step in conducting a utilization analysis is to make a workforce analysis. The second step involves an analysis of all major job groups. An explanation of the situation is required if minorities or women are currently being underutilized. A job group is defined as one or more jobs having similar content, wage rates, and opportunities. Underutilization is defined as having fewer minorities or women in a particular job group than would reasonably be expected by their availability.

Ethical Dilemma: What Was the Real Message?

You were recently hired as information technology manager and one of your first tasks was to pre-screen candidates for an IT position with a subsidiary. After interviewing 20 candidates, you recommend an individual you consider the most qualified to upper management for the second interview. A day later, you are taken aside by a “friend” and told in vague phrases, accompanied



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by less ambiguous body language, that you should not waste management’s time by sending certain “types” (nudge-nudge-wink-wink) for an interview. The intent of the message was clear;if you want to be accepted as a team player with this company, you had better get with the program.What would you do?

____________

Ethical Choice: Continue to recommend the best qualified.

Factors Influencing Another Decision: Your career may be hurt if you send the “wrong” people up. You know the type of people that will be approved. You were lucky to get this job and you want to be successful with this company. Jobs this good are hard to come by.


1. What is meant by the term “sequencing moms?”

Today, mothers are leaving the labor force only to return later, often called sequencing moms.Many companies are going beyond federal law and giving mothers a year or more for maternity leave and then taking them back while other businesses are specifically trying to recruit them.

2. What is the expected composition of the future diverse workforce?

The U.S. labor force in 2005 was 147 million. By 2010, the civilian labor force is projected to increase to 158 million. Even though the labor force in the United States is expanding, evidently it is not doing so at a fast enough pace. The U.S. Department of Labor projects that by 2013, available jobs will outnumber workers by 6.7 million and by 2030, available jobs will outnumber workers by 30 million.

In the future, the U.S. workforce will become more diverse. The Department of Labor’s Bureau of Labor Statistics projects that the numbers of Asian and other employees (including Pacific Islanders, American Indians, and Alaskan Natives) in the U.S. workforce will increase 44.1 percent by 2010; Hispanic workers will increase 36.3 percent; and African American workers, 20.7 percent. The numbers of men and women in the labor force will grow, but the number of men will grow at a slower rate than the number of women. As a result, men’s share of the labor force is expected to decrease while women’s share is expected to increase. The youth labor force, aged 16 to 24, is expected to increase its share, growing more rapidly than the overall labor force. The large group, 25 to 54 years old, is projected to decline by 2010. The number of workers 55 or older is expected to grow 50 percent by 2012, due to the aging of the baby-boomergeneration. The Bureau of Labor Statistics predicts that by the year 2010, the median age of the labor force will be over 40, women will make up nearly half of the workforce (48 percent), and they will be the majority (59 percent) of the new additions to the labor force.

Employees with disabilities are being included in increasing numbers. According to the 2000 Census, 19.3 percent of Americans have a disability of some kind, and 41.9 percent of Americans aged 65 and older are disabled. Many immigrants from developing areas, especially Southeast Asia and Latin America, have joined the labor force.



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3. Define diversity and diversity management.

Diversity refers to any perceived difference among people: age, race, religion, functional specialty, profession, sexual orientation, geographic origin, lifestyle, tenure with the organization or position, and any other perceived difference. Diversity management is ensuring factors are in place to provide for and encourage the continued development of a diverse workforce by melding these actual and perceived differences among workers to achieve maximum productivity.

4. What are the components that combine to make up the present diverse workforce? Briefly describe each.

* Single Parents and Working Mothers: Number of single-parent households in the United States is growing. Although the divorce rate peaked in the early 1980’s, the number of divorces remains around fifty percent. Often, one or more children are involved. Of course, there are always widows and widowers who have children, as well, and there are some men and women who choose to raise children outside of wedlock.

* Women in Business: Numerous factors have contributed to the growth and development of the U.S. labor force. However, nothing has been more prominent than the rise in the number of women in the labor force. Therefore, the base of building a diverse workforce rests on an employer’s ability to attract and retain females.

* Dual-Career Families: The increasing number of dual-career families, where both the husband and wife have jobs and family responsibilities, presents both challenges and opportunities for organizations.

* Workers of Color: Workers of color (including Hispanics, African Americans, and Asians) are often stereotyped. At times, they encounter misunderstandings and expectations based on ethnic or cultural differences. Members of ethnic or racial groups are socialized within their particular culture.

* Older Workers: Population of the United States is growing older and will have a tremendous impact on workplace issues, because of increasing life longevity and delaying of retirement.

* People with Disabilities: Common disabilities include limited hearing or sight, limited mobility, mental or emotional deficiencies, and various nerve disorders. Such disabilities limit the amount or kind of work a person can do or make its achievement unusually difficult. In jobs for which they are qualified, however, disabled workers do as well as the unimpaired in terms of productivity, attendance, and average tenure.

* Immigrants: Human resource managers can place these individuals in jobs appropriate to their skills, with excellent results for the organization. As corporations employ more foreign nationals in this country, managers must work to understand the different cultures of their employees.



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* Young Persons with Limited Education or Skills: Many of these young adults and teenagers have poor work habits; they tend to be tardy or absent more often than experienced or better-educated workers. Although the negative attributes of these workers at times seem to outweigh the positive ones, they are a permanent part of the workforce.

* Educational Level of Employees: The United States is becoming a bipolar country with regard to education, with a growing number of very educated people on one side and an alarming increase in the illiteracy rate on the other. These functionally illiterate people want to join the workforce.

5. Briefly describe the following laws:

* Civil Rights Act of 1866: Oldest federal legislation affecting staffing is the Civil Rights Act of 1866, which is based on the Thirteenth Amendment to the U.S. Constitution. Specifically, this act provides that all citizens have the same right “as enjoyed by white citizens . . . to inherit, purchase, . . . hold, and convey . . . property, [and that] all persons . . . shall have the same right to make and enforce contracts . . . as enjoyed by white citizens.” There is no statue of limitations.

* Equal Pay Act of 1963: Prohibits an employer from paying an employee of one gender less money than an employee of the opposite gender, if both employees do work that is substantially the same.

* Title VII of the Civil Rights Act of 1964, as Amended in 1972: Prohibits discrimination based on race, color, sex, religion, or national origin.

* Age Discrimination in Employment Act of 1967, as Amended in 1978 and 1986: Prohibits employers from discriminating against individuals who age 40 and older. The latest amendment not only gives older employees the option to continue working past age 70, but the health care provision of the amendment also provides them with an additional incentive to continue to do so.

* Rehabilitation Act of 1973: Covers government contracts or subcontractors or organizations that receive federal grants in excess of $2,500. Under the act, individuals are considered disabled if they have a physical or mental impairment that substantially limits one or more major life activities, or have a record of such impairment.

* Pregnancy Discrimination Act of 1978: Passed as an amendment to Title VII of the Civil Rights Act, this act prohibits discrimination in employment based on pregnancy, childbirth, or related medical conditions.

* Immigration Control Acts: The Immigration Reform and Control Act (IRCA) of 1986 established criminal and civil sanctions against employers who knowingly hire an unauthorized alien. The Illegal Immigration Reform and Immigrant Responsibility Act of 1996 places severe limitations on persons who have come to the United States and remain



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in the country longer than permitted by their visas and/or persons who have violated their non-immigrant status.

* Americans with Disabilities Act of 1990: Prohibits discrimination against qualified individuals with disabilities.

* Civil Rights Act of 1991: This act amended the Civil Rights Act of 1964 and had the following purposes: 1. To provide appropriate remedies for intentional discrimination and unlawful harassment in the workplace. 2. To codify the concepts of business necessityand job related pronounced by the Supreme Court in Griggs v Duke Power Company. 3. To conform statutory authority and provide statutory guidelines for the adjudication of disparate impacts under Title VII of the Civil Rights Act of 1964. 4. To respond to recent decisions of the Supreme Court by expanding the scope of relevant civil rights statutes in order to provide adequate protection to victims of discrimination.

* Uniformed Services Employment and Reemployment Rights Act of 1994: Provided protections to Reservists and National Guard members. Under this act those workers are entitled to return to their civilian employment after completing their military service.

6. What is the purpose of the Office of Federal Contract Compliance Programs?

The Secretary of Labor established the Office of Federal Contract Compliance Programs (OFCCP) and gave it the power and responsibility for implementing EO 11246. The degree of control the OFCCP will impose depends upon the size of the contract.

7. Discuss the significant U.S. Supreme Court decisions that have had an impact on equal employment opportunity.

* Griggs v Duke Power Company: A major implication of the decision is that when personnel practices eliminate a higher percentage of women or minority applicants, the burden of proof is on the employer to show that the practice is job related.

* Albermarle Paper Company v Moody: Supreme Court reaffirmed the idea that any test used in the selection process or in promotion decisions must be validated if it is found that its use has had an adverse impact on women or minorities.

* Phillips v Martin Marietta Corporation: Court ruled that the company had discriminated against a woman because she had young children. A major implication of this decision is that standards cannot be imposed only on women.

* Espinoza v Farah Manufacturing Company: Court ruled that Title VII does not prohibit discrimination on the basis of lack of citizenship. The EEOC had previously said that it was discriminatory to refuse to hire anyone who was a noncitizen since this selection standard was likely to have adverse impact on individuals of foreign national origin.



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* Dothard v Rawlingson: Supreme Court upheld the U.S. District Court’s decision that Alabama’s statutory minimum height requirement of five feet two inches and minimum weight requirement of 120 pounds for position of correctional counselor had a discriminatory impact on female applicants.

* University of California Regents v Bakke: Allen Bakke, a white male, was denied admission to the medical school even though he scored higher on the admission criteria than some minority members who were admitted. The Supreme Court ruled 5-4 in Bakke’s favor. As a result, Bakke was admitted to the university and in 1982 received his degree. But, at the same time, the Court reaffirmed that race may be taken into account in admission decisions.

* American Tobacco Company v Patterson: Supreme Court decision allows seniority and promotion systems established since Title VII to stand although they unintentionally hurt minority workers.

* Meritor Savings Bank v Vinson: First sexual harassment case to reach the Supreme Court was this June, 1986 case. One of the outcomes from the case was that Title VII is not limited to discrimination with only economic or tangible effects.

* Adarand Constructors v Pena: In a 5-4 opinion, the U.S. Supreme Court criticized the moral justification for affirmative action, saying that race-conscious programs can amount to unconstitutional reverse discrimination and even harm those they seek to advance.

* Grutter v Bollinger: Supreme Court appeared to support the Bakke decision. In the case of Grutter v Bollinger, the Court ruled in a 5-4 decision that colleges and universities have a “compelling interest” in achieving diverse campuses.

* Gratz v Bollinger: Court, in a 6-3 decision, said that in trying to achieve diversity, colleges and universities cannot use point systems that blindly give extra credit to minority applicants.

* O’Connor v Consolidated Coin Caterers Corp.: Supreme Court decided that an employee does not have to show that he or she was replaced by someone younger than 40 to bring suit under the ADEA. The Court declared that discrimination is illegal even when all the employees are members of the protected age group.

8. What is the purpose of the Uniform Guidelines on Employee Selection Procedures?

Guidelines adopted a single set of principles that was designed to assist employers, labor organizations, employment agencies, and licensing and certification boards to comply with requirements of federal law prohibiting employment practices that discriminated on the basis of race, color, religion, sex, and national origin. They were designed to provide a framework for determining the proper use of tests and other selection procedures.



Documents

CHAPTER 1 · 1 CHAPTER 1 STRATEGIC HUMAN ... In the first part of this chapter, HR branding is discussed. Next, ... Ethics: Discipline dealing with what is good and bad,