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Human ResourceHuman ResourceManagementManagement
TENTH EDITONTENTH EDITON
© 2003 Southwestern College Publishing. All rights reserved. PowerPoint Presentation
by Charlie Cook
PowerPoint Presentation
by Charlie Cook
Managing Diversity and Managing Diversity and Equal Employment Equal Employment
Managing Diversity and Managing Diversity and Equal Employment Equal Employment
Chapter 5Chapter 5
SECTION 2Staffing the
Organization
SECTION 2Staffing the
Organization
Robert L. Mathis Robert L. Mathis John H. Jackson John H. Jackson
© 2002 Southwestern College Publishing. All rights reserved. 5–2
Learning Objectives (cont’d)Learning Objectives (cont’d)Learning Objectives (cont’d)Learning Objectives (cont’d)
After you have read this chapter, you should be able to:
– Define diversity management, and discuss why it is important.
– Discuss several arguments supporting and opposing affirmative action.
– Describe how women are affected by work/family and job assignment issues in organizations.
– Discuss the two types of sexual harassment and how employers should respond to complaints.
– Identify two means organizations are using to deal with the aging of their workforces.
© 2002 Southwestern College Publishing. All rights reserved. 5–3
Learning ObjectivesLearning ObjectivesLearning ObjectivesLearning Objectives
– Discuss how reasonable accommodation is made when managing individuals with disabilities and differing religious beliefs.
© 2002 Southwestern College Publishing. All rights reserved. 5–4
Managing DiversityManaging DiversityManaging DiversityManaging Diversity
Diversity– The differences among people
Protected-Group Concerns– Perceived hostile organizational cultures– Stereotyping
© 2002 Southwestern College Publishing. All rights reserved. 5–5
Dimensions of DiversityDimensions of DiversityDimensions of DiversityDimensions of Diversity
Figure 5–1
© 2002 Southwestern College Publishing. All rights reserved. 5–6
Continuum of Diversity ApproachesContinuum of Diversity ApproachesContinuum of Diversity ApproachesContinuum of Diversity Approaches
Figure 5–2
Source: Adapted from ideas suggested by Stella M. Nkomo and Ellen Ernst Kossek, “Managing Diversity,” in Ellen Ernst Kossek and Richard N. Block, Managing Human Resources in the 21st Century (Cincinnati: Thomson Learning, 2000), Chapter 9; and Parshotam Dass and Barbara Parker, “Strategies for Managing Human Resource Diversity,” Academy of Management Executive, May 1999, 68–80.
© 2002 Southwestern College Publishing. All rights reserved. 5–7
Reasons for Diversity EffortsReasons for Diversity EffortsReasons for Diversity EffortsReasons for Diversity Efforts
Reduction in Reduction in Discrimination Discrimination
Complaints and Complaints and CostsCosts
Reduction in Reduction in Discrimination Discrimination
Complaints and Complaints and CostsCosts
Organizational Organizational PerformancePerformance
Organizational Organizational PerformancePerformance
Recruiting and Recruiting and RetentionRetention
Recruiting and Recruiting and RetentionRetention
Diverse Thinking Diverse Thinking and Problem and Problem
SolvingSolving
Diverse Thinking Diverse Thinking and Problem and Problem
SolvingSolving
Diversity Diversity EffortsEfforts
Diversity Diversity EffortsEfforts
© 2002 Southwestern College Publishing. All rights reserved. 5–8
Common Common Diversity Diversity
Management Management ComponentsComponents
Common Common Diversity Diversity
Management Management ComponentsComponents
Figure 5–3
© 2002 Southwestern College Publishing. All rights reserved. 5–9
EEO Issues and Race, National Origin,EEO Issues and Race, National Origin,and Citizenshipand Citizenship
EEO Issues and Race, National Origin,EEO Issues and Race, National Origin,and Citizenshipand Citizenship
EEO IssuesEEO IssuesEEO IssuesEEO Issues
Immigrants and Immigrants and Foreign-Born Worker Foreign-Born Worker
RequirementsRequirements
Immigrants and Immigrants and Foreign-Born Worker Foreign-Born Worker
RequirementsRequirements
Racial/Ethnic Racial/Ethnic DemographicsDemographics
Racial/Ethnic Racial/Ethnic DemographicsDemographics
Bilingual Employees Bilingual Employees and English-Only and English-Only
RequirementsRequirements
Bilingual Employees Bilingual Employees and English-Only and English-Only
RequirementsRequirements
© 2002 Southwestern College Publishing. All rights reserved. 5–10
Racial/Ethnic Composition of U.S. Population, 2000Racial/Ethnic Composition of U.S. Population, 2000Racial/Ethnic Composition of U.S. Population, 2000Racial/Ethnic Composition of U.S. Population, 2000
Figure 5–4Source: “Primary Colors,” The Economist, March 17, 2001.
© 2002 Southwestern College Publishing. All rights reserved. 5–11
U.S. Civilian Labor Force Composition by SexU.S. Civilian Labor Force Composition by SexU.S. Civilian Labor Force Composition by SexU.S. Civilian Labor Force Composition by Sex
Figure 5–5Source: U.S. Department of Labor, Bureau of Labor Statistics, 2001.
© 2002 Southwestern College Publishing. All rights reserved. 5–12
Sex Discrimination in Jobs and CareersSex Discrimination in Jobs and CareersSex Discrimination in Jobs and CareersSex Discrimination in Jobs and Careers
Nepotism– The practice of allowing relatives to work for
the same employer. Job Assignments and “Nontraditional” Jobs– Women are increasingly entering jobs
traditionally occupied only by men. The “Glass Ceiling”
– Discriminatory practices that have prevented women and other protected-class members from advancing to executive-level jobs.
© 2002 Southwestern College Publishing. All rights reserved. 5–13
Nontraditional Occupations for Women in 2000Nontraditional Occupations for Women in 2000Nontraditional Occupations for Women in 2000Nontraditional Occupations for Women in 2000
Figure 5–6Source: “Nontraditional Occupations for Women in 2000,” U.S. Department of Labor, Women’s Bureau, 2001, available at www.dol.gov/dol/wb.
© 2002 Southwestern College Publishing. All rights reserved. 5–14
Sex Discrimination in Jobs and CareersSex Discrimination in Jobs and CareersSex Discrimination in Jobs and CareersSex Discrimination in Jobs and Careers
“Glass Walls” and “Glass Elevator”– The tendency for women to advance only in a
limited number of functional fields within an organization.
Breaking the Glass– Establishing mentoring programs– Providing career rotation– Increasing top management and boardroom
diversity– Establishing goals for diversity– Allowing for alternative work arrangements
© 2002 Southwestern College Publishing. All rights reserved. 5–15
Sexual Harassment and Sexual Harassment and Workplace RelationshipsWorkplace RelationshipsSexual Harassment and Sexual Harassment and Workplace RelationshipsWorkplace Relationships
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.
© 2002 Southwestern College Publishing. All rights reserved. 5–16
Potential Sexual HarassersPotential Sexual HarassersPotential Sexual HarassersPotential Sexual Harassers
Figure 5–7
© 2002 Southwestern College Publishing. All rights reserved. 5–17
Sexual Harassment and Sexual Harassment and Workplace Relationships (cont’d)Workplace Relationships (cont’d)
Sexual Harassment and Sexual Harassment and Workplace Relationships (cont’d)Workplace Relationships (cont’d)
Legal Standards on Sexual Harassment– Tangible employment actions (e.g.,
termination) that result from sexual harassment create a liability for the employer.
– Affirmative defense for employers in dealing with sexual harassment incidents includes:• Establishing a sexual harassment policy• Communicating the policy regularly• Training employees to avoid sexual harassment• Investigating and taking actions when complaints arise
© 2002 Southwestern College Publishing. All rights reserved. 5–18
Sexual Sexual Harassment Harassment
Liability Liability DeterminationDetermination
Sexual Sexual Harassment Harassment
Liability Liability DeterminationDetermination
Figure 5–8
Source: Virginia Collins and Dr. Robert L. Mathis, Omaha, Nebraska. May not be reproduced without permission
© 2002 Southwestern College Publishing. All rights reserved. 5–19
Age Issues and Diversity ManagementAge Issues and Diversity ManagementAge Issues and Diversity ManagementAge Issues and Diversity Management
Job Opportunities for Older Workers
– Discrimination against “overqualified” older employees in hiring
– Instances of age discrimination in the workforce reduction when layoffs impact largely older workers
– Older Workers Benefit Protection Act (OWBPA) of 1990 and equal treatment of older workers
– Attracting, retaining, and managing older workers
© 2002 Southwestern College Publishing. All rights reserved. 5–20
Employment Advancement Barriers Employment Advancement Barriers for Individuals with Disabilitiesfor Individuals with Disabilities
Employment Advancement Barriers Employment Advancement Barriers for Individuals with Disabilitiesfor Individuals with Disabilities
Figure 5–9Source: Based on data in SHRM/Cornell University Survey on Implementation of the Employment Provisions of the ADA, (Alexandria, VA: Society for Human Resource Management, 2001).
© 2002 Southwestern College Publishing. All rights reserved. 5–21
Individuals with Disabilities in the WorkplaceIndividuals with Disabilities in the WorkplaceIndividuals with Disabilities in the WorkplaceIndividuals with Disabilities in the Workplace
Individuals with Life-Individuals with Life-Threatening IllnessesThreatening Illnesses
Individuals with Life-Individuals with Life-Threatening IllnessesThreatening Illnesses
Recruiting IndividualsRecruiting Individualswith Disabilitieswith Disabilities
Recruiting IndividualsRecruiting Individualswith Disabilitieswith Disabilities
Employees WhoEmployees WhoDevelop DisabilitiesDevelop Disabilities
Employees WhoEmployees WhoDevelop DisabilitiesDevelop Disabilities
Individuals withIndividuals withMental DisabilitiesMental Disabilities
Individuals withIndividuals withMental DisabilitiesMental Disabilities
ReasonableReasonableAccommodationsAccommodations
ReasonableReasonableAccommodationsAccommodations
© 2002 Southwestern College Publishing. All rights reserved. 5–22
Religion and Spirituality in the WorkplaceReligion and Spirituality in the WorkplaceReligion and Spirituality in the WorkplaceReligion and Spirituality in the Workplace
Title VII of Civil Rights Act of 1964 Title VII of Civil Rights Act of 1964 prohibits discrimination of religion prohibits discrimination of religion
Title VII of Civil Rights Act of 1964 Title VII of Civil Rights Act of 1964 prohibits discrimination of religion prohibits discrimination of religion
Managing Religious Managing Religious Diversity in WorkplacesDiversity in Workplaces
Managing Religious Managing Religious Diversity in WorkplacesDiversity in Workplaces
Accommodation Accommodation of religious of religious
beliefs in work beliefs in work schedulesschedules
Accommodation Accommodation of religious of religious
beliefs in work beliefs in work schedulesschedules
Accommodation Accommodation of religiousof religious
expression in expression in the workplacethe workplace
Accommodation Accommodation of religiousof religious
expression in expression in the workplacethe workplace
Respect for Respect for religious religious practices practices
affecting dress affecting dress and appearanceand appearance
Respect for Respect for religious religious practices practices
affecting dress affecting dress and appearanceand appearance