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7/29/2019 Managing Equal Employment
1/27
Managing Equal Employment
and Diversity
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52
Race, National Origin, and Citizenship
Issues
Special Issues
and HR Problems
Immigrants and Foreign-
Born Worker Requirements
Racial/Ethnic
Demographics
Bilingual Employees and
English-Only
Requirements
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Affirmative Action
Affirmative Action Plan (AAP)
A requirement for federal government contractors with more than 50
employees and over $50,000 in government contracts annually to
formally document the inclusion of women and racial minorities in the
workforce.
Covered employers must submit plans describing their attempts to
narrow the gaps between the composition of their workforces and the
composition of labor markets where they obtain employees.
Focuses on hiring, training, and promoting protected-class members
who are under-representedin an organization in relation to their
availability in the labor markets from which recruiting occurs.
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AAP Measures
Availability analysis
Identifies the number of protected-class members
available to work in the appropriate labor markets
for given jobs.
Utilization analysis
Identifies the number of protected-class members
employed in the organization and the types ofjobs they hold.
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Components
of an
Affirmative
Action Plan
(AAP)
Figure 52
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HR Perspective: Affirmative Action
Affirmative Action Is Still Needed
To overcome past injustices or eliminate the effects ofthose injustices.
To create more equality for all persons, even iftemporary injustice to some individuals may result.
Raising the employment level of protected-classmembers will benefit U.S. society in the long run.
Properly used, affirmative action does notdiscriminate against males or whites.
Goals indicate progress needed, not quotas.
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HR Perspective: Affirmative Action
(contd)
Affirmative Action Is No Longer Needed
It penalizes individuals (males and whites) eventhough they have not been guilty of practicingdiscrimination.
It creates preferences of certain groups that result inreverse discrimination.
It results in greater polarization and separatism alonggender and racial lines.
It stigmatizes those it is designed to help.
Goals become quotas by forcing employers to play bythe numbers.
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Affirmative Action
Reverse Discrimination
Occurs when a person is denied an opportunity
because of preferences give to protected-class
individuals who may be less qualified.
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Language Issues and EEO
English-Only Requirements EEOC guidelines allow employers to require workers
to speak only English at certain times or in certainsituations at work as a business necessity.
Bilingual Employees Employers find it beneficial to have bilingual
employees so that foreign-language customers cancontact someone speaking their languages.
Racial/Ethnic Harassment Employers should adopt and enforce policies against
harassment of any type, including ethnic jokes, vulgarepithets, racial slurs, and physical actions.
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Copyright 2005 Thomson
Business & Professional
Publishing. All rights reserved.
510
Sex/Gender Issues
Pay Inequity
To guard against pay inequities considered illegal underthe Equal Pay Act, employers should follow theseguidelines:
Include benefits and other items that are part of remuneration tocalculate pay for the most accurate overall picture.
Make sure people know how the pay practices work.
Base pay on the value of jobs and performance.
Benchmark against local and national markets so that paystructures are competitive.
Conduct frequent audits to ensure there are no gender-basedinequities and that pay is fair internally.
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Sex/Gender Issues
Nepotism
The practice of allowing relatives to work for the sameemployer.
Job Assignments and Nontraditional JobsWomen are increasingly entering jobs traditionally
occupied only by men.
The Glass Ceiling
Discriminatory practices that have prevented womenand other protected-class members from advancing toexecutive-level jobs.
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Sex/Gender Issues (contd)
Glass Walls and Glass Elevator
The tendency for women to advance only in a limitednumber of functional fields within an organization.
Breaking the GlassEstablishing mentoring programs
Providing career rotation
Increasing top management and boardroom diversity
Establishing goals for diversity
Allowing for alternative work arrangements
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Copyright 2005 Thomson
Business & Professional
Publishing. All rights reserved.
513
Sex/Gender Issues (contd)
Individuals with Differing Sexual Orientations
Federal court cases and the EEOC have ruled that
sex discrimination under Title VII applies to a
persons gender at birth.
Sexual orientation or sex-change issues that arise
at work include:
Clarification of HR policies Reactions of co-workers
Continuing acceptance
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Sexual Harassment and
Workplace Relationships
Consensual Relationships and Romance at Work
Workplace romances are risky because they can causeconflict or result in sexual harassment.
Types of Sexual HarassmentQuid pro quo
Linking employment outcomes to the harassed individualsgranting of sexual favors.
Hostile environment Allowing intimidating or offensive working conditions to
unreasonably affect an individuals performance orpsychological well-being.
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Potential Sexual Harassers
Figure 55
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Sexual Harassment and
Workplace Relationships (contd)
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
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518
Age Issues and EEO
Job Opportunities for Older Workers
Discrimination against overqualified older
employees in hiring
Instances of age discrimination in the workforcereduction when layoffs impact largely older
workers
Attracting, retaining, and managing older workers Phased retirementan approach in which employees
gradually reduce their workloads and pay.
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HR Managers Views of Older Workers
Figure 57
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Copyright 2005 Thomson
Business & Professional
Publishing. All rights reserved.
520
Individuals with Disabilities in the
Workforce
Individuals with Life-
Threatening Illnesses
Recruiting Individuals
with Disabilities
Employees Who
Develop Disabilities
Individuals with
Mental Disabilities
Reasonable
Accommodations
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Religion and Spirituality in Workplaces
Title VII of Civil Rights Act of 1964 prohibitsdiscrimination of religion
Managing Religious Diversity
in Workplaces
Accommodation of
religious beliefs in
work schedules
Accommodation ofreligious
expression in the
workplace
Respect for religiouspractices affecting
dress and
appearance
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Copyright 2005 Thomson
Business & Professional
Publishing. All rights reserved.
522
Reasons for Diversity Efforts
Reduction in
Discrimination
Complaints and Costs
Organizational
Performance
Recruiting and
Retention
Diverse Thinking and
Problem Solving
Diversity
Efforts
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Indicators of Diversity
Figure 58
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Various Approaches to Diversity and Their Results
Figure 59
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Copyright 2005 Thomson
Business & Professional
Publishing. All rights reserved.
525
Diversity: The Business Case
The business case for diversity can be arguedbased on the following points:
Diversity allows new talent and new ideas fromemployees of different backgrounds.
Diversity helps recruiting and retention, as peopletend to prefer to work with others like themselves.
Diversity allows for an increase of market share, ascustomers tend to prefer to buy from people of the
same race or ethnic background. Diversity leads to lower costs because there may be
fewer lawsuits.
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Common Diversity
Management
Components
Figure 510
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Diversity Training
Three Components of Diversity Training Legal awareness training focuses on the legal
implications of discrimination.
Cultural awareness training builds a greater
understanding of widely varying cultural backgrounds. Sensitivity trainingsensitizes people to differences
and how words and behaviors are seen by others.
Backlash Against Diversity Efforts
Protected-group individuals view diversity efforts asinadequatecorporate public relations.
Nonprotected-group individuals feel like scapegoats.