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