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PowerPoint slides by
Susan A. Peterson, Scottsdale Community College
PowerPoint slides by
Susan A. Peterson, Scottsdale Community College
Chapter 8:
Managing Diverse
Human Resources
Chapter 8:
Managing Diverse
Human Resources
m a n a g e m e n t 2eH i t t / B l a c k / P o r t e r
m a n a g e m e n t 2eH i t t / B l a c k / P o r t e r
© 2008 Prentice-Hall Business Publishing 2
Learning ObjectivesLearning Objectives
After studying this chapter, you should be able to:
Explain why maximizing the potential of the firm’s human resources is important for both a company’s human resource management department and all managers
Explain how a firm’s human resource capabilities affects its strategy
Highlight the key aspects of getting the right people in the right jobs
Outline the effective methods for selecting job candidates
After studying this chapter, you should be able to:
Explain why maximizing the potential of the firm’s human resources is important for both a company’s human resource management department and all managers
Explain how a firm’s human resource capabilities affects its strategy
Highlight the key aspects of getting the right people in the right jobs
Outline the effective methods for selecting job candidates
© 2008 Prentice-Hall Business Publishing 3
Learning ObjectivesLearning Objectives
Highlight the keys to effective socialization and training
Describe various methods for providing employees feedback on their performance
Discuss the various compensation and reward systems commonly used by firms
Discuss why managing diversity is increasingly important in the light of globalization
Highlight the keys to effective socialization and training
Describe various methods for providing employees feedback on their performance
Discuss the various compensation and reward systems commonly used by firms
Discuss why managing diversity is increasingly important in the light of globalization
© 2008 Prentice-Hall Business Publishing 4
Managers Perform HR FunctionsManagers Perform HR Functions
All managers – even outside the HR department – must be able to:
Recruit and select the right people
Effectively socialize and train people in your unit
Evaluate their performance
Determine reward systems that will motivate them to perform at a high level
Help subordinates further develop to advance in their careers
All managers – even outside the HR department – must be able to:
Recruit and select the right people
Effectively socialize and train people in your unit
Evaluate their performance
Determine reward systems that will motivate them to perform at a high level
Help subordinates further develop to advance in their careers
© 2008 Prentice-Hall Business Publishing 5
Strategic Role of HRMStrategic Role of HRM
Firm’s ability to survive and prosper is increasingly a function of the human resources they have
Managers’ career success depends on how well they manager their firm’s resources
Firm’s ability to survive and prosper is increasingly a function of the human resources they have
Managers’ career success depends on how well they manager their firm’s resources
© 2008 Prentice-Hall Business Publishing 6
General Framework of HRMGeneral Framework of HRM
EnvironmentExternalInternal
EnvironmentExternalInternal
Organization Strategy
Organization Strategy
CompetitiveAdvantage
CompetitiveAdvantage
Human Resource Management ActivitiesPlanning, Job Analysis, Recruiting, Selecting,
Socializing and Training, Job Design, Performance Appraisal, Compensation, Development
Human Resource Management ActivitiesPlanning, Job Analysis, Recruiting, Selecting,
Socializing and Training, Job Design, Performance Appraisal, Compensation, Development
Adapted from Exhibit 8.1
© 2008 Prentice-Hall Business Publishing 7
HRM ActivitiesHRM Activities
Two main HRM goals
Getting the right people
Maximizing their performance and potential
Failure of either goal can influence the success or failure of the other
Two main HRM goals
Getting the right people
Maximizing their performance and potential
Failure of either goal can influence the success or failure of the other
© 2008 Prentice-Hall Business Publishing 8
Getting the Right People: PlanningGetting the Right People: Planning
Planning
Forecasting demand
Assessing supply
Formulating fulfillment plans
Planning
Forecasting demand
Assessing supply
Formulating fulfillment plans
© 2008 Prentice-Hall Business Publishing 9
Getting the Right People: Job AnalysisGetting the Right People: Job Analysis
Job Analysis
Scope and depth of jobs
Requisite skills, abilities, and knowledge that people need to perform their jobs successfully
Job description
Job specification
Job Analysis
Scope and depth of jobs
Requisite skills, abilities, and knowledge that people need to perform their jobs successfully
Job description
Job specification
© 2008 Prentice-Hall Business Publishing 10
Getting the Right People: RecruitingGetting the Right People: Recruiting
Recruiting
Job posting
Advertisements
Employment agencies
Employee referrals
School placement centers
Internet recruiting
Recruiting
Job posting
Advertisements
Employment agencies
Employee referrals
School placement centers
Internet recruiting
© 2008 Prentice-Hall Business Publishing 11
Getting the Right People: SelectionGetting the Right People: Selection
Written tests
Background and reference checks
Physical examinations
Written tests
Background and reference checks
Physical examinations
Selection Techniques
Interviews
Work sampling
Work simulation
Assessment centers
Interviews
Work sampling
Work simulation
Assessment centers
Selection Techniques
© 2008 Prentice-Hall Business Publishing 12
Plan the interview by reviewing the candidate and the job specifications
Establish rapport with a friendly greeting and start the interview with a nonjob question
Follow structured set of questions
Avoid questions that require or solicit a simple yes or no response
Try not to telegraph, or give cues for, the desired answer
Make sure the candidate has plenty of time to answer—do not monopolize the conversation
Plan the interview by reviewing the candidate and the job specifications
Establish rapport with a friendly greeting and start the interview with a nonjob question
Follow structured set of questions
Avoid questions that require or solicit a simple yes or no response
Try not to telegraph, or give cues for, the desired answer
Make sure the candidate has plenty of time to answer—do not monopolize the conversation
Tips for InterviewersTips for Interviewers
Adapted from Exhibit 8.2
© 2008 Prentice-Hall Business Publishing 13
Listen carefully and paraphrase key candidate answers to be sure you understand what they meant to say
Ask for specific, not general, examples of the candidate’s experience and accomplishments
Leave time at the end of the interview to answer questions from the candidate
At the close make sure the candidate knows what the next steps are and approximate timing
After the candidate leaves, review your notes and highlight important points while they are fresh in your mind
Listen carefully and paraphrase key candidate answers to be sure you understand what they meant to say
Ask for specific, not general, examples of the candidate’s experience and accomplishments
Leave time at the end of the interview to answer questions from the candidate
At the close make sure the candidate knows what the next steps are and approximate timing
After the candidate leaves, review your notes and highlight important points while they are fresh in your mind
Tips for Interviewers (cont.)Tips for Interviewers (cont.)
Adapted from Exhibit 8.2
© 2008 Prentice-Hall Business Publishing 14
Prepare for the interview by researching the company through articles and its own Web site
Smile and provide a warm greeting and firm handshake if the interviewer extends his or her hand
Make sure that your overall appearance (hair style, clothing, makeup, and so on) match the nature of the business and culture of the company
Watch your nonverbal behavior to ensure that you maintain good eye contact and convey enthusiasm without being overly expressive with your hands or other body movements
Prepare for the interview by researching the company through articles and its own Web site
Smile and provide a warm greeting and firm handshake if the interviewer extends his or her hand
Make sure that your overall appearance (hair style, clothing, makeup, and so on) match the nature of the business and culture of the company
Watch your nonverbal behavior to ensure that you maintain good eye contact and convey enthusiasm without being overly expressive with your hands or other body movements
Tips for IntervieweesTips for Interviewees
Adapted from Exhibit 15.3: Tips for IntervieweesAdapted from Exhibit 8.3
© 2008 Prentice-Hall Business Publishing 15
Try to solicit the interviewer’s needs early in the interview
Early in the interview be sure to get a complete picture of the job through questions such as “Can you tell about what has led people to succeed in this job in the past?”
Explicitly relate yourself and capabilities to the interviewer’s needs through statements such as, “You mentioned that one of the keys to this position is the ability to motivate others. In my experience at XYZ. . . .”
Try to solicit the interviewer’s needs early in the interview
Early in the interview be sure to get a complete picture of the job through questions such as “Can you tell about what has led people to succeed in this job in the past?”
Explicitly relate yourself and capabilities to the interviewer’s needs through statements such as, “You mentioned that one of the keys to this position is the ability to motivate others. In my experience at XYZ. . . .”
Tips for Interviewees (cont.)Tips for Interviewees (cont.)
Adapted from Exhibit 15.3: Tips for IntervieweesAdapted from Exhibit 8.3
© 2008 Prentice-Hall Business Publishing 16
Take your time before answering; you do not need to begin talking the instant the interviewer asks a question
Conclude the interview by thanking the person for the opportunity and expressing your interest in the company and the position
Take your time before answering; you do not need to begin talking the instant the interviewer asks a question
Conclude the interview by thanking the person for the opportunity and expressing your interest in the company and the position
Tips for Interviewees (cont.)Tips for Interviewees (cont.)
Adapted from Exhibit 15.3: Tips for IntervieweesAdapted from Exhibit 8.3
© 2008 Prentice-Hall Business Publishing 17
Key Aspects of Getting the Right PeopleKey Aspects of Getting the Right People
Adapted from Exhibit 8.4
Job AnalysisJob Analysis
PlanningForecasting demand Estimating supply
Determining fulfillment
PlanningForecasting demand Estimating supply
Determining fulfillment
RecruitingRecruiting
SelectingSelecting
© 2008 Prentice-Hall Business Publishing 18
Maximizing Performance: Socialization and TrainingMaximizing Performance: Socialization and Training
Socialization and Training
OrientationOrientation
On-the-Job TrainingOn-the-Job Training
Off-the-Job TrainingOff-the-Job Training
Technical, Interpersonal, and Conceptual Training Technical, Interpersonal, and Conceptual Training
© 2008 Prentice-Hall Business Publishing 19
On-the-Job Training TechniquesOn-the-Job Training Techniques
ExpandedResponsibilitiesExpandedResponsibilities
Expands the job duties, assignments, and responsibilities of an individualExpands the job duties, assignments, and responsibilities of an individual
JobRotationJobRotation
Moves individuals to various types of jobs within the organization at the same level or next-immediate-higher level for a specific period of time
Moves individuals to various types of jobs within the organization at the same level or next-immediate-higher level for a specific period of time
Staff DevelopmentMeetingsStaff DevelopmentMeetings
Held offsite to discuss facts of each individual’s job and to develop ideas for improving job performanceHeld offsite to discuss facts of each individual’s job and to develop ideas for improving job performance
“Assistant to”Positions“Assistant to”Positions
Serve as staff assistants to higher-skill level jobs for a specified period of time to become more familiar with the higher-skilled positions in the organization
Serve as staff assistants to higher-skill level jobs for a specified period of time to become more familiar with the higher-skilled positions in the organization
Adapted from Exhibit 8.5
© 2008 Prentice-Hall Business Publishing 20
On-the-Job Training Techniques(continued)On-the-Job Training Techniques(continued)
Problem SolvingConferencesProblem SolvingConferences
Held to solve a specific problem being experienced by a group or the organization as a wholeHeld to solve a specific problem being experienced by a group or the organization as a whole
MentoringMentoringA guide or knowledgeable person higher up in the organization helps a new employee “learn the ropes” of the organization and provides other advice
A guide or knowledgeable person higher up in the organization helps a new employee “learn the ropes” of the organization and provides other advice
SpecialAssignmentsSpecialAssignments
Special tasks or responsibilities are given to an individual for a specified period of timeSpecial tasks or responsibilities are given to an individual for a specified period of time
CompanyTrainersCompanyTrainers
Special programs can cover such topics as safety, new personnel procedures, new product or services, affirmative action, and technical programs
Special programs can cover such topics as safety, new personnel procedures, new product or services, affirmative action, and technical programs
Adapted from Exhibit 8.5
© 2008 Prentice-Hall Business Publishing 21
On-the-Job Training Techniques(continued)On-the-Job Training Techniques(continued)
OutsideConsultantsOutsideConsultants
Recognized experts are brought to the company to conducttraining on such topics as goal setting, communications, assessment techniques, safety, and other current topics
Recognized experts are brought to the company to conducttraining on such topics as goal setting, communications, assessment techniques, safety, and other current topics
ConsultantAdvisoryReviews
ConsultantAdvisoryReviews
Experts in specialized fields meet with various managers and employee groups to investigate and help solve particular problems
Experts in specialized fields meet with various managers and employee groups to investigate and help solve particular problems
ReadingMatterReadingMatter
A formal program is created to circulate books, journals, selected articles, new business material, and so on to selected employees
A formal program is created to circulate books, journals, selected articles, new business material, and so on to selected employees
ApprenticeshipApprenticeship Training is provided through working under a journeyman or master in a craftTraining is provided through working under a journeyman or master in a craft
Adapted from Exhibit 8.5
© 2008 Prentice-Hall Business Publishing 22
Training ObjectivesTraining Objectives
Understanding correct and incorrect
behaviors
Understanding correct and incorrect
behaviors
Knowledge of why certain behaviors are correct or incorrect
Knowledge of why certain behaviors are correct or incorrect
Opportunities to practice desired
behaviors
Opportunities to practice desired
behaviors
Feedback on performanceFeedback on performance
Opportunities to practice and improve
Opportunities to practice and improve
© 2008 Prentice-Hall Business Publishing 23
Maximizing Performance: Job DesignMaximizing Performance: Job Design
Job design: structuring or restructuring of key components of a job, including the job’s responsibilities
Job sharing
Reengineering
Job design: structuring or restructuring of key components of a job, including the job’s responsibilities
Job sharing
Reengineering
© 2008 Prentice-Hall Business Publishing 24
Maximizing Performance: Performance AppraisalsMaximizing Performance: Performance Appraisals
Performance appraisal
Graphic rating scales
Behaviorally anchored rating scales
360-degree feedback
Effective performance feedback
Critical incidents
Performance appraisal
Graphic rating scales
Behaviorally anchored rating scales
360-degree feedback
Effective performance feedback
Critical incidents
© 2008 Prentice-Hall Business Publishing 25
Graphic Rating ScaleGraphic Rating Scale
Employee name: Dept.
1. Quality of work
2. Quantity of work
3. Cooperation
4. Dependability
5. Initiative
6. Job knowledge
7. Attitude
Excellent Good Average Fair Poor
Adapted from Exhibit 8.6
© 2008 Prentice-Hall Business Publishing 26
Behaviorally Anchored Rating ScaleBehaviorally Anchored Rating Scale
Position:Job dimensions:
Plans work and organizes time carefully so as to maximize resources and meet commitments
Even though this associate has a report due on another project, he or she would be well prepared for the assigned discussion on your project
9
8
7This associate would keep a calendar or schedule on which deadlines and activities are carefully noted, and which would be consulted before making new commitments
Adapted from Exhibit 8.7
© 2008 Prentice-Hall Business Publishing 27
Behaviorally Anchored Rating Scale (cont.)Behaviorally Anchored Rating Scale (cont.)
Plans and organizes time and effort primarily for large segments of a task. Usually meets commitments, but may overlook what are considered secondary details.
As program chief, this associate would make arrangements for enlisting resources for a special project reasonably well, but would probably omit one or two details that would have to be handled by improvisation
6
5
4
This associate would meet a deadline in handing in a report, but the report might be below usual standard if other deadlines occur on the same day the report is due
This associate’s evaluations are likely not to reflect abilities because of overcommitments in other activities
Adapted from Exhibit 8.7
© 2008 Prentice-Hall Business Publishing 28
Behaviorally Anchored Rating Scale(cont.)Behaviorally Anchored Rating Scale(cont.)
Appears to do little planning. May perform effectively, despite what seems to be a disorganized approach, by concerted effort, although deadlines may be missed.
This associate would plan more by enthusiasm than by timetable and frequently have to work late the night before an assignment is due, although it would not be completed on time
3
2
1
This associate would often be late for meetings, although others in similar circumstances do not seem to find it difficult to be on time
This associate never makes a deadline, even with sufficient notice
Adapted from Exhibit 8.7
© 2008 Prentice-Hall Business Publishing 29
Performance Appraisal InterviewPerformance Appraisal Interview
1. Review key work objectives, goals, or standards against which the employee’s performance is measured
1. Review key work objectives, goals, or standards against which the employee’s performance is measured
Review work objectives
Review work objectives
© 2008 Prentice-Hall Business Publishing 30
Performance Appraisal InterviewPerformance Appraisal Interview
2. Summarize employee’s overall performance by reviewing specific positive and negative incidents
2. Summarize employee’s overall performance by reviewing specific positive and negative incidents
Summarize overall performance
(critical incidents)
Summarize overall performance
(critical incidents)
Review work objectives
Review work objectives
© 2008 Prentice-Hall Business Publishing 31
Performance Appraisal InterviewPerformance Appraisal Interview
3. Discuss causes of weak performance and listen carefully to the employee’s explanation
3. Discuss causes of weak performance and listen carefully to the employee’s explanation
Summarize overall performance
(critical incidents)
Summarize overall performance
(critical incidents)
Review work objectives
Review work objectives
Discuss causes of poor performanceDiscuss causes of poor performance
© 2008 Prentice-Hall Business Publishing 32
Performance Appraisal InterviewPerformance Appraisal Interview
4. Discuss alternative means of improving future performance and encourage employee input
4. Discuss alternative means of improving future performance and encourage employee input
Summarize overall performance
(critical incidents)
Summarize overall performance
(critical incidents)
Review work objectives
Review work objectives
Discuss causes of poor performanceDiscuss causes of poor performance
Agree on process for future improvement
Agree on process for future improvement
© 2008 Prentice-Hall Business Publishing 33
Performance Appraisal InterviewPerformance Appraisal Interview
5. Establish an agreed approach, timetable, and review process for future improvement
5. Establish an agreed approach, timetable, and review process for future improvement
Summarize overall performance
(critical incidents)
Summarize overall performance
(critical incidents)
Review work objectives
Review work objectives
Discuss causes of poor performanceDiscuss causes of poor performance
Agree on process for future improvement
Agree on process for future improvement
Discuss alternatives for improving
Discuss alternatives for improving
© 2008 Prentice-Hall Business Publishing 34
Performance Appraisal InterviewPerformance Appraisal Interview
6. Establish key objectives, timetables, and standards for the upcoming performance period
6. Establish key objectives, timetables, and standards for the upcoming performance period
Summarize overall performance
(critical incidents)
Summarize overall performance
(critical incidents)
Review work objectives
Review work objectives
Objectives for next performance periodObjectives for next performance period
Discuss causes of poor performanceDiscuss causes of poor performance
Agree on process for future improvement
Agree on process for future improvement
Discuss alternatives for improving
Discuss alternatives for improving
© 2008 Prentice-Hall Business Publishing 35
Performance Appraisal InterviewPerformance Appraisal Interview
7. Leave the meeting on an encouraging and positive note
7. Leave the meeting on an encouraging and positive note Summarize overall
performance(critical incidents)
Summarize overall performance
(critical incidents)
Review work objectives
Review work objectives
Objectives for next performance periodObjectives for next performance period
Discuss causes of poor performanceDiscuss causes of poor performance
Agree on process for future improvement
Agree on process for future improvement
Discuss alternatives for improving
Discuss alternatives for improving
End with encouragement
End with encouragement
© 2008 Prentice-Hall Business Publishing 36
Maximizing Performance: CompensationMaximizing Performance: Compensation
Compensation
Pay- Pay structure
- Wage or salary- Broadband system- At-risk system or variable- Incentive plans
Benefits- Cafeteria-style plans
Rewards and motivation
Compensation
Pay- Pay structure
- Wage or salary- Broadband system- At-risk system or variable- Incentive plans
Benefits- Cafeteria-style plans
Rewards and motivation
© 2008 Prentice-Hall Business Publishing 37
Pay Structure: Traditional StructurePay Structure: Traditional Structure
Job evaluation points
Mo
nth
ly p
ay
$8,000
$7,000
$6,000
$5,000
$4,000
$3,000
$2,000
$1,000
100200
300400
500600
700800
9001000
11001200
13001400
Traditional Pay Structure
Adapted from Exhibit 8.8
© 2008 Prentice-Hall Business Publishing 38
1
2
3
Pay Structure: BroadbandPay Structure: Broadband
Job evaluation points
Mo
nth
ly p
ay
$8,000
$7,000
$6,000
$5,000
$4,000
$3,000
$2,000
$1,000
100200
300400
500600
700800
9001000
11001200
13001400
Broadband Pay Structure
Adapted from Exhibit 8.8
© 2008 Prentice-Hall Business Publishing 39
Maximizing Performance: Employee Development and Labor RelationsMaximizing Performance: Employee Development and Labor Relations
Career paths
- Cross-functional job rotation
Promotion
Termination
Layoffs
Labor relations
Career paths
- Cross-functional job rotation
Promotion
Termination
Layoffs
Labor relations
© 2008 Prentice-Hall Business Publishing 40
Managing a Diverse WorkforceManaging a Diverse Workforce
Ethnic diversity
Gender and diversity
- Glass ceiling
Sexual harassment
Ethnic diversity
Gender and diversity
- Glass ceiling
Sexual harassment
© 2008 Prentice-Hall Business Publishing 41
U.S. Workforce Demographic Changes, 1980–2020U.S. Workforce Demographic Changes, 1980–2020
18%
37%
0.8%
63%
10% 13%
2%
17%
0.6%
82%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
1980 2000 2020
African Americans Hispanics/Latinos Asian AmericansNative Americans Whites
18%
37%
0.8%
63%
10% 13%
2%
17%
0.6%
82%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
1980 2000 2020
African Americans Hispanics/Latinos Asian AmericansNative Americans Whites
Adapted from Exhibit 8.9
© 2008 Prentice-Hall Business Publishing 42
Projected Changes in the U.S. Population by Age and Ethnicity, 2000-2020Projected Changes in the U.S. Population by Age and Ethnicity, 2000-2020
-10
-5
0
5
10
15
20
25
0 to 17 18 to 24 25 to 44 45 to 64 65+
Whites Hispanic/Latinos African Americans Asian Americans
-10
-5
0
5
10
15
20
25
0 to 17 18 to 24 25 to 44 45 to 64 65+
Whites Hispanic/Latinos African Americans Asian AmericansAdapted from Exhibit 8.10
© 2008 Prentice-Hall Business Publishing 43
Major U.S. Federal Laws and RegulationsMajor U.S. Federal Laws and Regulations
Thirteenth AmendmentThirteenth Amendment
Abolished slaveryAbolished slavery All individualsAll individuals Court SystemCourt System
Fourteenth AmendmentFourteenth Amendment
Provides equal protection for all citizens and requires due process in state action
Provides equal protection for all citizens and requires due process in state action
State actions (e.g., decisions of governmental organizationsState actions (e.g., decisions of governmental organizations
Court SystemCourt System
Civil Rights Acts of 1866 and 1871
Civil Rights Acts of 1866 and 1871
Grant citizens right to make, perform, modify, or terminate contracts and enjoy all benefits, terms, and conditions of the contractual relationship
Grant citizens right to make, perform, modify, or terminate contracts and enjoy all benefits, terms, and conditions of the contractual relationship
Employers engaged in interstate commerceEmployers engaged in interstate commerce
EEOCEEOC
ActAct Enforcement
Agency
Enforcement
AgencyCoversCoversRequirementsRequirements
Adapted from Exhibit 8.11
© 2008 Prentice-Hall Business Publishing 44
Equal Pay Act of 1963Equal Pay Act of 1963
Requires that men and women performing equal jobs receive equal pay
Requires that men and women performing equal jobs receive equal pay
Employers with 15 or more employees working 20 or more weeks per year, labor unions, and employment agencies
Employers with 15 or more employees working 20 or more weeks per year, labor unions, and employment agencies
EEOCEEOC
Title VII of CRATitle VII of CRA Provides equal protection for all citizens; requires due process in state action
Provides equal protection for all citizens; requires due process in state action
State actions (e.g., decisions of governmental organizationsState actions (e.g., decisions of governmental organizations
Court SystemCourt System
Age Discrimination in Employment Act of 1967
Age Discrimination in Employment Act of 1967
Prohibits discrimination in employment against individuals 40 years of age or older
Prohibits discrimination in employment against individuals 40 years of age or older
Employers with 15 or more employees working 20 or more weeks per year; labor unions; employment agencies; federal government
Employers with 15 or more employees working 20 or more weeks per year; labor unions; employment agencies; federal government
EEOCEEOC
Major U.S. Federal Laws and Regulations(continued)Major U.S. Federal Laws and Regulations(continued)
ActAct Enforcement
Agency
Enforcement
AgencyCoversCoversRequirementsRequirements
Adapted from Exhibit 8.11
© 2008 Prentice-Hall Business Publishing 45
Rehabilitation Act of 1973Rehabilitation Act of 1973
Requires affirmative action in the employment of individuals with disabilities
Requires affirmative action in the employment of individuals with disabilities
Government agencies; federal contractors and subcontractors with contracts greater than $2,500
Government agencies; federal contractors and subcontractors with contracts greater than $2,500
OFCCPOFCCP
Americans with Disabilities ActAmericans with Disabilities Act
Prohibits discrimination against individuals with disabilities of 1990
Prohibits discrimination against individuals with disabilities of 1990
Employers with more than 15 employeesEmployers with more than 15 employees
EEOCEEOC
Executive Order 11246Executive Order 11246
Requires affirmative action in hiring women and minorities
Requires affirmative action in hiring women and minorities
Federal contractors and subcontractors with contracts greater than $10,000
Federal contractors and subcontractors with contracts greater than $10,000
OFCCPOFCCP
Adapted from Exhibit 15.8: Major U.S. Federal Laws and Regulations Related to Human Resource Management
Major U.S. Federal Laws and Regulations(continued)Major U.S. Federal Laws and Regulations(continued)
ActAct Enforcement
Agency
Enforcement
AgencyCoversCoversRequirementsRequirements
Adapted from Exhibit 8.11
© 2008 Prentice-Hall Business Publishing 46
Family and medical leave Act of 1993
Family and medical leave Act of 1993
Requires employers to provide 12 weeks of unpaid leave for family and medical emergencies
Requires employers to provide 12 weeks of unpaid leave for family and medical emergencies
Employers with more than 50 employeesEmployers with more than 50 employees
Department of LaborDepartment of Labor
Adapted from Exhibit 15.8: Major U.S. Federal Laws and Regulations Related to Human Resource Management
Major U.S. Federal Laws and Regulations(continued)Major U.S. Federal Laws and Regulations(continued)
ActAct Enforcement
Agency
Enforcement
AgencyCoversCoversRequirementsRequirements
Civil Rights Act of 1991Civil Rights Act of 1991
Prohibits discrimination (same as Title VII)Prohibits discrimination (same as Title VII)
Same as Title VII, plus applies Section 1981 to employment discrimination cases
Same as Title VII, plus applies Section 1981 to employment discrimination cases
OFCCPOFCCP
Adapted from Exhibit 8.11
© 2008 Prentice-Hall Business Publishing 47
Managing Diversity TodayManaging Diversity Today
Potential problems with diversity:
Communication problems and misunderstandings
Mistrust
Conflict and incompatible approaches to resolving the conflict
Lower group cohesiveness and greater subgroup formation
Potential problems with diversity:
Communication problems and misunderstandings
Mistrust
Conflict and incompatible approaches to resolving the conflict
Lower group cohesiveness and greater subgroup formation
How to leverage diversity:
Know yourself
Prepare yourself and your employees
Provide support
Guide behavior
How to leverage diversity:
Know yourself
Prepare yourself and your employees
Provide support
Guide behavior
© 2008 Prentice-Hall Business Publishing 48
Where the Workers AreWhere the Workers Are
33%
25%
17%
67%
75%
83%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
1950 1990 2025
Developed CountriesDeveloping Countries
33%
25%
17%
67%
75%
83%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
1950 1990 2025
Developed CountriesDeveloping Countries
Per
cen
tag
e o
f w
ork
ers
loca
ted
in
dev
elo
ped
an
d d
evel
op
ing
co
un
trie
s
Adapted from Exhibit 8.12