ch03.pptx

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Equal Employment Opportunity
and Human Resources
Management
1–1
The Challenges of Human Resources Management

permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 2 of 36
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Chapter Objectives
After studying this chapter, you should be able to
Explain the reasons behind passage of equal employment
opportunity (EEO) legislation.
Prepare an outline describing the major EEO laws and the
employment practices they prohibit. Describe what a bona fide
occupational qualification is.
Understand why sexual harassment, immigration reform, and other
practices such as discrimination based on a person’s weight,
appearance, and sexual orientation have become equal
employment opportunity issues.
Explain how the Uniform Guidelines on Employee Selection
Procedures were developed and how firms use them to ensure
they are abiding by the law.
Understand the concepts of adverse impact and disparate
treatment.
Understand EEOC record-keeping and posting requirements.
Describe how discrimination charges are processed by the EEOC.
Explain what affirmative action is and how companies today are
seeing the value of voluntarily having diverse workforces.
LEARNING OUTCOME 1
LEARNING OUTCOME 2
LEARNING OUTCOME 3
LEARNING OUTCOME 4
LEARNING OUTCOME 5
LEARNING OUTCOME 6
LEARNING OUTCOME 7
LEARNING OUTCOME 8

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Historical Perspective of EEO Legislation
• Equal Employment Opportunity (EEO)
 The treatment of individuals in all aspects of
employment—hiring, promotion, training, etc.
—in a fair and nonbiased manner.
• Changing National Values
• Economic Disparity
• Early Legal Developments
 Civil Rights Act (1866)
 Unemployment Relief Act (1933)
 Executive Order 8802 (1941)
3 of XX

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Government Regulation of Equal
Employment Opportunity
1–4

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Age Discrimination Actions
• Excluding older workers from important work activities.
• Making negative changes in the performance evaluations
of older employees.
• Denying older employees job-related education, career
development, or promotional opportunities.
• Selecting younger job applicants over older, better-
qualified candidates.
• Pressuring older employees into taking early retirement.
• Reducing the job duties and responsibilities of older
employees.
• Terminating older employees through downsizing.

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Government Regulation of Equal
Employment Opportunity
• Protected Classes
 Individuals of a minority race, women, older
people, and those with disabilities who are covered
by federal laws on equal employment opportunity
 More specifically the classes include race, color,
religion, national origin, sex, age, and those with
physical or mental disabilities.

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Major Federal Laws
1–7

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Jurisdiction of the Civil Rights Act of 1964
• All private employers in interstate commerce who employ
fifteen or more employees for twenty or more weeks per year
• State and local governments
• Private and public employment agencies, including the U.S.
Employment Service
• Joint labor-management committees that govern
apprenticeship or training programs
• Labor unions having fifteen or more members or employees
• Public and private educational institutions
• Foreign subsidiaries of U.S. organizations employing U.S.
citizens
1–8

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Exemptions From Antidiscrimination
Regulations
• Bona Fide Occupational Qualification (BFOQ)
 Suitable defense against a discrimination charge
only where age, religion, sex, or national origin is
an actual qualification for performing the job.
• Business Necessity
 Work-related practice that is necessary to the safe
and efficient operation of an organization.

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Religious Preference
• Title VII of the Civil Rights Act
 Prohibits discrimination based on religion in
employment decisions, though it permits employer
exemptions.
 Defines religion to “include all aspects of religious
observance and practice, as well as belief.”
 Does not require employers to grant complete
religious freedom in employment situations.
 Requires that employers make a reasonable
accommodation (at minimum cost) without incurring
undue hardship in the conduct of the business.

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Religious Preference (cont.)
• Managers or supervisors may have to
accommodate an employee’s religion in the
specific areas of
 holidays and observances (scheduling),
 personal appearance (wearing beards, veils,
or turbans), and
 religious conduct on the job (missionary work
among other employees).

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What Is a “Disability”?
• The Americans With Disabilities Act (ADA)
defines a disability as:
 A physical or mental impairment that substantially
limits one or more of the major life activities.
 A record of such impairment.
 Being regarded as having such an impairment.

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Americans with Disabilities Act of 1990
• The act requires employers to make a
reasonable accommodation for disabled people
 Reasonable accommodation is an attempt by
employers to adjust, without undue hardship, the
working conditions or schedules of employees with
disabilities or religious preferences

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Americans with Disabilities Act of 1990 (cont.)
• The ADA does not cover:
 Homosexuality or bisexuality
 Gender-identity disorders not resulting from physical
impairment or other sexual-behavior disorders
 Compulsive gambling, kleptomania, or pyromania
 Psychoactive substance-use disorders resulting from
current illegal use of drugs
 Current illegal use of drugs
 Infectious or communicable diseases of public health
significance (applied to food-handling jobs only and
excluding AIDS)

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Americans with Disabilities Act of 1990 (cont.)

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Other Federal Laws and Executive Orders

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Don’t Ask, Don’t Tell Repeal Act of 2010
• In 2010, the Don’t Ask, Don’t Tell Repeal Act was
enacted to end the ban on gay or bisexual persons
openly serving in the U.S. military
• The ban was established as a compromise
between the Clinton Administration and Congress
in the mid-1990s to prevent members of the
military from being dishonorably discharged for
being gay, so long as they did not openly reveal
their sexual orientation.

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Fair Employment Practice Laws
• Fair Employment Practices (FEPs)
 State and local laws governing equal employment
opportunity that are often more comprehensive than
federal laws.
 Although Title VII of the Civil Rights Act exempts
employers with fewer than fifteen employees, many
states extend antidiscrimination laws to smaller
employers with one or more workers.

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Sexual Harassment
• Sexual Harassment (under Title VII)
 Unwelcome advances, requests for sexual favors,
and other verbal or physical conduct of a sexual
nature in the working environment
 An employer is considered guilty of sexual
harassment when:
– The employer knew or should have known about
the unlawful conduct and failed to remedy it or to
take corrective action.
– The employer allows nonemployees (customers
or salespeople) to sexually harass employees.

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Sexual Harassment
• Quid Pro Quo Harassment
 Occurs when “submission to or rejection of sexual
conduct is used as a basis for employment decisions.”
 Involves a tangible or economic consequence,
such as a demotion or loss of pay.

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Sexual Harassment (cont.)
• Hostile Environment
 Occurs when unwelcome sexual conduct “has the
purpose or effect of unreasonably interfering with job
performance or creating an intimidating, hostile, or
offensive working environment.”
 Dirty jokes, vulgar slang, nude pictures, swearing, and
personal ridicule and insult constitute sexual
harassment when an employee finds them offensive.
 Courts use a “reasonable person” test for hostile
environment.

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Sexual Orientation
• Title VII of the Civil Rights Act of 1964 lists
“sex” (gender) as a protected class.
 Sexual orientation is not a valid defense against
discrimination—gender applies to one’s sex at
the time of birth and not to one’s sexual orientation.
 No federal law bars discrimination based on
sexual orientation, or transgender and
transsexual individuals.
 Companies—in support of their diversity initiatives—
are fostering “gay-friendly” work places.
 Most companies in the Fortune 500 now offer health
benefits to same-sex couples

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Immigration Reform and Control Act (1986)
• The U.S. Department of Justice, lists five actions
that employers must take to comply with the law:
 Having employees fill out their part of Form I-9.
 Checking documents establishing an employee’s
identity and eligibility to work.
 Complete the employer’s section of Form I-9.
 Retain Form I-9 for at least three years.
 Present Form I-9 for inspection to an Immigration
and Naturalization Service officer or to a Department
of Labor officer upon request.

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Emerging Employment Discrimination Issues
• Weight Discrimination
• Attractiveness and Discrimination
• Caregivers and Discrimination

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Uniform Guidelines on Employee
Selection Procedures
• Uniform Guidelines on Employee
 Is a procedural document published in the Federal
Register to assist employers in complying with federal
regulations against discriminatory actions.
 Applies to employee selection procedures in the areas
of hiring, retention, promotion, transfer, demotion,
dismissal, and referral.

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Selection Procedures (Cont.)
• Uniform Guidelines on Employee Selection
Procedures define discrimination as:
 The use of any selection procedure which has an
adverse impact on the hiring, promotion, or other
employment or membership opportunities of members
of any race, sex, or ethnic group will be considered to
be discriminatory and inconsistent with these
guidelines, unless the procedure has been validated in
accordance with these guidelines (or, certain other
provisions are satisfied).

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Validity
• The requirement that, when using a test or other
selection instrument to choose individuals for
employment, employers must be able to prove that
the selection instrument bears a direct relationship
to job success.
• Proof of validity is established through validation
studies that show the job relatedness or lack
thereof for the selection instrument under study.

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Forms of Discrimination
• Adverse Impact
 The rejection of a significantly higher percentage
of a protected class for employment, placement,
or promotion when compared with a
non-protected class.
 Possibly the unintentional result of an innocent
act, yet the outcome is still discriminatory.

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Determining Discrimination
• Adverse Rejection Rate, or Four-Fifths Rule
 Rule of thumb followed by the EEOC in determining
adverse impact for use in enforcement proceedings.
 According to the Uniform Guidelines, a selection
program has an adverse impact when the selection
rate for any racial, ethnic, or sex class is less than
four-fifths (or 80 percent) of the rate of the class with
the highest selection rate.
 The four-fifths rule is not a legal definition of
discrimination, rather it is used to monitor severe
discrimination practices.

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Determining Discrimination
• Restricted Policy (Disparate Treatment)
 An employer’s intentional unequal treatment or
evaluation by different standards of
protected-class members.
 A situation in which protected class members
receive unequal treatment or are evaluated by
different standards
• Workforce utilization analysis
 A process of classifying protected-class members
by number and by the type of job they hold within
the organization

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Enforcing Equal Employment
Opportunity Legislation
• Composition of EEOC
 Five members and a general counsel appointed by
the president and confirmed by the Senate
 Members serve staggered five-year terms
 No more than three commission members from the
same political party.
 General counsel serves a four-year term.
• Purpose of EEOC
 Formulating EEO policy and approving all litigation
involved in maintaining equal employment opportunity.

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Figure 3.5 (Cont.)

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Retaliation
• Managers and supervisors must not retaliate against
individuals who invoke their legal rights to file charges or
to support other employees during EEOC proceedings
• Title VII of the Civil Rights Act states that an employer
may not discriminate against any of his employees
because the employee has opposed any unlawful
employment practice, or because the employee has
made a charge, testified, assisted, or participated in any
manner in an investigation, proceedings, or hearing
under this Act.

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Preventing Discrimination Charges
• The foundation to preventing any form of
discrimination is having a comprehensive EEO policy
• Employers that do not have an EEO policy are
legally vulnerable
• A comprehensive EEO training program for
managers and supervisors will include:
 The prohibitions covered in the various EEO statutes
 Guidance on how to respond to complaints of
discrimination
 Procedures for investigating complaints
 Suggestions for remedying inappropriate behavior

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Affirmative Action and Diversity Management
• Affirmative Action
 Policy that goes beyond equal employment
opportunity by requiring organizations to comply with
the law and correct past discriminatory practices by
increasing the numbers of minorities and women in
specific positions
• Reverse Discrimination
 The act of giving preference to members of protected
classes to the extent that unprotected individuals
believe they are suffering discrimination

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Affirmative Action and Diversity Management

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Managing Diversity: Affirmative Action
• Challenges to Affirmative Action (AA):
 AA has not improved protected groups employment.
 Individuals hired under AA feel prejudged as inferior
performers, and are often viewed as “tokens.”
 AA programs have failed in assimilating protected
classes into the workforce.
 Preferences shown toward one protected class may
create conflicts between other minority groups.

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Beyond Affirmative Action: Leveraging Diversity

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Key Terms
adverse impact
affirmative action
bona fide occupational
qualification (BFOQ)
business necessity
charge form
disabled individual
disparate treatment
EEO-1 report
equal employment opportunity
fair employment practices
(FEPs)
four-fifths rule
protected classes
reasonable accommodation
reverse discrimination
sexual harassment
workforce utilization analysis

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Chapter 3 - Learning Outcomes
Learning Outcome Statements Related Outcomes from Body of the Text
1 Explain the reasons behind passage of equal employment
opportunity (EEO) legislation.
People’s attitudes towards discrimination have evolved over time in the
United States. What do you think will be the prevailing attitude of people
towards discrimination 20 years from now? Will there be more or less
discrimination in the workplace? Why?
2 Prepare an outline describing the major EEO laws and the
employment practices they prohibit. Describe what a bona
fide occupational qualification is.
How have EEO laws changed over time? What do you think HR
managers and first-line
3 Understand why sexual harassment, immigration reform, and
other practices such as discrimination based on a person’s
weight, appearance, and sexual orientation have become
equal employment opportunity issues.
Which types of discrimination do you think managers are most likely to
have to deal with on a regular basis and why?
4 Explain how the Uniform Guidelines on Employee Selection
Procedures were developed and how firms use them to
ensure they are abiding by the law.
As a manager, how would the Uniform Guidelines on Employee Selection
Procedures affect how you deal with employees and applicants?
5 Understand the concepts of adverse impact and disparate
treatment.
Have you ever been the victim of adverse or disparate impact? If so, in
what context? Discuss your experience with your classmates.
6 Understand EEOC record keeping and posting requirements. Why do you think the federal government treats small businesses
differently than large
7 Describe how discrimination charges are processed by the
EEOC.
In what ways do you think HR managers can help other managers deal
with discrimination complaints so there is less of a chance employees will
feel compelled to report them to the EEOC?
8 Explain what affirmative action is and how companies today
are seeing the value of voluntarily having diverse workforces.
What effect, if any, do you think ending affirmative action programs in the
United States have on the diversity and competitiveness of U.S.
businesses?

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