Please make sure that you follow all the teacher instruction beacuse she is a strict grader and you must follow the APA format that is require for this course. Make sure you watch out for spelling and grammar errors. This must be your own owrk and not copy and paste his is a DBA coure and the paper have to written on this level. Please read the sudy guide and Unit IV Intriduction Book reference: Gomez-Mejia, L. R., Balkin, D. B., & Cardy, R. L. (2016). Managing human resources (8th ed.) [VitalSource Bookshelf version]. Retrieved from https://online.vitalsource.com/#/books/9780133953718  Instructions In Unit III, you researched and analyzed the legal responsibilities of an organization and differences between diversity and affirmative action. You also examined challenges of managing diverse work teams and researched opportunities to improve the management of a diverse team. For this assignment, you will reflect on the research you conducted and write a paper that addresses the items below. Provide an introduction, and explain the role that human resources has in upholding legal responsibilities of an organization. Identify and discuss at least two current equal employment opportunity laws. Discuss the differences between management of diversity and affirmative action. Describe the challenges in managing a diverse work team. Provide examples of how the management of diverse teams can be improved within an organization. Your research paper must be at least three pages in length, not counting the title and reference pages, and must include at least four peer-reviewed sources. Be sure to support your research paper with the resources you located for your annotated bibliography in Unit III. Use APA style for your paper. Resources The following resource(s) may help you with this assignment. Citation Guide CSU Online Library Research Guide Submit Writing Center Request Unit IV Introduction Recruiting and Selecting Employees Human Resource Supply and Demand                               Human resource planning is the process an organization uses to ensure that it has the right amount and the right kinds of people to deliver a particular level of output or services in the future.  Failures in HR planning can lead to labor shortages, layoffs, and significant financial costs. A. Forecasting Techniques   There are two basic categories of forecasting techniques: qualitative and quantitative. Quantitative techniques have two main limitations. The first is that most rely heavily on past data or previous relations between staffing levels and other variables. The second is that most of these techniques are quite old and do not translate well in smaller organizations. Qualitative techniques, however, rely on expert judgments or subjective estimates of labor supply and demand. Methods of Forecasting Demand Quantitative techniques—regression analysis, ratio analysis Judgmental (qualitative) techniques—top-down approach, bott.

1. Please make sure that you follow all the teacher instruction
beacuse she is a strict grader and you must follow the APA
format that is require for this course. Make sure you watch out
for spelling and grammar errors. This must be your own owrk
and not copy and paste his is a DBA coure and the paper have to
written on this level. Please read the sudy guide and Unit IV
Intriduction
Book reference: Gomez-Mejia, L. R., Balkin, D. B., & Cardy, R.
L. (2016).
Managing human resources
(8th ed.) [VitalSource Bookshelf version]. Retrieved from
https://online.vitalsource.com/#/books/9780133953718
Instructions
In Unit III, you researched and analyzed the legal
responsibilities of an organization and differences between
diversity and affirmative action. You also examined challenges
of managing diverse work teams and researched opportunities to
improve the management of a diverse team.
For this assignment, you will reflect on the research you
conducted and write a paper that addresses the items below.
Provide an introduction, and explain the role that human
resources has in upholding legal responsibilities of an
organization.
Identify and discuss at least two current equal employment

2. opportunity laws.
Discuss the differences between management of diversity and
affirmative action.
Describe the challenges in managing a diverse work team.
Provide examples of how the management of diverse teams can
be improved within an organization.
Your research paper must be at least three pages in length, not
counting the title and reference pages, and must include at least
four peer-reviewed sources.
Be sure to support your research paper with the resources you
located for your annotated bibliography in Unit III. Use APA
style for your paper.
Resources
The following resource(s) may help you with this assignment.
Citation Guide
CSU Online Library Research Guide
Submit Writing Center Request
Unit IV Introduction
Recruiting and Selecting Employees

3. Human Resource Supply and Demand
Human resource planning is the process an organization uses to
ensure that it has the right amount and the right kinds of people
to deliver a particular level of output or services in the future.
Failures in HR planning can lead to labor shortages, layoffs,
and significant financial costs.
A.
Forecasting Techniques
There are two basic categories of forecasting techniques:
qualitative and quantitative. Quantitative techniques have two
main limitations. The first is that most rely heavily on past data
or previous relations between staffing levels and other
variables. The second is that most of these techniques are quite
old and do not translate well in smaller organizations.
Qualitative techniques, however, rely on expert judgments or
subjective estimates of labor supply and demand.
Methods of Forecasting Demand
Quantitative techniques—regression analysis, ratio analysis
Judgmental (qualitative) techniques—top-down approach,
bottom-up approach
Methods of Forecasting Supply
Quantitative techniques—Markov analysis

4. b. Judgmental techniques—executive
reviews,
succession planning, vacancy analysis
The Hiring
Process
The hiring process has three components: recruiting, selection,
and socialization.
Challenges in the Hiring Process
Despite the obvious importance of selecting the best from the
available talent, the hiring process is fraught with challenges.
The most important of these are: determining what
characteristics are most important to performance, measuring
those characteristics, evaluating applicants' motivation levels,
and deciding who should make the selection decision.
A.
Determining the Characteristics Most Important to Performance
The characteristics important to performance are not always
obvious because the job changes over time. The culture of the
organization may also play a role, and different people in the
company may be looking for different things in a new
employee.

5. B.
Measuring the Characteristics That Determine Performance
Some tests are better than others at predicting job performance,
and they can vary widely in cost.
C.
The Motivation Factor
Performance = Ability x Motivation
D.
Who Should Make the Decision?
Depending on the job it should be a combination of the HR
department, the manager, and potentially the new hire’s
subordinates.
Meeting the Challenges of Effective Staffing
Choosing the right person for a job can make a tremendous
difference in productivity and customer satisfaction. Choosing
the wrong person can result in sluggish operations and lost
business and customers. For these reasons it is important that
each step of the staffing process be managed carefully.
A. Recruitment
Issues include sources and costs of recruitment, external versus
internal candidates, recruiting protected classes, and planning
the recruitment effort.

6. 1. Nontraditional recruiting in the current labor market
2. External versus internal candidates
3. Recruiting protected classes
4. Planning the recruitment effort
5. Planning your job search
B. Selection
Reliability and validity terms are important and defined here.
Extensive coverage is given to selection tools as predictors of
job performance, as well as combining predictors, selection and
total quality management, reactions to selection devices, and
manager reactions to selection systems.
1. Reliability and validity
2. Selection tools as predictors of job performance
a. Letters of recommendation
b. Application forms
c. Ability tests
Personality tests
Honesty tests

7. f. Interviews
g. Assessment centers
h. Drug test
i. Reference checks
j. Background checks
k. Handwriting analysis
3. Combining predictors
4. Selection and the person/organization fit
5. Reactions to selection devices
a. Applicant reactions to selection devices
b. Manager reactions to selection systems
IV. Legal Issues in Staffing
Legal concerns can play an exceptionally important role in
staffing, particularly in selection. Selection is affected by a
number of legal constraints, most notably federal legislation and
its definition of illegal discrimination. Negligent hiring
concerns have increased in recent years, and attention is given
to that issue as well.
A. Discrimination Laws
To lower the chances of lawsuits, firms should ensure that
selection techniques are job related. In other words, the best

8. defense is evidence of the validity of the selection process.
B. Affirmative Action
Federal Executive Order 11246 requires organizations that are
government contractors or subcontractors to have affirmative
action plans in place.
C. Negligent Hiring
Negligent hiring refers to a situation in which an employer fails
to use reasonable care in hiring an employee who then commits
a crime while in his or her position in the organization.
Conducting a termination or layoff is one of the most sensitive
and difficult things that a manager will ever have to do. There
are a number of factors to consider when conducting this
process, and the manner in which the termination or layoff is
performed and managed has impact on not only the affected
employee but also those who remain with the organization in its
aftermath. Additionally, many separations (voluntary or
involuntary) can be avoided through good management
practices. The cost of separations to the organization are much
higher than many people realize, making good management
practices even more important.
Managing Employee Separations, Downsizing, and
Outplacement
I. What Are Employee
Separations?
An employee separation occurs when an employee ceases to be
a member of an organization. The rate of employee separations
in an organization (the turnover rate) is a measure of the rate at
which employees leave the firm.

9. A. The Costs of Employee Separations
There are always costs associated with employee separations.
The cost may be more or less, depending on whether managers
intend to eliminate the position or to replace the departing
employee. Costs included in separations include recruitment
costs, selection costs, training costs, and separation costs.
B. The Benefits of Employee Separations
Although many people understand the costs of employee
separations, there are benefits as well. Some of the benefits of
separations include reduced labor costs, replacement of poor
performers, increased innovation, and opportunity for greater
diversity.
II. Types of Employee
Separations
Employee separations can be divided into two categories based
on who initiates the termination of the employment
relationship. Voluntary separations (quits and retirements) are
initiated by the employee. Involuntary separations (discharges
and layoffs) are initiated by the employer.
A.
Voluntary Separations
Voluntary separations occur when an employee decides to end
the relationship with the employer. These separations include
quits and retirements.
B. Involuntary Separations

10. Involuntary separations occur when management decides to
terminate its relationship with an employee due to economic
necessity or a poor fit between the employee and the
organization. Involuntary separations include discharges,
layoffs, and downsizing and rightsizing.
III. Managing Early Retirements
When a company realizes that it needs to downsize its scale of
operations, its first task is to examine alternatives to layoffs.
One of the most popular of these methods is early retirement.
A. The Features of Early Retirement Policies
Early retirement policies consist of two features: (a) a package
of financial incentives that make it attractive for senior
employees to retire earlier than they planned and (b) an open
window that restricts eligibility to a fairly short period. After
the window is closed, the incentives are no longer available to
senior employees.
B. Avoiding Problems with Early Retirements
Managing early retirement policies requires careful design,
implementation, and administration. When not properly
managed, early retirement policies can cause a host of
problems. All managers with senior employees should make
certain that they do not treat senior employees any differently
than other employees.
IV. Managing
Layoffs

11. Generally, an organization will institute a layoff when it cannot
reduce its labor costs by any other means. Managers should
first try to reduce labor costs with layoff alternatives.
A. Alternatives to Layoffs
There are many alternative methods of reducing labor costs that
management should explore before deciding to conduct a
layoff. These alternatives include things such as changes in
employment policies, job design, pay and benefits policies, and
training.
B. Implementing a Layoff
A layoff can be a traumatic event that affects the lives of
thousands of people, so managers must implement the layoff
carefully. Issues that need to be considered include notifying
employees, developing layoff criteria, communicating with laid-
off employees, coordinating media relations, maintaining
security, and reassuring survivors of the layoff.
V. Outplacement
Outplacement is a human resource program created to help
separated employees deal with the emotional stress of job loss
and to provide assistance in finding a new job.
A. The Goals of Outplacement
The goals of outplacement reflect the organization's need to
maintain employee productivity. The most important of these
goals are (1) reducing the morale problems of employees who
will be laid off so that they will remain productive, (2)
minimizing the amount of litigation initiated by separated

12. employees, and (3) assisting separated employees in quickly
finding comparable jobs.
B.
Outplacement Services
The most common outplacement services provided to separated
employees are emotional support and job-search assistance.
These services can help achieve the goals of outplacement.