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Hrm 11e dessler 02
1.
© 2008 Prentice
Hall, Inc.© 2008 Prentice Hall, Inc. All rights reserved.All rights reserved. PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie Cook The University of West AlabamaThe University of West Alabama 1 Human ResourceHuman Resource ManagementManagement ELEVENTH EDITIONELEVENTH EDITION G A R Y D E S S L E RG A R Y D E S S L E R Equal Opportunity and the LawEqual Opportunity and the Law Chapter 2Chapter 2 Part 1 | IntroductionPart 1 | Introduction
2.
© 2008 Prentice
Hall, Inc. All rights reserved. 2–2 After studying this chapter, you should be able to: 1.1. Cite the main features of at least five employmentCite the main features of at least five employment discrimination laws.discrimination laws. 2.2. DefineDefine adverse impactadverse impact and explain how it is provedand explain how it is proved and what its significance is.and what its significance is. 3.3. Explain and illustrate two defenses you can use in theExplain and illustrate two defenses you can use in the event of discriminatory practice allegations.event of discriminatory practice allegations. 4.4. Avoid employment discrimination problems.Avoid employment discrimination problems. 5.5. Cite specific discriminatory personnel managementCite specific discriminatory personnel management practices in recruitment, selection, promotion, transfer,practices in recruitment, selection, promotion, transfer, layoffs, and benefits.layoffs, and benefits. 6.6. Define and discussDefine and discuss diversity managementdiversity management..
3.
© 2008 Prentice
Hall, Inc. All rights reserved. 2–3 Early Court Decisions RegardingEarly Court Decisions Regarding Equal Employment Opportunity (cont’d)Equal Employment Opportunity (cont’d) • Albemarle Paper Company v. MoodyAlbemarle Paper Company v. Moody If a test is used to screen candidates, then the job’sIf a test is used to screen candidates, then the job’s specific duties and responsibilities must be analyzedspecific duties and responsibilities must be analyzed and documented.and documented. The performance standards for the job should beThe performance standards for the job should be clear and unambiguous.clear and unambiguous. Federal guidelines on validation are to be used forFederal guidelines on validation are to be used for validating employment practices.validating employment practices.
4.
© 2008 Prentice
Hall, Inc. All rights reserved. 2–4 Employer Obligations Under ADAEmployer Obligations Under ADA • An employer must make a reasonable accommodation forAn employer must make a reasonable accommodation for a qualified disabled individual unless doing so would resulta qualified disabled individual unless doing so would result in undue hardship.in undue hardship. • Employers are not required to lower existing performanceEmployers are not required to lower existing performance standards or stop using tests for a job.standards or stop using tests for a job. • Employers may ask pre-employment questions about essentialEmployers may ask pre-employment questions about essential job functions but can not make inquiries about disability.job functions but can not make inquiries about disability. • Medical exams (or testing) for current employees must beMedical exams (or testing) for current employees must be job-related.job-related. • Employers should review job application forms, interviewEmployers should review job application forms, interview procedures, and job descriptions for illegal questions andprocedures, and job descriptions for illegal questions and statements.statements. • Employers should have up-to-date job descriptions that identifyEmployers should have up-to-date job descriptions that identify the current essential functions of the job.the current essential functions of the job.
5.
© 2008 Prentice
Hall, Inc. All rights reserved. 2–5 Disabilities and ADADisabilities and ADA • Courts will tend to define “disabilities” quite narrowly.Courts will tend to define “disabilities” quite narrowly. • Employers are not required to tolerate misconductEmployers are not required to tolerate misconduct or erratic performance, even if the behaviors can beor erratic performance, even if the behaviors can be attributed to the disability.attributed to the disability. • Employers do not have to create a new job for theEmployers do not have to create a new job for the disabled worker nor reassign that person to a light-dutydisabled worker nor reassign that person to a light-duty position for an indefinite period, unless such a positionposition for an indefinite period, unless such a position exists.exists. • Employers should not treat employees as if they areEmployers should not treat employees as if they are disabled so that they will not be “regarded as” disableddisabled so that they will not be “regarded as” disabled and protected under the ADA.and protected under the ADA.
6.
© 2008 Prentice
Hall, Inc. All rights reserved. 2–6 State and Local Equal EmploymentState and Local Equal Employment Opportunity LawsOpportunity Laws • State and Local LawsState and Local Laws Cannot conflict with federal law but can extendCannot conflict with federal law but can extend coverage to additional protected groups.coverage to additional protected groups. The EEOC can defer a discrimination charge to stateThe EEOC can defer a discrimination charge to state and local agencies that have comparable jurisdiction.and local agencies that have comparable jurisdiction.
7.
© 2008 Prentice
Hall, Inc. All rights reserved. 2–7 Other Considerations in DiscriminatoryOther Considerations in Discriminatory Practice DefensesPractice Defenses 1.1. Good intentions are no excuse.Good intentions are no excuse. 2.2. Employers cannot hide behind collectiveEmployers cannot hide behind collective bargaining agreements—equal opportunitybargaining agreements—equal opportunity laws override union contract agreements.laws override union contract agreements. 3.3. Firms should react by agreeing to eliminate anFirms should react by agreeing to eliminate an illegal practice and (when required) byillegal practice and (when required) by compensating the people discriminatedcompensating the people discriminated against.against.
8.
© 2008 Prentice
Hall, Inc. All rights reserved. 2–8 Mandatory ArbitrationMandatory Arbitration • Gilmer v. Interstate/Johnson Lane Corp.Gilmer v. Interstate/Johnson Lane Corp. Employers can compel employees to agreeEmployers can compel employees to agree to mandatory arbitration of employment-relatedto mandatory arbitration of employment-related disputes.disputes. • RecommendationsRecommendations Request party be compelled to arbitrate claim.Request party be compelled to arbitrate claim. Insert arbitration clause in employment applicationsInsert arbitration clause in employment applications and employee handbooks.and employee handbooks. Protect arbitration process from appeal.Protect arbitration process from appeal. • Alternative Dispute Resolution (ADR)Alternative Dispute Resolution (ADR)
9.
© 2008 Prentice
Hall, Inc. All rights reserved. 2–9 Diversity Management ProgramDiversity Management Program 1 2 3 4 5 Steps in a Diversity Management Program: Assess the situation Provide strong leadership Provide diversity training and education Change culture and management systems Evaluate the diversity management program
10.
© 2008 Prentice
Hall, Inc. All rights reserved. 2–10 Designing an Affirmative Action ProgramDesigning an Affirmative Action Program • Good Faith Effort StrategyGood Faith Effort Strategy Eliminating the present effects of past practicesEliminating the present effects of past practices that excluded or underutilized protected groups.that excluded or underutilized protected groups. Identification through numerical analysis.Identification through numerical analysis. Proactive elimination of employment barriers.Proactive elimination of employment barriers. Increased minority or female applicant flow.Increased minority or female applicant flow. • Increasing Employee Support forIncreasing Employee Support for Affirmative ActionAffirmative Action Transparent selection proceduresTransparent selection procedures CommunicationCommunication JustificationsJustifications
11.
© 2008 Prentice
Hall, Inc. All rights reserved. 2–11 Reverse DiscriminationReverse Discrimination • Reverse DiscriminationReverse Discrimination Discrimination against non-minority applicants andDiscrimination against non-minority applicants and employees by quota-based systems.employees by quota-based systems. Bakke v. Regents of the University of CaliforniaBakke v. Regents of the University of California Wygant v. Jackson Board of EducationWygant v. Jackson Board of Education U.S. v. ParadiseU.S. v. Paradise Johnson v. Transportation Agency, Santa ClaraJohnson v. Transportation Agency, Santa Clara CountyCounty
12.
© 2008 Prentice
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