The document discusses human resource management (HRM) and job analysis. It defines HRM as the process of finding, developing, and keeping qualified employees. Job analysis is the foundation of HRM and involves systematically collecting information about the important aspects of a job, including tasks, qualifications, skills and abilities needed. The document outlines legal compliance issues related to HRM, including equal employment opportunity laws that prohibit discrimination based on characteristics such as race, sex, disability status and other protected classes.
Employers in Utah can fire their employees for any reason or no reason at all. There are limitations to this rule - you can't fire an employee, for example, based on race, gender, religion, or age, or if doing so would breach a contract. You also can't fire an employee if doing so would violate "public policy." This presentation walks through this third limitation on Utah's at-will doctrine, its scope and its pitfalls, and the ways to potentially avoid its traps.
Employers in Utah can fire their employees for any reason or no reason at all. There are limitations to this rule - you can't fire an employee, for example, based on race, gender, religion, or age, or if doing so would breach a contract. You also can't fire an employee if doing so would violate "public policy." This presentation walks through this third limitation on Utah's at-will doctrine, its scope and its pitfalls, and the ways to potentially avoid its traps.
Government agencies are expanding their focus on employees’ rights, social media, and other employer policies and it is not just social media policies that are being invalidated. Susan and Nick discuss how recent changes in social media law might affect your company’s confidentiality policies, hiring policies and practices, and discrimination and harassment policies.
Harassment and Discrimination Prevention Training for California Managers provides a comprehensive and interactive learning experience that satisfies California AB 1825 requirements but also offers practical, real-world strategies for today’s manager.
The state requires that all managers in California complete two hours of harassment training every other year and that new managers complete the training within six months of hire or promotion. Although managers outside of California are exempt from the requirement, it is highly recommended that any manager responsible for employees working in California also dedicate time to this learning opportunity to ensure there is a strong understanding of California’s broad protections for workers and steps that a business and a manager can take to reduce their exposure to risk in this area.
Log in for a basic understanding of California regulations as well as updates on:
• The affirmative obligation
• Personal liability of supervisors
• Updated disability protections
• New protected classes
Presented by Human Resources Account Manager, Rebecca McDonough, CA-SPHR.
Human Resources Planning and Recruitment Before hiring anyLizbethQuinonez813
Human Resources Planning and Recruitment
Before hiring anyone, it is important to know what an organization's skills and needs are. If a
good job analysis has been performed for positions in the organization, that job analysis provides
much of the basis for HR recruitment planning. Once the planning process has been advanced,
recruiting for employees in an organization can take place. As discussed on week 1, human
resource needs in an organization must address the internal needs of the organization and the
external influences of society. Once those needs are determined, an organization can begin
recruiting to fill those needs. The recruitment planning process consists of figuring out how many
employees the organization must hire with particular skills to be successful, and then determine
what specific skills and attributes those employees should have. There are many techniques that
can help with the recruiting effort.
Recruiting
Recruiting is a natural outgrowth of human resources planning. Once the plan identifies what
skills are needed in the organization, it is time to begin recruiting for those skills.
There are two levels of recruiting:
1. The human resources department manages the process, making sure it follows
organizational and legal recruiting guidelines.
2. The managerial level of recruiting personnel provides the content expertise to ensure that
people with appropriate skills to fit specific needs are recruited.
The basic questions that must be answered when recruiting include:
• What skills are needed?
• What techniques should be used for recruiting for those particular skills?
• How long will the recruiting process take (time lapse) before the new recruits are on the
job?
• How many job applicants will be qualified and hired (yield ratios) using the recruiting
techniques that are selected?
• Should the recruiting take place internally or externally?
The human resources planning and the job analyses will already determine the skills needed in
the organization. It is important that the human resources manager keep the managers in the
departments focused on meeting the strategic planning goals. Sometimes the department
managers are more concerned with operational (short-term) needs and overlook strategic needs.
It is also important for the human resources department to make sure that department
managers are educated about the legal and ethical concerns of recruiting. Department managers
are often so focused on hiring people who are like the people who have been successful in their
departments in the past, that they are unaware of the advantages of recruiting people who may
bring new ideas and attitudes into the organization, but who may look and act differently.
There are many ways to ensure that people who have needed skills become aware that your
organization is recruiting for their skills. Generally, the more focused on skills, the less general a
recruitme ...
Government agencies are expanding their focus on employees’ rights, social media, and other employer policies and it is not just social media policies that are being invalidated. Susan and Nick discuss how recent changes in social media law might affect your company’s confidentiality policies, hiring policies and practices, and discrimination and harassment policies.
Harassment and Discrimination Prevention Training for California Managers provides a comprehensive and interactive learning experience that satisfies California AB 1825 requirements but also offers practical, real-world strategies for today’s manager.
The state requires that all managers in California complete two hours of harassment training every other year and that new managers complete the training within six months of hire or promotion. Although managers outside of California are exempt from the requirement, it is highly recommended that any manager responsible for employees working in California also dedicate time to this learning opportunity to ensure there is a strong understanding of California’s broad protections for workers and steps that a business and a manager can take to reduce their exposure to risk in this area.
Log in for a basic understanding of California regulations as well as updates on:
• The affirmative obligation
• Personal liability of supervisors
• Updated disability protections
• New protected classes
Presented by Human Resources Account Manager, Rebecca McDonough, CA-SPHR.
Human Resources Planning and Recruitment Before hiring anyLizbethQuinonez813
Human Resources Planning and Recruitment
Before hiring anyone, it is important to know what an organization's skills and needs are. If a
good job analysis has been performed for positions in the organization, that job analysis provides
much of the basis for HR recruitment planning. Once the planning process has been advanced,
recruiting for employees in an organization can take place. As discussed on week 1, human
resource needs in an organization must address the internal needs of the organization and the
external influences of society. Once those needs are determined, an organization can begin
recruiting to fill those needs. The recruitment planning process consists of figuring out how many
employees the organization must hire with particular skills to be successful, and then determine
what specific skills and attributes those employees should have. There are many techniques that
can help with the recruiting effort.
Recruiting
Recruiting is a natural outgrowth of human resources planning. Once the plan identifies what
skills are needed in the organization, it is time to begin recruiting for those skills.
There are two levels of recruiting:
1. The human resources department manages the process, making sure it follows
organizational and legal recruiting guidelines.
2. The managerial level of recruiting personnel provides the content expertise to ensure that
people with appropriate skills to fit specific needs are recruited.
The basic questions that must be answered when recruiting include:
• What skills are needed?
• What techniques should be used for recruiting for those particular skills?
• How long will the recruiting process take (time lapse) before the new recruits are on the
job?
• How many job applicants will be qualified and hired (yield ratios) using the recruiting
techniques that are selected?
• Should the recruiting take place internally or externally?
The human resources planning and the job analyses will already determine the skills needed in
the organization. It is important that the human resources manager keep the managers in the
departments focused on meeting the strategic planning goals. Sometimes the department
managers are more concerned with operational (short-term) needs and overlook strategic needs.
It is also important for the human resources department to make sure that department
managers are educated about the legal and ethical concerns of recruiting. Department managers
are often so focused on hiring people who are like the people who have been successful in their
departments in the past, that they are unaware of the advantages of recruiting people who may
bring new ideas and attitudes into the organization, but who may look and act differently.
There are many ways to ensure that people who have needed skills become aware that your
organization is recruiting for their skills. Generally, the more focused on skills, the less general a
recruitme ...
HUMAN RESOURCE MANAGEMENTMSL660MPA606Hall #2Following .docxwellesleyterresa
HUMAN RESOURCE MANAGEMENT
MSL660/MPA606
Hall #2
Following the Law and Getting the Job
Right
Format for Hall session
• Introduction of the Hall
• Hall Topics
• Christian worldview applications
• Major points for the week’s learning
2
Topics we’ll cover
• Equal Employment Opportunity and Its Concepts
• Employment Law
• The Debate about Affirmative Action
• Sexual Harassment
• Diversity
• Jobs
▫ Job Design
▫ Job Characteristics
▫ Job Analysis
▫ Job Descriptions & Job Specifications
3
Biblical Foundation: Luke 18:9-14
4
Hall Objectives
• Get a good understanding of the Employment
Laws that organizations must adhere to.
• The debate about Affirmative Action
• The importance of training managers and
employees regarding sexual harassment
• The benefits of diversity
• Discuss all of the aspects that an organization
goes through regarding jobs.
5
Questions or Topics for Reflection &
Study
• What laws do employers have to adhere to when
dealing with applicants and employees?
• What is diversity and why is it important to
employers?
• What is job analysis and its process?
• What is a job description and why is it important
to be accurate?
6
Equal Employment Opportunity (EEO)
Concepts
• Protected category – a group identified for protection under EEO laws
and regulations
• Include:
▫ Race, ethnic origin, color (including multiracial/ethnic backgrounds)
▫ Sex/gender (including pregnant women and also men in certain
situations)
▫ Age (individuals over 40)
▫ Individuals with disabilities
▫ Military experience (military status employees and Vietnam-era
veterans)
▫ Religion (special beliefs and practices)
▫ Marital status (some states)
▫ Sexual orientation (some states and cities)
7
Equal Employment Opportunity (EEO)
Concepts (cont.)
• Disparate treatment – occurs when members of a
group are treated differently from others.
▫ Different standards are used to judge individuals; or
▫ The same standard is used, but it is not related to the
individuals’ jobs
• Disparate impact – occurs when members of a group
are substantially underrepresented as a result of
employment decisions that work to their disadvantage.
8
Equal Employment Opportunity (EEO)
Concepts (cont.)
• Business necessity & job relatedness
• Bona fide occupational qualification (BFOQ)
• Burden of proof
• Retaliation
• Equal employment
• Blind to differences
• Affirmative action – Employers are urged to
employee people based on their race, age, gender, or
national origin to make up for historical discrimination
9
The Debate about Affirmative Action
• Fig. 3-3
10
Arguments: Why Affirmation Action
is Needed
Arguments: Why Affirmation Action is Not
Needed
Source: Mathis & Jackson (2011), Human Resource Management (13th ed.),
Mason, OH, Cengage Southwestern.
Employment Law
• Civil Rights Act of 1964, Title VII
• Executive Orders 11246, 11375, & 11478
• Civil Rights Act of 1991
• Pregnancy Act of 1978
• Equal Pay Act of ...
Hiring & Onboarding Legal Skills You Must KnowBeau Howard
This slide deck covers various employment law topics for 2018 related to structuring application and interview questions, credit and background checks, Form I-9 and immigration compliance methods, and the use of E-verify.
Hiring new staff can be exciting and frightening at the same time. Finding your next great hire is hard enough without all the legal risks. That is why Safe Hire is an essential training for anyone with responsibility for hiring or screening applicants. You will learn to minimize the risks due to negligent hiring and implement an effective, legal safe hiring program. We’ll begin with a detailed look at the legally protected classes and common ways they face discrimination in interviews.
Next, we’ll take a practical look at a model hiring process and discuss ways to prevent discrimination at every step. We’ll end with a proven model for structuring your selection process. Our goal is to prepare you to interview and hire with confidence.
Is your Talent Acquisition process fully compliant with the law? Covering the recruiting and hiring process chronologically, the experts at Newton and EBI address everything from the point of creating and posting a job, to attaining candidate authorization and running background checks. Eligible for SHRM and HRCI credits.
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
2. MANA3335
2
HumanResourceManagement(HRM)
The process of finding, developing, and keeping the right people to form a
qualified work force.
Attracting Qualified
Employees
Developing
Qualified Employees
Keeping Qualified
Employees
•Recruiting
•Selection
•Training
•Performance
Appraisal
•Compensation
•Employee
Separation
4. MANA3335
Jobanalysis
4
• Systematic process for collecting
information on the important work-
related aspects of a job
• Job descriptions: basic tasks,
duties, and responsibilities
required of an employee holding a
particular job
• Job specifications: qualifications
needed to successfully perform a
particular job
Job Analysis Database O*NET
http://online.onetcenter.org
5. MANA3335
Howisajobanalysisdone?
5
• Review organizational documents – org charts, policies and procedures,
production records
• Gather information from Subject Matter Experts (SMEs):
• Currently employed individuals, supervisors, clients, former job
holders, professional resources like SHRM
Data Collection Techniques
• Observation – directly observe incumbents. Good for manual, repetitive jobs with
a short cycle
• Interviews – generates rich data but is expensive and time-consuming. Lacks
anonymity
• Critical incidents – ask employees to describe specific situations that exemplifies
GOOD or BAD performance.
• Questionnaires – most common method, economical, anonymous, downside is
possibly missing content areas
• Report the FREQUENCY and IMPORTANCE of work activity
7. MANA3335
Whatisjobanalysis?
7
• Knowledge – the factual / procedural information about performing a task
• Skill – individual’s level of proficiency at performing a task
• Ability – capability that individual possesses
• Other Characteristics – personality, motivation, education, licensure and experience
• Scope of responsibility (supervision details)
• Tools and equipment used
• Work context and environment
• Personal and physical demands of the job
KSAOs
10. MANA3335
EqualEmploymentOpportunityLaws
Which characteristics are protected?
10
Genetic
Information
Criminal History
Attractiveness
National Origin
Sex
Marital Status
Gender Identity
Race
Morbid Obesity
Childbirth
Political Affiliation
Pregnancy
Veteran Status
Bankruptcy
Obesity
Mental Disability
Age
Unemployment
Color
Sexual Orientation
Religion
11. MANA3335
TitleVIIoftheCivilRightsAct(1964,1991)
11
• Prohibits discrimination based on race, color, sex, religion, and national origin
• Applied to all organizations with 15+ employees except private clubs, Indian
reservations, religious organizations
• Major Changes in 1991
• Burden of persuasion rests with employer, not employee
• Employees can get more money
• Compensatory damages – future monetary loss, emotional pain, loss of
enjoyment of life
• Punitive damages – punish organizations who violate laws by having them pay
more than the actual losses
• Norming (picking best person from each group) is illegal
• Exceptions bona fide occupational qualification (BFOQ)
12. MANA3335
Whenisdiscriminationlegal?
Bona fide occupational qualification (BFOQ) – an exception in
employment law that permits sex, age, religion, and the like to be used
when making employment decisions, but only if they are “reasonably
necessary to the normal operation of that particular business.”
BFOQs are strictly monitored by the Equal Employment Opportunity
Commission.
Examples?
12
13. MANA3335
AmericansWithDisabilitiesActof1990
• Prohibits discrimination against qualified employees with disabilities
• Defines disability as:
• Physical or mental impairment that restricts life activities (e.g., blindness, paralysis)
• Has a history of disability (e.g., cancer is in remission, history of mental illness)
• Being regarded as having a disability (refers to subjective reactions, e.g., someone who is
disfigured)
• Who is covered?
• YES: intellectual disability, emotional or mental illness, morbid obesity and learning disabilities
• NO: obesity, substance abuse, irritability and poor judgment
• Employers are required to provide reasonable accommodations (e.g., providing written materials on
audiotape, sign language interpreters, modifying equipment). Most (2/3rds) cost less than $500 and
many cost nothing.
VIDEO EXAMPLE
13
14. MANA3335
Otherprotections
14
Age Discrimination in Employment Act (1967)
• Prohibits discrimination against individuals
40+ years
• 1 in 5 US employees is 40+
• Especially relevant when organizations
downsize
Uniformed Services Employment and
Reemployment Rights Act
• Clarifies and strengthens the Veterans’
Reemployment Rights Statute; provides
protections for veterans seeking jobs
• Employers must reemploy workers who left
jobs to fulfill military duties for up to 5 years.
• Employer must provide them with the same
seniority, status, and pay rate they would
have earned if their employment had not
been interrupted
Genetic Information Nondiscrimination Act of 2008
• Prohibits discrimination based on genetic
information from a person’s genetic tests, genetic
test of family members, or family medical histories
• Employers may not intentionally obtain this
information
• Exception if employee voluntarily participating in
a wellness program, requesting time off to care
for a sick relative, etc. In these situations,
employer must keep the information confidential
Pregnancy Discrimination Act (1978)
• Prohibits discrimination on the basis of pregnancy,
childbirth, or related medical conditions
16. MANA3335
Sexualorientationandgenderidentity
Currently NO federal statute prohibiting discrimination based on sexual orientation
or gender identity
The EEOC has held that discrimination against an individual because that:
• Person is transgender (also known as gender identity discrimination) is
discrimination because of sex and therefore is covered under Title VII of the Civil
Rights Act of 1964.
See Macy v. Department of Justice, EEOC Appeal No. 0120120821 (April 20, 2012),
http://www.eeoc.gov/decisions/0120120821%20Macy%20v%20DOJ%20ATF.txt.
• Person's sexual orientation is discrimination because of sex and therefore
prohibited under Title VII.
See David Baldwin v. Dep't of Transportation, EEOC Appeal No. 120133080 (July 15, 2015), http://www.eeoc.gov/decisions/0120133080.pdf.
• The current Justice Department argues that Title VII does not explicitly
cover sexual orientation or gender identity discrimination
16
17. MANA3335
CurrentU.S.LGBTemploymentdiscriminationlaws
17
DARK PURPLE: Sexual orientation /
gender identity: all employment
LIGHT PURPLE: Sexual orientation: all
employment, gender
identity only in state employment
BLUE: Sexual orientation: all
employment
PINK: Sexual orientation and gender
identity: state employment only
TEAL: Sexual orientation: state
employment only
GREY: No state-level protection for
LGBT employees
18. MANA3335
Discrimination
18
•Intentional discrimination that occurs when people
deliberately deprived of employment, promotion or
membership opportunities
•Due to race, color, sex, age, ethnic group, national
origin, or religious beliefs
Disparate treatment
19. MANA3335
19
• Unintentional discrimination that occurs when members of a particular race,
sex, or ethnic group are unintentionally harmed
• They’re hired, promoted, or trained at substantially lower rates than others
• Four fifths (80 percent) rule: Used to determine if there has been a case
of adverse impact
Adverse impact
Same employee selection
process is used for everyone
20. MANA3335
Selectiontechniquesandprocedures
20
Selection: The process of gathering
information about job applicants to
decide who should be offered a job
• Employment references
• Background checks
• Section tests (specific aptitudes,
cognitive ability)
• Biographical data
• Work samples
• Interviews: (unstructured,
structured, semi-structured
21. MANA3335
Popularityandvalidityofselectionmethods
21
Selection Method Popularity Validity
Application forms, resumes, reference
checks
High Moderate
Work sample tests Moderate Moderately high
Unstructured employment interviews Very high Low to moderate
Structured interviews Moderate Moderately high
Ability tests Moderate Moderate
Personality tests Moderately low Low to moderate
22. MANA3335
Illegaljobinterviewquestions
(&whattodoifyou’reaskedone)
22
The Question: “Are you married/pregnant?”
“I prefer not to discuss details of my personal life, but I can assure you
that I will fully commit and confidently meet the requirements of this
position.”
The Question: “How many children do you have/how old are they?”
“I prefer not to discuss details of my family, but I can assure you they
are all supportive of my commitment to my professional life.”
The Question: “Do you have any religious holidays you celebrate?”
“I am always available to work Monday-Saturday -– my religious beliefs
and holidays I observe will not affect that.”
The Question: “Were you/your parents born in the U.S.?”
I am legally able to work in the U.S.”
23. SAFE AND UNSAFE (ILL-ADVISED OR ILLEGAL) QUESTIONS
1. “I noticed your last name is ‘Rossi.’ My family is Italian. Are you Italian, too?”
2. “I read recently that atheists are the least trusted group in America. I really think that’s a shame. I think we all need to
be more open-minded. Are you an atheist, too?”
3. “I see on your resume that you worked for the diversity office on campus. Can you tell me about your job duties and
responsibilities there?”
4. “I remember watching the new M*A*S*H episodes as a kid with my parents. Did you do that when you were a kid?”
5. “Did you belong to the Muslim Student Association when you were in college? I know the past president”
6. “Can you please tell me your address”?
7. “Can you please tell me the names of any family members who are already employed by this organization?”
8. “Are you able to perform the essential functions of this job with reasonable accommodation?”
9. “I noticed that you needed some help getting up the stairs on your way in. If you were to work here, how else could
we help you with your disability?”
10. “Tell me about your biggest weakness”
24. SAFE AND UNSAFE (ILL-ADVISED OR ILLEGAL) QUESTIONS
11. “What is your current salary?”
12. (after reviewing resumes, but before meeting the person) “We only produce male clothing and are only
seeking male models for our TV advertisements. Can you confirm that you are a male?”
13. (after reviewing resumes, but before meeting the person) “The guys in our garage use really foul
language, and we think having a girl around would make them uncomfortable and more likely to make
mistakes when fixing cars. Can you confirm that you are a guy?”
14. “How old are you”
15. “What religion are you?”
16. “Why did you leave your last position?”
17. “Are you available to work in the evenings and on weekends?”
18. “Are you planning on having children?”
25. MANA3335
Checkingsocialmedia
Add a footer 25
• 70%+ of organizations check out applicants on
the Internet when hiring
• Some employers even ask applicants for their
passwords
• Legal risks for companies
• Discovering information that can’t be
considered in hiring process
• Privacy laws
• What can job applicants do?
• Clean up your online presence
• Check privacy settings
• Be ready with an explanation
26. MANA3335
Sexualharassment
26
• Form of discrimination in which conduct of a
sexual nature occur (unwelcome sexual advances,
requests for sexual favors, or other verbal or
physical conduct of a sexual nature occurs when
performing one’s job)
• Types
• Quid pro quo: Employment outcomes or
keeping one’s job, depend on whether an
individual submits to sexual harassment
• Hostile work environment: Unwelcome and
demeaning sexually related behavior creates an
intimidating and offensive work environment
27. MANA3335
Add a footer 27
Over 12 million people in 85 countries used
#MeToo to identify as a person who has
experienced sexual harassment or violence
31. MANA3335
Dealingwithsexualharassment
Employers:
• Take complaints seriously
• Develop and publicize policies
prohibiting harassment
• Develop and publicize complaint
procedures
• Investigate complaints swiftly,
thoroughly and fairly
• Establish and enforce penalties
• Establish on-going training for all
employees
31
Employees:
• Verbal response to the harasser
• Written response to the harasser
• Follow policy (e.g., report situation to
HR director)
• Document (dates, places, times,
witnesses)
• Legal recourse (180 days to file a charge
with the EEOC)
• Seek Support
33. MANA3335
Examplesof WorkplaceDiscrimination
33
Find an example of when an organization failed in its obligation to prevent
discrimination in the workplace.
Post a link to the article or video that is your source.
Explain:
• the context
• what law the organization violated or was accused of violating
• what happened (i.e., what was the outcome or the latest status of
events)
Reflect on what you learned an if/how it changed your opinion of the
organization involved.
34. MANA3335
Debatetopics
1: On Balance, technological changes (e.g., AI,
automation) and the gig economy will create more
opportunities than challenges for most employees.
2: There should be a ceiling on the income CEOs are
allowed to make each year.
3: The benefits of telecommuting and virtual teams
outweigh the harms.
34
BFOQs allow discrimination based on age, national origin, and gender (sex) but not race
Bona Fide Occupational Qualification, a Case Study – The Borgata Babes:
Not long ago, the Borgata Casino in Atlantic City, NJ came under fire for its weight limit for cocktail servers, known as “Borgata Babes.” In defending the weight limit, the Casino alleged that it was part of the appearance that being a cocktail server at Borgata entailed. The question, with respect to BFOQ is what exactly do Borgata Babes do? If they simply serve drinks, then weight has nothing to do with it. If, on the other hand, the Borgata Babes sell the glitz, glamor and sex appeal of a casino, perhaps weight can matter quite a bit.
The court agreed with the Casino, holding that the weight policy was not gender discrimination, largely because it was applied to both genders and that servers were aware of it when they were hired and affirmed that employers can legally maintain policies that require their employees to appear physically fit and "attractive."
Age: Mandatory retirement ages for airline pilots and law enforcement for safety reasons and fitness requirements.
Gender: A manufacturer of men's clothing may lawfully advertise for male models, and acting roles that require a certain gender.
National Origin: A restaurant may only hire French chefs.
Religion: A Catholic college may require that its teaching faculty be Catholic.
Personal Response 6 REAL LIFE EXAMPLES OF WORKPLACE DISCRIMINATION
As we will discuss in class tomorrow, a body of laws are in place to prevent discrimination in the workplace. These laws apply to all aspects of human resource management practice (i.e., selection, training, performance evaluation, compensation, and termination). For this week’s post, find an example of when an organization failed in its obligation to prevent discrimination in the workplace. Post a link to the article or video that is your source. Explain the context, what law the organization violated or was accused of violating, and what happened (i.e., what was the outcome or the latest status of events). Reflect on what you learned an if/how it changed your opinion of the organization involved.
