CHAPTER 5 Managing Equal Employment and Diversity Section 2 Staffing the Organization © 2008 Thomson/South-Western All rights reserved.

Chapter Objectives After you have read this chapter, you should be able to: Discuss racial/ethnic discrimination concerns involved with harassment and language issues. Describe how women are affected by pay, job assignment, and career issues in organizations. Define the two types of sexual harassment and how employers should respond to sexual harassment complaints. Identify two means that organizations are using to deal with the aging of their workforces. © 2008 Thomson/South-Western. All rights reserved.

Chapter Objectives (cont’d) After you have read this chapter, you should be able to: Discuss how reasonable accommodation is made when managing individuals with disabilities and differing religious beliefs. Evaluate several arguments supporting and opposing affirmative action. Explain diversity management and discuss why diversity training is important. © 2008 Thomson/South-Western. All rights reserved.

FIGURE 5-1 Equal Employment and Diversity Management © 2008 Thomson/South-Western. All rights reserved.

Race, National Origin, and Citizenship Issues Potential HR Issues Racial/Ethnic Discrimination and Harassment English-Only Requirements and Bilingual Employees Requirements for Immigrants and Foreign-Born Workers © 2008 Thomson/South-Western. All rights reserved.

FIGURE 5-2 Recent Year Charge Statistics from EEOC Note: Because individuals often file charges claiming multiple types of discrimination, the total percentages may exceed 100%. Total charges = 75,428. Source: U.S. Equal Employment Opportunity Commission, 2006, www.eeoc.gov/stats/charges.html. © 2008 Thomson/South-Western. All rights reserved.

Sex/Gender Issues Pay Inequity To guard against pay inequities, employers should: Include benefits and other items of remuneration to calculate pay. Inform all employees how pay practices work. Base pay on the value of jobs and performance. Benchmark pay against local and national markets so that pay structures are competitive. Conduct audits to detect gender-based inequities and ensure that pay is fair internally. © 2008 Thomson/South-Western. All rights reserved.

FIGURE 5-3 Female Annual Earnings as Percentage of Male Earnings Source: U.S. Department of Labor, Bureau of Labor Statistics, 2006, www.bls.gov. © 2008 Thomson/South-Western. All rights reserved.

FIGURE 5-4 Women as Percentage of Total Employees by Selected Industries Source: U.S. Bureau of Labor Statistics, “Employed Persons by Detailed Industry and Sex,” 2006, www.bls.gov. © 2008 Thomson/South-Western. All rights reserved.

Sex/Gender Issues Women in the Workforce Issues Nepotism Job Assignments and Nontraditional Jobs Glass Ceilings, Walls and Elevators © 2008 Thomson/South-Western. All rights reserved.

Sex/Gender Issues (cont’d) Establishing mentoring programs Providing career rotation Increasing top management and boardroom diversity Allowing for alternative work arrangements Establishing goals for diversity Breaking the Glass © 2008 Thomson/South-Western. All rights reserved.

Sex/Gender Issues (cont’d) Individuals with Differing Sexual Orientations Federal courts and the EEOC have ruled that sex discrimination under Title VII applies to a person’s gender at birth. Sexual orientation or sex-change issues that arise at work include: Reactions of co-workers and managers Fair evaluation and no discrimination Continuing acceptance © 2008 Thomson/South-Western. All rights reserved.

Sexual Harassment and Workplace Relationships Consensual Relationships and Romance at Work Workplace romances are risky because they can cause conflict or result in sexual harassment. © 2008 Thomson/South-Western. All rights reserved.

Types of Sexual Harassment Quid Pro Quo Linking employment outcomes to the harassed individual’s granting of sexual favors. Hostile Environment Allowing intimidating or offensive working conditions to unreasonably affect an individual’s performance or psychological well-being. © 2008 Thomson/South-Western. All rights reserved.

FIGURE 5-5 Potential Sexual Harassers © 2008 Thomson/South-Western. All rights reserved.

Employer Responses to Sexual Harassment Affirmative defense for employer Establishing a sexual harassment policy Communicating the policy regularly Investigating and taking actions when complaints arise Training employees to avoid sexual harassment © 2008 Thomson/South-Western. All rights reserved.

FIGURE 5-6 Sexual Harassment Liability Determination Source: Virginia Collins, PhD, SPHR, and Robert L. Mathis, PhD, SPHR, Omaha, Nebraska. © 2008 Thomson/South-Western. All rights reserved.

Age Issues and EEO Age Discrimination and Employment Issues Discrimination against “overqualified” older employees Age discrimination in workforce reductions (ADEA and OWBPA) Attracting, retaining, and managing older workers © 2008 Thomson/South-Western. All rights reserved.

HR Managers’ Views of Older Workers Consequences Health care usage Heath care costs More training/retraining Employee stress Disadvantages Are weak on new technology Cause expenses to rise Are less flexible Advantages Will work different schedules Serve as mentors Have invaluable experience Have a strong work ethic Are more reliable Older Workers © 2008 Thomson/South-Western. All rights reserved.

Individuals with Disabilities in the Workforce Managing Individuals with Disabilities Recruiting and Selecting Individuals with Disabilities Employees Who Develop Disabilities Individuals with Life-Threatening Illnesses Individuals with Mental Disabilities © 2008 Thomson/South-Western. All rights reserved.

FIGURE 5-7 Common Means of Reasonable Accommodation © 2008 Thomson/South-Western. All rights reserved.

FIGURE 5-8 Religion and Spirituality in Workplaces © 2008 Thomson/South-Western. All rights reserved.

Affirmative Action Affirmative Action Employers are urged to hire groups of people based on their race, age, gender, or national origin to make up for historical discrimination. Affirmative Action and the U.S. Courts Courts have upheld the legality of affirmative action, but recently have limited it somewhat. University of Michigan cases Reverse Discrimination Occurs when a person is denied an opportunity because of preferences given to protected-class individuals who may be less qualified. © 2008 Thomson/South-Western. All rights reserved.

Debate on Affirmative Action Affirmative Action Is Still Needed Affirmative Action Is No Longer Needed To overcome and eliminate the effects of past injustices. To create equality for all persons, even if temporary injustice to some individuals may result. Employment of protected-class members will benefit society. Properly used, does not discriminate against males or whites. Goals indicate progress needed, not quotas. Penalizes individuals even though they have not been guilty of discrimination. Creates preferences that result in reverse discrimination. Results in greater polarization and separatism. Stigmatizes those it is designed to help. Forces employers to “play by the numbers” as goals become quotas. © 2008 Thomson/South-Western. All rights reserved.

Affirmative Action Affirmative Action Plan (AAP) A requirement for federal government contractors with more than 50 employees and over $50,000 in government contracts annually to formally document the inclusion of women and racial minorities in the workforce. Covered employers must submit plans describing their attempts to narrow the gaps between the composition of their workforces and the composition of labor markets where they obtain employees. Focuses on hiring, training, and promoting protected-class members who are under-represented in an organization in relation to their availability in the labor markets from which recruiting occurs. © 2008 Thomson/South-Western. All rights reserved.

FIGURE 5-9 Components of an Affirmative Action Plan (AAP) © 2008 Thomson/South-Western. All rights reserved.

Tangible Indicators of Diversity Managing Diversity Tangible Indicators of Diversity Age Marital and family status Disabilities Race/ethnicity Religion Gender Sexual orientation © 2008 Thomson/South-Western. All rights reserved.

Managing Diversity (cont’d) Diversity: The Business Case Allows new talent and new ideas from employees of different backgrounds. Helps recruiting and retention. Allows for an increase in market share. Leads to lower costs because there may be fewer lawsuits. © 2008 Thomson/South-Western. All rights reserved.

FIGURE 5-10 Various Approaches to Diversity and Their Results © 2008 Thomson/South-Western. All rights reserved.

FIGURE 5-11 Common Diversity Management Components © 2008 Thomson/South-Western. All rights reserved.

Diversity Training Components of Diversity Training Legal awareness training Cultural awareness training Sensitivity training © 2008 Thomson/South-Western. All rights reserved.

Diversity Training (cont’d) Protected Groups View diversity efforts as inadequate and nothing more than “corporate public relations” that do not meet expectations. Non-Protected Groups Believe that the emphasis on diversity makes them scapegoats for problems created by increasing diversity. Backlash Against Diversity Efforts © 2008 Thomson/South-Western. All rights reserved.