Human Resource Management TENTH EDITON © 2003 Southwestern College Publishing. All rights reserved. PowerPoint Presentation by Charlie Cook Managing Diversity and Equal Employment Managing Diversity and Equal Employment Chapter 5 SECTION 2 Staffing the Organization Robert L. Mathis  John H. Jackson

© 2002 Southwestern College Publishing. All rights reserved. 5–25–2 Learning Objectives (cont’d) After you have read this chapter, you should be able to: –Define diversity management, and discuss why it is important. –Discuss several arguments supporting and opposing affirmative action. –Describe how women are affected by work/family and job assignment issues in organizations. –Discuss the two types of sexual harassment and how employers should respond to complaints. –Identify two means organizations are using to deal with the aging of their workforces.

© 2002 Southwestern College Publishing. All rights reserved. 5–35–3 Learning Objectives –Discuss how reasonable accommodation is made when managing individuals with disabilities and differing religious beliefs.

© 2002 Southwestern College Publishing. All rights reserved. 5–45–4 Managing Diversity  Diversity –The differences among people  Protected-Group Concerns –Perceived hostile organizational cultures –Stereotyping

© 2002 Southwestern College Publishing. All rights reserved. 5–55–5 Dimensions of Diversity Figure 5–1

© 2002 Southwestern College Publishing. All rights reserved. 5–65–6 Continuum of Diversity Approaches Figure 5–2 Source: Adapted from ideas suggested by Stella M. Nkomo and Ellen Ernst Kossek, “Managing Diversity,” in Ellen Ernst Kossek and Richard N. Block, Managing Human Resources in the 21 st Century (Cincinnati: Thomson Learning, 2000), Chapter 9; and Parshotam Dass and Barbara Parker, “Strategies for Managing Human Resource Diversity,” Academy of Management Executive, May 1999, 68–80.

© 2002 Southwestern College Publishing. All rights reserved. 5–75–7 Reasons for Diversity Efforts Reduction in Discrimination Complaints and Costs Organizational Performance Recruiting and Retention Diverse Thinking and Problem Solving Diversity Efforts

© 2002 Southwestern College Publishing. All rights reserved. 5–85–8 Common Diversity Management Components Figure 5–3

© 2002 Southwestern College Publishing. All rights reserved. 5–95–9 EEO Issues and Race, National Origin, and Citizenship EEO Issues Immigrants and Foreign-Born Worker Requirements Racial/Ethnic Demographics Bilingual Employees and English-Only Requirements

© 2002 Southwestern College Publishing. All rights reserved. 5–10 Racial/Ethnic Composition of U.S. Population, 2000 Figure 5–4 Source: “Primary Colors,” The Economist, March 17, 2001.

© 2002 Southwestern College Publishing. All rights reserved. 5–11 U.S. Civilian Labor Force Composition by Sex Figure 5–5 Source: U.S. Department of Labor, Bureau of Labor Statistics, 2001.

© 2002 Southwestern College Publishing. All rights reserved. 5–12 Sex Discrimination in Jobs and Careers  Nepotism –The practice of allowing relatives to work for the same employer.  Job Assignments and “Nontraditional” Jobs –Women are increasingly entering jobs traditionally occupied only by men.  The “Glass Ceiling” –Discriminatory practices that have prevented women and other protected-class members from advancing to executive-level jobs.

© 2002 Southwestern College Publishing. All rights reserved. 5–13 Nontraditional Occupations for Women in 2000 Figure 5–6 Source: “Nontraditional Occupations for Women in 2000,” U.S. Department of Labor, Women’s Bureau, 2001, available at

© 2002 Southwestern College Publishing. All rights reserved. 5–14 Sex Discrimination in Jobs and Careers  “Glass Walls” and “Glass Elevator” –The tendency for women to advance only in a limited number of functional fields within an organization.  Breaking the Glass –Establishing mentoring programs –Providing career rotation –Increasing top management and boardroom diversity –Establishing goals for diversity –Allowing for alternative work arrangements

© 2002 Southwestern College Publishing. All rights reserved. 5–15 Sexual Harassment and Workplace Relationships  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.

© 2002 Southwestern College Publishing. All rights reserved. 5–16 Potential Sexual Harassers Figure 5–7

© 2002 Southwestern College Publishing. All rights reserved. 5–17 Sexual Harassment and Workplace Relationships (cont’d)  Legal Standards on Sexual Harassment –Tangible employment actions (e.g., termination) that result from sexual harassment create a liability for the employer. –Affirmative defense for employers in dealing with sexual harassment incidents includes: Establishing a sexual harassment policy Communicating the policy regularly Training employees to avoid sexual harassment Investigating and taking actions when complaints arise

© 2002 Southwestern College Publishing. All rights reserved. 5–18 Sexual Harassment Liability Determination Figure 5–8 Source: Virginia Collins and Dr. Robert L. Mathis, Omaha, Nebraska. May not be reproduced without permission

© 2002 Southwestern College Publishing. All rights reserved. 5–19 Age Issues and Diversity Management  Job Opportunities for Older Workers –Discrimination against “overqualified” older employees in hiring –Instances of age discrimination in the workforce reduction when layoffs impact largely older workers –Older Workers Benefit Protection Act (OWBPA) of 1990 and equal treatment of older workers –Attracting, retaining, and managing older workers

© 2002 Southwestern College Publishing. All rights reserved. 5–20 Employment Advancement Barriers for Individuals with Disabilities Figure 5–9 Source: Based on data in SHRM/Cornell University Survey on Implementation of the Employment Provisions of the ADA, (Alexandria, VA: Society for Human Resource Management, 2001).

© 2002 Southwestern College Publishing. All rights reserved. 5–21 Individuals with Disabilities in the Workplace Individuals with Life- Threatening Illnesses Individuals with Life- Threatening Illnesses Recruiting Individuals with Disabilities Recruiting Individuals with Disabilities Employees Who Develop Disabilities Employees Who Develop Disabilities Individuals with Mental Disabilities Individuals with Mental Disabilities Reasonable Accommodations

© 2002 Southwestern College Publishing. All rights reserved. 5–22 Religion and Spirituality in the Workplace Title VII of Civil Rights Act of 1964 prohibits discrimination of religion Managing Religious Diversity in Workplaces Accommodation of religious beliefs in work schedules Accommodation of religious expression in the workplace Respect for religious practices affecting dress and appearance