1. Equal Employment Opportunities

2. Main Sources 1. Reconstruction of Civil Rights Act of 1866 2. Title VII of the Civil Rights Act of 1964 Prohibits discrimination Led to creation of EEOC For organizations of >15 employees Affirmative Action? Poorly defined discrimination

3. Main Sources 3. Executive Order 11246 4. Revised Order #4: Federal contactors must… Conduct a utilization analysis Establish goals Devise a strategy for implementation of AAP 5. Civil Rights Act of 1991

4. Pre – 1964 -Reconstruction Civil Rights Act of 1866: “all persons” shall have the same right to “make and enforce contracts” as “white citizens” -burden of proof on individual to prove disparate treatment -no firm size limitations 1964 – 1988 -Civil Rights Act of 1964; Title VII -Griggs vs. Duke Power 1971 landmark case proscribes practices fair in form but discriminating in operation (adverse impact) -burden of proof on the employer to prove job relatedness

5. 1989-1990 -Wards Cove and other influential Supreme Court cases -employee shows not only adverse impact, but also that the procedure was not job related -employer need not show job relatedness 1991 -Civil Rights Act of 1991 -main purpose to overturn recent Supreme Court cases -allows punitive damages -burden of proof for job relatedness goes back to the employer

6. 2000 -Supreme Court 5-4 decision overturned NJ Supreme Court ruling against BSA anti-gay membership -allowed BSA to maintain discriminatory policy 2003 -Grutter vs. Bollinger supports reverse discrimination -Gratz vs. Bollinger, University of Michigan admittance program struck down

7. Main Sources Fundamental purpose to restore "the right of employees to challenge practices that disproportionately exclude women or minorities from America's workplaces" (E. Kennedy) Civil Rights Act of 1991 (cont’d) Reverses parts of ’89-90 decisions Prohibits racial harassment

8. Main Sources Expands use of CRA 1866 Shifts burden of proof back to employer Modifies burden of proof for plaintiff Civil Rights Act of 1991 (cont’d) Consent decrees cannot be challenged Covers U.S. companies abroad Established “glass ceiling” committee Extends punitive damages

9. Other Laws to Prevent Discrimination 1. ADEA 1967 2. Veterans Reemployment Act 1967 3. EEO Act 1972 4. Vocational Rehabilitation Act 1973

10. Other Laws to Prevent Discrimination 5. Pregnancy Discrimination Act 1978 6. Immigration Reform and Control Act 1987 7. Americans with Disabilities Act 1990 8. Family and Medical Leave Act 1993

11. Relevant Supreme Court Cases Ward’s Cove v. Antonio 1989 ruling – increased plaintiff’s burden of proof 1991 result – only exception to the rule

12. Relevant Supreme Court Cases Patterson v. McClean 1989 ruling – 1866 Act restricted 1991 result – 1866 Act applies to other conditions

13. Relevant Supreme Court Cases Price Waterhouse v. Hopkins 1989 ruling – employer’s burden eased 1991 result – eases plaintiff’s burden

14. Relevant Supreme Court Cases Martin v. Wilkes 1989 ruling – consent decree can be challenged 1991 result – limited legality of challenging consent decrees

15. Relevant Supreme Court Cases Adarand Constructors v. Pena 1995 court “race-conscious programs can amount to unconstitutional reverse discrimination”

16. Relevant Supreme Court Cases Grutter v Bollinger (2003) - appeared to support Bakke and reverse discrimination Gratz v Bollinger (2003) - colleges and universities cannot use point systems that blindly give extra credit to minority applicants

17. Discrimination Two ways courts define discrimination: 1. Disparate (adverse) treatment 2. Disparate impact

18. Tests for Discrimination 1. 4/5 ths or 80% rule Disparate impact Compare selection rates 2. Geographical (population) comparisons Disparate impact

19. Tests for Discrimination 3. McDonnell Douglas Test Disparate treatment AQUA: Applied; Qualified; Unaccepted; Accepted; Other

20. Providing a Response 1. BFOQ 2. Business necessity, job relatedness, validation tests 3. Seniority or merit systems in use

21. What should an HR Manager do? According to a local labor-law attorney, "put the organization in a 'posture' such that: 1.) suit is not brought against the organization; 2.) if suit is brought, the organization can defend itself"

22. What should an HR Manager do? Ensure organizational values are accepted and adhered to Conduct an audit Inform employees of policies Ensure that HR practices are unbiased

23. What should an HR Manager do? Be aware of applicable state and federal regulations Conduct business in good faith Consult the Uniform Guidelines on Employee Selection Procedures