1. Diversity and Discrimination Chapter 11 Jerry Estenson

2. Positive and Negative Aspects of a Diverse Workforce Positive – Assumption that the wider the range of talent, experiences and abilities the greater the competitive advantage Negative – What is acceptable and normal for some is highly objectionable for others – If open system you bring in societies concerns with equality and discrimination

3. Persistent Trends Women tend to make about 75% of what men in similar positions make Unemployment in among young black men is high (25 – 30 percent)

4. Role of business in addressing discrimination “Passive Nondiscrimination” – Obey the law – Utilitarian Make decisions based on job efficiency and skill – Libertarian Jobs as property rights and therefore management should have a great deal of lattitude Affirmative Action – Positive action to prevent or remedy discrimination – People need an equal change to in a position to be hired We do no choose our race, gender or ethnic background

5. Affirmative Action in detail Any policy or action, aimed at securing a more equal workplace, that goes beyond simple legal access or passive nondiscrimination, but that does not alter the standards or qualifications for employment

6. Some Value Laden Terms Equal Opportunity- Provide legal access regardless of gender, race, or ethnic background Affirmative action – positive steps to alleviate unequal treatment. Focus on recruitment – Hiring AA managers Preferential Treatment – Giving preference to previously disadvantaged person – Form of addressing social inequality – Selecting disadvantaged person over more qualified person – Hiring disadvantaged person with only minimal attention to qualifications

7. Preference in action University of Michigan Law School University of Michigan Undergraduate General Motors

8. Some Validity Tests Is the action reasonable Are qualifications fair and open Can we measure qualifications Does the persons background add to or serve as a job qualification

9. Concerns with preference Jobs are viewed as a social good rather than private property The process is backward looking not forward looking Violates a prima facie case that most qualified have a legitimate claim to employment

10. Compelling arguments for preference Compensatory Justice – People are paid in proportion to harm done – People paying the claim are responsible for the harm done – True victims or the actual victim is the one receiving compensation Are payments made to groups or individuals?

11. Sexual Harassment Quid Pro Quo Hostile Work Place Judge – Reasonable Man – Reasonable Person – Reasonable Woman

12. Why made sexual harassment special?

13. What about -- Collegiality “fit in” Connections Strong institutional discrimination that results in a negative effect on a group (women and salaries) Effects on those we are trying to provide for

14. Pure definition of discrimination The ability to make distinctions