德斯勒人力资源管理PPT02

德斯勒人力资源管理PPT02WHEREWEARENOW…Copyright©2011PearsonEducation,Inc.publishingasPrenticeHallExplaintheimportanceofandlistthebasicfeaturesofTitleVIIofthe1964CivilRightsActandatleastfiveotherequalemploymentlaws.Explainhowtoavoidanddealwithaccusationsofsexualharassmentatwork.Defineadverseimpactandexplainhowitisproved.Explainandillustratetwodefensesyoucanuseintheeventofdiscriminatorypracticeallegations.Citespecificdiscriminatorypersonnelmanagementpracticesinrecruitment,selection,promotion,transfer,layoffs,andbenefits.ListthestepsintheEEOCenforcementprocess.Discusswhydiversitymanagementisimportantandhowtoinstitutionalizeadiversitymanagementprogram.LEARNINGOUTCOMESCopyright©2011PearsonEducation,Inc.publishingasPrenticeHallEqualEmploymentOpportunity1964–1991TitleVIIofthe1964

CivilRightsAct

(EEOC)ExecutiveOrders

11246,11375

OFCCPEqualPayAct

of1963AgeDiscriminationinEmploymentActof1967VocationalRehabilitationActof1973PregnancyDiscriminationActof1978FederalAgencyGuidelinesEqual

EmploymentOpportunityCopyright©2011PearsonEducation,Inc.publishingasPrenticeHallTitleVIIofthe1964CivilRightsActEmployercannotdiscriminatebasedonrace,color,religion,sex,ornationalorigin.Appliestopublicandprivateemployerswith15ormoreemployees.Unlawfulemploymentpracticesforanemployer:Tofailorrefusetohireortodischargeanindividualbecauseoftheindividual’srace,color,religion,sex,ornationalorigin.Tolimit,segregate,orclassifyemployeesorapplicantsbytheirrace,color,religion,sex,ornationaloriginsuchthattheywouldbedeprivedemploymentopportunitiesoremploymentstatus.EqualEmploymentOpportunityCommissionCopyright©2011PearsonEducation,Inc.publishingasPrenticeHallEqualEmploymentOpportunityCommission(EEOC)EstablishedbyTitleVIIofthe1964CivilRightsAct.ComprisedoffivemembersappointedbythePresidentforfive-yearterms;approvedbytheSenate.Administersandenforcescivilrightsemploymentlaw.IssuesfederalguidelinesforEEOprocedurestobefollowedbyemployers.Receivesandinvestigatesjobdiscriminationcomplaints.Copyright©2011PearsonEducation,Inc.publishingasPrenticeHallEarlyCourtDecisionsRegarding

EqualEmploymentOpportunity12345Griggsv.DukePowerCompanyEmployer’snondiscriminatoryintentisirrelevant.Burdenofjob-relatedproofonemployer.“Fairinform”practicemustalsobenondiscriminatory.Businessnecessityisadefenseforadverseimpact.Testorpracticemustberelatedtojobperformance.Copyright©2011PearsonEducation,Inc.publishingasPrenticeHallEarlyCourtDecisionsRegarding

EqualEmploymentOpportunity(cont’d)AlbemarlePaperCompanyv.MoodyIfatestisusedtoscreencandidates,thenthejob’sspecificdutiesandresponsibilitiesmustbeanalyzedanddocumented.Theperformancestandardsforthejobshouldbeclearandunambiguous.Federal(EEOC)Guidelinesonvalidationaretobeusedforvalidatingemploymentpractices.Copyright©2011PearsonEducation,Inc.publishingasPrenticeHallEqualEmploymentOpportunity

1990–91–presentBurdenofProof

DisparatetreatmentAdverseimpactMoneyDamages

CompensatoryandpunitiveawardsCivilRightsActof1991MixedMotives

MotivationversusalternativefactorsCopyright©2011PearsonEducation,Inc.publishingasPrenticeHallEqualEmploymentOpportunity

1990–91–present(cont’d)MentalimpairmentsQualifiedindividualReasonableaccommodationAmericanswithDisabilitiesAct(ADA)of1990EmployerdefensesCopyright©2011PearsonEducation,Inc.publishingasPrenticeHallFIGURE2–1 ExamplesofHowtoProvideReasonableAccommodationCopyright©2011PearsonEducation,Inc.publishingasPrenticeHallEmployerObligationsUnderADAAnemployermustmakeareasonableaccommodationforaqualifieddisabledindividualunlessdoingsowouldresultinunduehardship.Employersarenotrequiredtolowerexistingperformancestandardsorstopusingtestsforajob.Employersmayaskpre-employmentquestionsaboutessentialjobfunctionsbutcannotmakeinquiriesaboutdisability.Medicalexams(ortesting)mustbejobrelated.Employersshouldreviewjobapplicationforms,interviewprocedures,andjobdescriptionsforillegalquestionsandstatements.Employersshouldhaveup-to-datejobdescriptionsthatidentifythecurrentessentialfunctionsofthejob.Copyright©2011PearsonEducation,Inc.publishingasPrenticeHallEmployersandADAEmployersarenotrequiredtotoleratemisconductorerraticperformance,evenifthebehaviorscanbeattributedtothedisability.Employersdonothavetocreateanewjobforthedisabledworkernorreassignthatpersontoalight-dutypositionforanindefiniteperiod,unlesssuchapositionexists.Employersshouldnottreatemployeesasiftheyaredisabledsothattheywillnotbe“regardedas”disabledandprotectedundertheADA.Copyright©2011PearsonEducation,Inc.publishingasPrenticeHallThe“New”ADAAmendmentsActof2008(ADAAA)ADAAexpandedthelistofmajorlifeactivitiesmakingiteasierforanemployeetoshowhisorherdisabilityas“limiting”inhisorherabilitytoengageinamajorlifeactivity.UnderADAAA,anemployeeisconsidereddisabledevenifheorshehasbeenabletocontrolhisorherimpairmentsthroughmedicalor“learnedbehavioral”modifications.Copyright©2011PearsonEducation,Inc.publishingasPrenticeHallFIGURE2–2 ADAGuidelinesForManagersAndEmployersDonotdenyajobtoadisabledindividualifthepersonisqualifiedandabletoperformtheessentialjobfunctions.Makeareasonableaccommodationunlessdoingsowouldresultinunduehardship.Youneednotlowerexistingperformancestandardsorstopusingtestsforajob.However,thosestandardsortestsmustbejobrelatedanduniformlyappliedtoallemployeesandcandidates.Knowwhatyoucanaskapplicants.Ingeneral,youmaynotmakepreemploymentinquiriesaboutaperson’sdisabilitybeforemakinganoffer.However,youmayaskquestionsabouttheperson’sabilitytoperformessentialjobfunctions.Reviewjobapplicationforms,interviewprocedures,andjobdescriptionsforillegalquestionsandstatementsabouthealth,disabilities,medicalhistories,orpreviousworkers’compensationclaims.Itemizeessentialjobfunctionsinjobdescriptions.InADAlegalactions,acentralquestionwillbewhataretheessentialfunctionsofthejob?Donotallowmisconductorerraticperformance(includingabsencesandtardiness),evenifthatbehaviorislinkedtothedisability.Copyright©2011PearsonEducation,Inc.publishingasPrenticeHallOtherEmploymentActsandLawsGeneticInformationNondiscriminationActof2008(GINA)Prohibitsdiscriminationbyhealthinsurersandtheuseofgeneticinformationbyemployersinemployment.Prohibitstheintentionalacquisitionofgeneticinformationaboutapplicantsandemployees.Imposesstrictconfidentialityrequirements.StateandLocalEqualEmploymentOpportunityLawsCannotconflictwithfederallawbutcanextendcoveragetoadditionalprotectedgroups.TheEEOCcandeferadiscriminationchargetostateandlocalagenciesthathavecomparablejurisdiction.Copyright©2011PearsonEducation,Inc.publishingasPrenticeHallTABLE2–1 SummaryofImportantEqualEmploymentOpportunityActionsActionWhatItDoesTitleVIIof1964CivilRightsAct,asamendedBarsdiscriminationbecauseofrace,color,religion,sex,ornationalorigin;institutedEEOC.ExecutiveordersProhibitemploymentdiscriminationbyemployerswithfederalcontractsofmorethan$10,000(andtheirsubcontractors);establishofficeoffederalcompliance;requireaffirmativeactionprograms.FederalagencyguidelinesIndicateguidelinescoveringdiscriminationbasedonsex,nationalorigin,andreligion,aswellasemployeeselectionprocedures;forexample,requirevalidationoftests.SupremeCourtdecisions:

Griggsv.DukePowerCo.,Albemarlev.MoodyRulethatjobrequirementsmustberelatedtojobsuccess;thatdiscriminationneednotbeoverttobeproved;thattheburdenofproofisontheemployertoprovethequalificationisvalid.EqualPayActof1963Requiresequalpayformenandwomenforperformingsimilarwork.AgeDiscriminationin

EmploymentActof1967Prohibitsdiscriminatingagainstapersonage40oroverinanyareaofemploymentbecauseofage.StateandlocallawsOftencoverorganizationstoosmalltobecoveredbyfederallaws.VocationalRehabilitationAct

of1973Requiresaffirmativeactiontoemployandpromotequalifiedhandicappedpersonsandprohibitsdiscriminationagainsthandicappedpersons.Copyright©2011PearsonEducation,Inc.publishingasPrenticeHallTABLE2–1 SummaryofImportantEqualEmploymentOpportunityActions(cont’d)ActionWhatItDoesPregnancyDiscriminationActof1978Prohibitsdiscriminationinemploymentagainstpregnantwomen,orrelatedconditions.VietnamEraVeterans’ReadjustmentAssistanceActof1974Requiresaffirmativeactioninemploymentforveterans

oftheVietnamwarera.WardCovev.AntonioMadeitmoredifficulttoproveacaseofunlawfuldiscriminationagainstanemployer.AmericanswithDisabilitiesActof1990Strengthenstheneedformostemployerstomakereasonableaccommodationsfordisabledemployeesatwork;prohibitsdiscrimination.CivilRightsActof1991ReversesvariousU.S.SupremeCourtdecisions;placesburdenofproofbackonemployerandpermitscompensatoryandpunitivemoneydamagesfordiscrimination.ADAAmendmentsActof2008Makesiteasierforemployeetoshowthathisorherdisability“substantiallylimits"amajorlifefunction.GeneticInformationNondiscriminationActSignedintolawinMay2008,thisprohibitsdiscriminatingagainstemployeesandapplicantsbasedontheirgeneticinformation.Copyright©2011PearsonEducation,Inc.publishingasPrenticeHallSexualHarassmentSexualHarassmentunderTitleVIIHarassmentonthebasisofsexthathasthepurposeoreffectofsubstantiallyinterferingwithaperson’sworkperformanceorcreatinganintimidating,hostile,oroffensiveworkenvironment.Employershaveanaffirmativedutytomaintainworkplacesfreeofsexualharassmentandintimidation.FederalViolenceAgainstWomenActof1994Apersonwhocommitsaviolentcrimemotivatedbygenderisliabletothepartyinjured.WhenIstheWorkEnvironment“Hostile”?Howfrequentand/orseverewasthediscriminatoryconduct?Wasitphysicallythreatening,humiliating,oroffensive?Diditunreasonablyinterferewiththeemployee’swork?Didtheemployeeperceivetheenvironmentashostile?Copyright©2011PearsonEducation,Inc.publishingasPrenticeHallWhatIsSexualHarassment?EEOCguidelinesdefinesexualharassmentas:Unwelcomesexualadvances,requestsforsexualfavors,andotherverbalorphysicalconductofasexualnaturethattakesplaceunderanyofthefollowingconditions: Submissiontosuchconductismadeeitherexplicitlyorimplicitlyatermorconditionofanindividual’semployment.Submissiontoorrejectionofsuchconductbyanindividualisusedasthebasisforemploymentdecisionsaffectingsuchindividual.Suchconducthasthepurposeoreffectofunreasonablyinterferingwithanindividual’sworkperformanceorcreatinganintimidating,hostile,oroffensiveworkenvironment.Copyright©2011PearsonEducation,Inc.publishingasPrenticeHallProvingSexualHarassmentQuidProQuoHostileEnvironmentCreatedbySupervisorsConditionsProvingSexualHarassmentHostileEnvironmentCreatedby

CoworkersorNonemployeesCopyright©2011PearsonEducation,Inc.publishingasPrenticeHallSexualHarassment:CourtDecisionsMeritorSavingsBank,

FSBv.VinsonBurlingtonIndustriesv.EllerthSexualHarassmentDecisionsFaragherv.

CityofBocaRatonCopyright©2011PearsonEducation,Inc.publishingasPrenticeHallFIGURE2–3 HRinPractice:WhatEmployersShouldDotoMinimizeLiabilityinSexualHarassmentClaimsTakeallcomplaintsaboutharassmentseriously.Encouragethevictimtoinformtheharasserdirectlythattheconductisunwelcomeandmuststop,andtouseanyemployercomplaintmechanismavailable.Issueastrongpolicystatementcondemningsuchbehavior.Itshouldclearlydescribetheprohibitedconduct,assureprotectionagainstretaliation,describeacomplaintprocessthatprovidesconfidentiality,andprovideaccessibleavenuesofcomplaintandprompt,thorough,impartialinvestigationandcorrectiveaction.Informallemployeesaboutthepolicyandoftheirrightsunderthepolicy.Takestepstopreventsexualharassmentfromoccurring.Forexample,communicatetoemployeesthattheemployerwillnottoleratesexualharassment,andtakeimmediateactionwhensomeonecomplains.Establishamanagementresponsesystemthatincludesanimmediatereactionandinvestigation.Trainsupervisorsandmanagerstoincreasetheirawarenessoftheissues.Disciplinemanagersandemployeesinvolvedinsexualharassment.Keepthoroughrecordsofcomplaints,investigations,andactionstaken.Conductexitinterviewsthatuncoveranycomplaintsandthatacknowledgebysignaturethereasonsforleaving.Re-publishthesexualharassmentpolicyperiodically.Encourageupwardcommunication,forinstance,throughperiodicwrittenattitudesurveys.Donotretaliateagainstsomeonewhofilesaharassment(orotherEEO)complaint.Copyright©2011PearsonEducation,Inc.publishingasPrenticeHallFIGURE2–4 Onlineformtofacilitatefilingreportofharassment.Copyright©2011PearsonEducation,Inc.publishingasPrenticeHallFIGURE2–4 Onlineformtofacilitatefilingreportofharassment.(cont’d)Copyright©2011PearsonEducation,Inc.publishingasPrenticeHallDiscriminationAllegationDefensesDisparateTreatmentIsintentionaldiscrimination(differenttreatment)againstprotectedminoritygroupmembersbecauseoftheirminoritystatuscharacteristic.DisparateImpactIstheresultofanemploymentpracticeorpolicythathasagreateradverseimpact(effect)onaprotectedgroupunderTitleVIIthanonotheremployees,regardlessofintent.AdverseImpactIstheresultofaneutralemploymentpracticethatcreatesanadverseimpact—asignificantdisparity—betweentheproportionofaprotectedclassandtheproportionofthemajorityclasshiredfromtheavailablelaborpool.Copyright©2011PearsonEducation,Inc.publishingasPrenticeHallAdverseImpactDisparaterejectionratesRestricted

policyPopulationcomparisonsShowingAdverseImpactMcDonald-DouglastestCopyright©2011PearsonEducation,Inc.publishingasPrenticeHallShowingDisparateTreatment1234McDonnell-DouglasTestforPrimaFacieCaseThepersonappliedandwasqualifiedforthejob.Thepersonbelongstoaprotectedclass.Thepersonwasrejecteddespitequalification.Theemployercontinuedseekingapplications.Copyright©2011PearsonEducation,Inc.publishingasPrenticeHallBonaFideOccupationalQualificationAgeReligionGenderBonaFideOccupationalQualification(BFOQ)NationaloriginCopyright©2011PearsonEducation,Inc.publishingasPrenticeHallBusinessNecessity“BusinessNecessity”Adefenserequiringemployerstoshowthatthereisanoverridingbusinesspurpose(i.e.,“irresistibledemand”)foradiscriminatorypractice.Spurlockv.UnitedAirlinesValidityThedegreetowhichthetestorotheremploymentpracticeisrelatedtoorpredictsperformanceonthejobcanserveasabusinessnecessitydefense.Copyright©2011PearsonEducation,Inc.publishingasPrenticeHallOtherConsiderationsin

DiscriminatoryPracticeDefensesGoodintentionsarenoexcuse.Employerscannothidebehindcollectivebargainingagreements—equalopportunitylawsoverrideunioncontractagreements.Firmsshouldreactbyagreeingtoeliminateanillegalpracticeand(whenrequired)bycompensatingthepeoplediscriminatedagainst.Copyright©2011PearsonEducation,Inc.publishingasPrenticeHallDiscriminatoryEmploymentPracticesSelectionEducationalrequirementsTestsPreferencetorelativesHeight,weight,andphysicalcharacteristicsArrestrecordsApplicationformsDischargeduetogarnishmentRecruitmentWordofmouthMisleadinginformationHelpwantedadsPersonalAppearanceDressHairUniformsCopyright©2011PearsonEducation,Inc.publishingasPrenticeHallTheEEOCEnforcementProcess12345EEOCClaimandEnforcementProcessChargeacceptanceFilechargeServiceofnoticeofchargeInvestigation/fact-findingDeclarationofcause/nocause6Offerofconciliation7NoticetosueCopyright©2011PearsonEducation,Inc.publishingasPrenticeHallFIGURE2–5

TheEEOC

Charge-Filing

ProcessApplicantoremployee

fileschargeEEOCadvisesemployerofchargeandifmediationisanoptionSuccessful

mediationUnsuccessfulmediationEEOCmayaskemployertosubmitstatementofpositionofemployer’ssideofstoryEEOCmayaskemployertorespondtorequestforinformation(personnelfiles,etc.)EEOCmayaskemployertopermitonsitevisitbyEEOCandtoprovideinformationforwitnessinterviewEEOCcompletes

investigationFindsnoreasonablecauseFinds

reasonablecauseIssueschargingpartyDismissaland

NoticeofRightsChargingpartymayfilelawsuitinFederalCourtwithin90daysIssues

LetterofDeterminationOfferspartiesconciliationConciliation

failsConciliationsuccessfulEEOCmaylitigateinFederalCourtwithin180days

ofchargeEEOCmaydecidenottolitigateSendschargingparty

noticeofRighttoSuePartymaysuewithin90daysNote:Partiesmaysettleatanytime.Copyright©2011PearsonEducation,Inc.publishingasPrenticeHallFIGURE2–6 QuestionstoAskWhenanEmployerReceives

NoticeThatEEOCHasFiledaBiasClaimExactlywhatisthechargeandisyourcompanycoveredbytherelevantstatutes?Whatprotectedgroupdoestheemployeebelongto?IstheEEOCclaimingdisparateimpactordisparatetreatment?Arethereanyobviousbasesuponwhichyoucanchallengeand/orrebuttheclaim?Ifitisasexualharassmentclaim,arethereoffensivecomments,calendars,posters,screensavers,andsoon,ondisplayinthecompany?Whoarethesupervisorswhoactuallytooktheallegedlydiscriminatoryactionsandhoweffectivewilltheybeaspotentialwitnesses?Copyright©2011PearsonEducation,Inc.publishingasPrenticeHallFIGURE2–7 ManagementGuidelinesforAddressingEEOCClaimsCopyright©2011PearsonEducation,Inc.publishingasPrenticeHallAddressingEEOCClaims12345DuringtheEEOInvestigationLimitinformationsuppliedtoEEOCConductowninvestigationtogetfactsMeetwithemployeeBeawareoflimitsofEEOCauthorityGiveEEOCadocumentedpositionstatementCopyright©2011PearsonEducation,Inc.publishingasPrenticeHallAddressingEEOCClaims(cont’d)1234DuringtheFact-FindingConference:Employer’sattorneyOfficialrecordsInformationWitnesses12DuringEEOCDeterminationandAttemptedConciliation:ConciliateprudentlyReviewcarefullyCopyright©2011PearsonEducation,Inc.publishingasPrenticeHallMandatoryArbitration

ofDiscriminationClaimsGilmerv.Interstate/JohnsonLaneCorp.Employerscancompelemployeestoagreetomandatoryarbitrationofemployment-relateddisputes.RecommendationsRequestpartybecompelledtoarbitrateclaim.Insertarbitrationclauseinemployment

applicationsandemployeehandbooks.Protectarbitrationprocessfromappeal.AlternativeDisputeResolution(ADR)Copyright©2011PearsonEducation,Inc.publishingasPrenticeHallDiversity,EqualEmploymentOpportunity,andAffirmativeActionDiversitythevarietyormultiplicityofdemographicfeaturesthatcharacterizeacompany’sworkforce,particularlyintermsofrace,sex,culture,nationalorigin,handicap,age,andreligion.EqualEmploymentOpportunityAims,throughlegalcompliance,toensurethatanyone,regardlessofrace,color,disability,sex,religion,nationalorigin,orage,hasanequalopportunitybasedonhisorherqualifications.AffirmativeActionEmployerstakeactions,tocomplylegallyorvoluntarily,intherecruitment,hiring,promotion,andcompensationofprotectedclassestoeliminatethecurrenteffectsofpastdiscrimination.Copyright©2011PearsonEducation,Inc.publishingasPrenticeHallManagingDiversity12345StepsinaDiversityManagementProgramAssessthesituationProvidestrongleadershipProvidediversitytrainingandeducationChangecultureandmanagementsystemsEvaluatethediversitymanagementprogramCopyright©2011PearsonEducation,Inc.publishingasPrenticeHallIstheDiversityInitiativeEffective?Aretherewomenandminoritiesreportingdirectlytoseniormanagers?Dowomenandminoritieshaveafairshareofjobassignmentsthataresteppingstonestosuccessfulcareersinthecompany?Dowomenandminoritieshaveequalaccesstointernationalassignments?Arefemaleandminoritycandidatesinthecompany’scareerdevelopmentpipeline?Areturnoverratesforfemaleandminoritymanagersthesameorlowerthanthoseforwhitemalemanagers?Copyright©2011PearsonEducation,Inc.publishingasPrenticeHallFIGURE2–8 StrategiesThatOvercomeBarrierstoInclusionAtthePersonalLevelInclusiveStrategiesBarrierstoInclusionBecomeawareofprejudiceandotherbarrierstovaluingdiversityLearnaboutotherculturesandgroupsServeasanexample,walkthetalkParticipateinmanagingdiversityStereotypes,prejudicesPastexperiencesandinfluencesStereotypedexpectationsandperceptionsFeelingsthattendtoseparate,divideAttheInterpersonalLevelInclusiveStrategiesBarrierstoInclusionFacilitatecommunicationandinteractionsinwaysthatvaluediversityEncourageparticipationShareyourperspectiveFacilitateuniquecontributionsResolveconflictsinwaysthatvaluediversityAcceptresponsibilityfordevelopingcommongroundCulturaldifferencesGroupdifferencesMythsRelationshippatternsbasedonexclusionCopyright©2011PearsonEducation,Inc.publishingasPrenticeHallFIGURE2–8 StrategiesThatOvercomeBarrierstoInclusion(cont’d)AttheOrganizationalLevelInclusiveStrategiesBarrierstoInclusionAllemployeeshaveaccesstonetworksandfocusgroupsAllemployeestakeaproactiveroleinmanagingdiversityandcreatingamorediverseworkplacecultureAllemployeesareincludedintheinnercirclethatcontributestothebottom-linesuccessofthecompanyAllemployeesgivefeedbacktomanagementAllemployeesareencouragedtocontributetochangeIndividualswhogetawaywithdiscriminatingandexcludingAculturethatvaluesorallowsexclusionWorkstructures,policies,andpracticesthatdiscriminateandexcludeCopyright©2011PearsonEducation,Inc.publishingasPrenticeHallDesigninganAffirmativeActionProgramGoodFaithEffortStrategyEliminatingthepresenteffectsofpastpractices

thatexcludedorunderutilizedprotectedgroupsIdentificationthroughnumericalanalysisProactiveeliminationofemploymentbarriersIncreasedminorityorfemaleapplicantflowIncreasingEmployeeSupportforAffirmativeActionTransparentselect