德斯勒《人力资源管理》课件

TheStrategicRoleof

HumanResourceManagementAfterstudyingthischapter,

youshouldbeableto:Explainwhathumanresourcemanagement(HR)isandhowitrelatestothemanagementprocess.GiveatleasteightexamplesofhowmanagerscanuseHRconceptsandtechniques.IllustratetheHRmanagementresponsibilitiesoflineandstaff(HR)managers.ProvideagoodexamplethatillustratesHR’sroleinformulatingandexecutingcompanystrategy.Writeashortessaythataddressesthetopic:whymetricsandmeasurementarecrucialtotoday’sHRmanagers.Outlinetheplanofthisbook.©2005PrenticeHallInc.Allrightsreserved.1–2TheManager’sHumanResource

ManagementJobsManagementprocessThefivebasicfunctionsofplanning,organizing,staffing,leading,andcontrolling.Humanresourcemanagement(HRM)Thepoliciesandpracticesinvolvedincarryingoutthe“people”orhumanresourceaspectsofamanagementposition,includingrecruiting,screening,training,rewarding,andappraising.3©2005PrenticeHallInc.Allrightsreserved.PersonnelAspectsOfAManager’sJobConductingjobanalyses(determiningthenatureofeachemployee’sjob)PlanninglaborneedsandrecruitingjobcandidatesSelectingjobcandidatesOrientingandtrainingnewemployeesManagingwagesandsalaries(compensatingemployees)ProvidingincentivesandbenefitsAppraisingperformanceCommunicating(interviewing,counseling,disciplining)TraininganddevelopingmanagersBuildingemployeecommitment4©2005PrenticeHallInc.Allrightsreserved.PersonnelMistakesHirethewrongpersonforthejobExperiencehighturnoverHaveyourpeoplenotdoingtheirbestWastetimewithuselessinterviewsHaveyourcompanyincourtbecauseofdiscriminatoryactionsHaveyourcompanycitedbyOSHAforunsafepracticesHavesomeemployeesthinktheirsalariesareunfairandinequitablerelativetoothersintheorganizationAllowalackoftrainingtoundermineyourdepartment’seffectivenessCommitanyunfairlaborpractices5©2005PrenticeHallInc.Allrightsreserved.BasicHRConceptsGettingresultsThebottomlineofmanagingHRcreatesvaluebyengaging

inactivitiesthatproduce

theemployeebehaviors

thecompanyneedsto

achieveitsstrategic

goals.6©2005PrenticeHallInc.Allrightsreserved.LineandStaffAspectsofHRMLinemanagerAmanagerwhoisauthorizedtodirecttheworkofsubordinatesandisresponsibleforaccomplishingtheorganization’stasks.StaffmanagerAmanagerwhoassistsandadviseslinemanagers.7©2005PrenticeHallInc.Allrightsreserved.LineManagers’HRMResponsibilitiesPlacingtherightpersonontherightjobStartingnewemployeesintheorganization(orientation)TrainingemployeesforjobsnewtothemImprovingthejobperformanceofeachpersonGainingcreativecooperationanddevelopingsmoothworkingrelationshipsInterpretingthefirm’spoliciesandproceduresControllinglaborcostsDevelopingtheabilitiesofeachpersonCreatingandmaintainingdepartmentmoraleProtectingemployees’healthandphysicalcondition8©2005PrenticeHallInc.Allrightsreserved.FunctionsoftheHRManagerAlinefunctionTheHRmanagerdirectstheactivitiesofthepeopleinhisorherowndepartmentandinrelatedserviceareas(liketheplantcafeteria).AcoordinativefunctionHRmanagersalsocoordinatepersonnelactivities,adutyoftenreferredtoasfunctionalcontrol.Staff(assistandadvise)functionsAssistingandadvisinglinemanagersistheheartoftheHRmanager’sjob.9©2005PrenticeHallInc.Allrightsreserved.HRandAuthorityAuthorityTherighttomakedecisions,directothers’work,andgiveorders.ImpliedauthorityTheauthorityexertedbyanHRmanagerbyvirtueofothers’knowledgethatheorshehasaccesstotopmanagement.LineauthorityTheauthorityexertedbyanHRmanagerbydirectingtheactivitiesofthepeopleinhisorherowndepartmentandinserviceareas.10©2005PrenticeHallInc.Allrightsreserved.EmployeeAdvocacyHRmusttakeresponsibilityfor:Clearlydefininghowmanagementshouldbetreatingemployees.Makingsureemployeeshavethemechanismsrequiredtocontestunfairpractices.Representtheinterestsofemployeeswithintheframeworkofitsprimaryobligationtoseniormanagement.11©2005PrenticeHallInc.Allrightsreserved.ExamplesofHRJobDutiesRecruitersSearchforqualifiedjobapplicants.Equalemploymentopportunity(EEO)coordinatorsInvestigateandresolveEEOgrievances,examineorganizationalpracticesforpotentialviolations,andcompileandsubmitEEOreports.JobanalystsCollectandexamineinformationaboutjobstopreparejobdescriptions.12©2005PrenticeHallInc.Allrightsreserved.ExamplesofHRJobDuties(cont’d)CompensationmanagersDevelopcompensationplansandhandletheemployeebenefitsprogram.TrainingspecialistsPlan,organize,anddirecttrainingactivities.LaborrelationsspecialistsAdvisemanagementonallaspectsofunion–managementrelations.13©2005PrenticeHallInc.Allrightsreserved.HRDepartmentOrganizationalChart(LargeCompany)Figure1–1

Source:AdaptedfromBNABulletintoManagement,June29,2000.14©2005PrenticeHallInc.Allrightsreserved.CooperativeLineandStaffHRManagementThelinemanager’sresponsibilityistospecifythequalificationsemployeesneedtofillspecificpositions.HRstaffthendevelopssourcesofqualifiedapplicantsandconductinitialscreeninginterviewsHRadministerstheappropriatetestsandrefersthebestapplicantstothesupervisor(linemanager),whointerviewsandselectstheonesheorshewants.15©2005PrenticeHallInc.Allrightsreserved.HROrganizationalChart(SmallCompany)Figure1–2

16©2005PrenticeHallInc.Allrightsreserved.EmploymentandRecruiting—WhoHandlesIt?(percentageofallemployers)Figure1–3

Source:HRDepartmentBenchmarksandAnalysis,”BNA/SocietyforHumanResourceManagement,2002.Note:lengthofbarsrepresentsprevalenceofactivityamongallsurveyedemployers.17©2005PrenticeHallInc.Allrightsreserved.TheChangingEnvironmentOf

HRManagementHR’schangingrole:

“Personneldepartments”Tookoverhiringandfiringfromsupervisors,payroll,andbenefitplansadministration.Inthe1930sadded“protectingthefirminitsinteractionwithunions”responsibilities(laborrelations).Assumedorganizationalresponsibilitiesforequalemploymentandaffirmativeaction.18©2005PrenticeHallInc.Allrightsreserved.AChangingHREnvironmentGlobalizationTechnologicalAdvancesExportingJobsTheNatureofWorkWorkforceDemographics19©2005PrenticeHallInc.Allrightsreserved.EmploymentExodus:

ProjectedLossofJobsandWagesFigure1–4Source:MichaelShroeder,“StatesFightExodusofJobs,”WallStreetJournal,June3,2003,p.84.20©2005PrenticeHallInc.Allrightsreserved.MeasuringHR’sContributionStrategyThecompany’slong-termplanforhowitwillbalanceitsinternalstrengthsandweaknesseswithitsexternalopportunitiesandthreatstomaintainacompetitiveadvantage.HRmanagerstodayaremoreinvolvedinpartneringwiththeirtopmanagersinbothdesigningandimplementingtheircompanies’strategies.Topmanagementwantstosee,precisely,howtheHRmanager’splanswillmakethecompanymorevaluable.21©2005PrenticeHallInc.Allrightsreserved.HRMetricsAbsenceRate[(Numberofdaysabsentinmonth)÷(Averagenumberofemployeesduringmo.)×(numberofworkdays)]×100CostperHire(Advertising+AgencyFees+EmployeeReferrals+Travelcostofapplicantsandstaff+Relocationcosts+Recruiterpayandbenefits)÷NumberofHiresHealthCareCostsperEmployeeTotalcostofhealthcare÷TotalEmployeesHRExpenseFactorHRexpense÷TotaloperatingexpenseFigure1–5Sources:RobertGrossman,“MeasuringUp,”HRMagazine,January2000,pp.29–35;PeterV.LeBlanc,PaulMulvey,andJudeT.Rich,“ImprovingtheReturnonHumanCapital:NewMetrics,”CompensationandBenefitsReview,January/February2000,pp.13–20;ThomasE.MurphyandSourusheZandvakili,“DataandMetrics-DrivenApproachtoHumanResourcePractices:UsingCustomers,Employees,andFinancialMetrics,”HumanResourceManagement39,no.1(Spring2000),pp.93–105;[HRPlanning,CommerceClearingHouseIncorporated,July17,1996;]SHRM/EMA2000CostPerHireandStaffingMetricsSurvey;.22©2005PrenticeHallInc.Allrightsreserved.HRMetrics(cont’d)HumanCapitalROIRevenue−(OperatingExpense−[Compensationcost+Benefitcost])÷(Compensationcost+Benefitcost)HumanCapitalValueAddedRevenue−(OperatingExpense−([Compensationcost+BenefitCost])÷TotalNumberofFTERevenueFactorRevenue÷TotalNumberofFTETimetofillTotaldayselapsedtofillrequisitions÷NumberhiredFigure1–5(cont’d)Sources:RobertGrossman,“MeasuringUp,”HRMagazine,January2000,pp.29–35;PeterV.LeBlanc,PaulMulvey,andJudeT.Rich,“ImprovingtheReturnonHumanCapital:NewMetrics,”CompensationandBenefitsReview,January/February2000,pp.13–20;ThomasE.MurphyandSourusheZandvakili,“DataandMetrics-DrivenApproachtoHumanResourcePractices:UsingCustomers,Employees,andFinancialMetrics,”HumanResourceManagement39,no.1(Spring2000),pp.93–105;[HRPlanning,CommerceClearingHouseIncorporated,July17,1996;]SHRM/EMA2000CostPerHireandStaffingMetricsSurvey;.23©2005PrenticeHallInc.Allrightsreserved.HRMetrics(cont’d)TrainingInvestmentFactorTotaltrainingcost÷HeadcountTurnoverCostsCosttoterminate+Costperhire+VacancyCost+LearningcurvelossTurnoverRate[Numberofseparationsduringmonth÷Averagenumberofemployeesduringmonth]×100Workers’CompensationCostperEmployeeTotalWCcostforYear÷AveragenumberofemployeesFigure1–5(cont’d)Sources:RobertGrossman,“MeasuringUp,”HRMagazine,January2000,pp.29–35;PeterV.LeBlanc,PaulMulvey,andJudeT.Rich,“ImprovingtheReturnonHumanCapital:NewMetrics,”CompensationandBenefitsReview,January/February2000,pp.13–20;ThomasE.MurphyandSourusheZandvakili,“DataandMetrics-DrivenApproachtoHumanResourcePractices:UsingCustomers,Employees,andFinancialMetrics,”HumanResourceManagement39,no.1(Spring2000),pp.93–105;[HRPlanning,CommerceClearingHouseIncorporated,July17,1996;]SHRM/EMA2000CostPerHireandStaffingMetricsSurvey;.24©2005PrenticeHallInc.Allrightsreserved.MeasuringHR’sContributionTheHRScorecardShowsthequantitativestandards,or“metrics”thefirmusestomeasureHRactivities.Measurestheemployeebehaviorsresultingfromtheseactivities.Measuresthestrategicallyrelevantorganizationaloutcomesofthoseemployeebehaviors.25©2005PrenticeHallInc.Allrightsreserved.BenefitsofaHighPerformanceWorkSystem(HPWS)GeneratemorejobapplicantsScreencandidatesmoreeffectivelyProvidemoreandbettertrainingLinkpaymoreexplicitlytoperformanceProvideasaferworkenvironmentProducemorequalifiedapplicantsperpositionMoreemployeesarehiredbasedonvalidatedselectiontestsProvidemorehoursoftrainingfornewemployeesHigherpercentagesofemployeesreceivingregularperformanceappraisals.26©2005PrenticeHallInc.Allrightsreserved.TheNewHRManagerNewProficienciesHRproficienciesBusinessproficienciesLeadershipproficienciesLearningproficiencies27©2005PrenticeHallInc.Allrightsreserved.TheNewHRManager(cont’d)TheNeedto“KnowYourEmploymentLaw”EqualemploymentlawsOccupationalsafetyandhealthlawsLaborlaws28©2005PrenticeHallInc.Allrightsreserved.EffectsCFOsBelieveHumanCapital

HasonBusinessOutcomesFigure1–6

Source:StevenH.Bates,“BusinessPartners,”HRMagazine,September2003,p.4929©2005PrenticeHallInc.Allrightsreserved.TheNewHRManagerEthicsandHREthicallapses(e.g.,Enron,MarthaStewart)Sarbanes-OxleyActin2003Intendedtocurberroneouscorporatefinancialreporting:RequiresCEOsandCFOstocertifytheircompanies’periodicfinancialreports.Prohibitspersonalloanstoexecutiveofficersanddirectors.RequiresCEOsandCFOstoreimbursetheirfirmsforbonusesandstockoptionprofitsifcorporatefinancialstatementssubsequentlyrequirerestating.30©2005PrenticeHallInc.Allrightsreserved.HRProfessionalCertificationHRisbecomingmoreprofessionalized.SocietyforHumanResourceManagement(SHRM)SHRM’sHumanResourceCertificationInstitute(HRCI)SPHR(seniorprofessionalinHR)PHR(professionalinHR)

certificate31©2005PrenticeHallInc.Allrightsreserved.HRandTechnologyBenefitsoftechnologicalapplicationsforHRIntranet-basedemployeeportalsthroughwhichemployeescanself-serviceHRtransactions.TheavailabilityofcentralizedcallcentersstaffedwithHRspecialists.IncreasedefficiencyofHRoperations.ThedevelopmentofdatawarehousesofHR-relatedinformation.TheabilitytooutsourceHRactivitiestospecialistserviceproviders.32©2005PrenticeHallInc.Allrightsreserved.ThePlanofThisBook:BasicThemesHRmanagementistheresponsibilityofeverymanager—notjustthoseintheHRdepartment.HRmanagersmustalwaysstandreadytodefendtheirplansandcontributionsinmeasurableterms.AnHRdepartment’sperformanceismeasuredrelativetoachievingthecompany’sstrategicaims.HRmanagersincreasinglyrelyonITtohelpsupportthecompany’sstrategicaims.VirtuallyeveryHR-relateddecisionmanagersmakehaslegalimplications.GlobalizationanddiversityareimportantHRissuestoday.33©2005PrenticeHallInc.Allrightsreserved.StrategyandtheBasicHRProcessFigure1–8

34©2005PrenticeHallInc.Allrightsreserved.KEYTERMSmanagementprocesshumanresourcemanagement(HRM)authoritylinemanagerstaffmanagerlineauthorityimpliedauthorityfunctionalcontrolemployeeadvocacyglobalizationnontraditionalworkershumancapitalstrategymetricsHRScorecardoutsourcing35©2005PrenticeHallInc.Allrightsreserved.EqualOpportunityandtheLawAfterstudyingthischapter,

youshouldbeableto:Citethemainfeaturesofatleastfiveemploymentdiscriminationlaws.Defineadverseimpactandexplainhowitisprovedandwhatitssignificanceis.Explainandillustratetwodefensesyoucanuseintheeventofdiscriminatorypracticeallegations.Avoidemploymentdiscriminationproblems.Citespecificdiscriminatorypersonnelmanagementpracticesinrecruitment,selection,promotion,transfer,layoffs,andbenefits.Defineanddiscussdiversitymanagement.©2005PrenticeHallInc.Allrightsreserved.2–37EqualEmploymentOpportunity

1964–1991TitleVIIoftheCivilRightsAct(1964)Anemployercannotdiscriminateonthebasisofrace,color,religion,sex,ornationaloriginwithrespecttoemployment.CoverageAllpublicorprivateemployersof15ormorepersons.Allprivateandpubliceducationalinstitutions,thefederalgovernment,andstateandlocalgovernmentsAllpublicandprivateemploymentagenciesAlllaborunionswith15ormoremembers38©2005PrenticeHallInc.Allrightsreserved.TitleVIIofthe1964CivilRightsActTheEqualEmploymentOpportunityCommission(EEOC)ConsistsoffivemembersappointedbythepresidentwiththeadviceandconsentoftheSenate.Eachmemberservesafive-yearterm.TheEEOChasastaffofthousandstoassistitinadministeringtheCivilRightslawinemploymentsettings.EEOCmayfilediscriminationchargesandgotocourtonbehalfofaggrievedindividuals.39©2005PrenticeHallInc.Allrightsreserved.ExecutiveOrdersExecutiveOrders11246and11375Requireaffirmativeaction:stepsthataretakenforthepurposeofeliminatingthepresenteffectsofpastdiscriminationOfficeofFederalContractCompliancePrograms(OFCCP)Responsibleforimplementingtheexecutiveordersrelatedtoaffirmativeactionandensuringthecomplianceoffederalcontractors.40©2005PrenticeHallInc.Allrightsreserved.EmploymentDiscriminationLawsEqualPayActof1963Theactrequiringequalpayforequalwork,regardlessofsex.AgeDiscriminationinEmploymentActof1967(ADEA)Theactprohibitingarbitraryagediscriminationandspecificallyprotectingindividualsover40yearsold.VocationalRehabilitationActof1973Theactrequiringcertainfederalcontractorstotakeaffirmativeactionfordisabledpersons.41©2005PrenticeHallInc.Allrightsreserved.EmploymentDiscriminationLaws(cont’d)VietnamEraVeterans’ReadjustmentActof1974Anactrequiringthatemployeeswithgovernmentcontractstakeaffirmativeactiontohiredisabledveterans.PregnancyDiscriminationAct(PDA)of1978ATitleVIIamendmentthatprohibitssexdiscriminationbasedon“pregnancy,childbirth,orrelatedmedicalconditions.”Ifanemployeroffersitsemployeesdisabilitycoverage,thenitmusttreatpregnancyandchildbirthlikeanyotherdisability,andincludeitintheplanasacoveredcondition.42©2005PrenticeHallInc.Allrightsreserved.FederalAgencyGuidelinesUniformGuidelinesGuidelinesissuedbyfederalagencieschargedwithensuringcompliancewithequalemploymentfederallegislationexplainingrecommendedemployerproceduresindetail.TheEEOC,CivilServiceCommission,DepartmentofLabor,andDepartmentofJusticetogetherhaveuniformguidelinesforemployerstouse.43©2005PrenticeHallInc.Allrightsreserved.TitleVII:SexualHarassmentSexualharassmentHarassmentonthebasisofsexthathasthepurposeoreffectofsubstantiallyinterferingwithaperson’sworkperformanceorcreatinganintimidating,hostile,oroffensiveworkenvironment.Employershaveanaffirmativedutytomaintainworkplacesfreeofsexualharassmentandintimidation.FederalViolenceAgainstWomenActof1994Apersonwhocommitsaviolentcrimemotivatedbygenderisliabletothepartyinjured.44©2005PrenticeHallInc.Allrightsreserved.SexualHarassmentDefinedUnwelcomesexualadvances,requestsforsexualfavors,andotherverbalorphysicalconductofasexualnaturethattakesplaceunderanyofthefollowingconditions:Submissiontosuchconductismadeeitherexplicitlyorimplicitlyatermorconditionofanindividual’semployment.Submissiontoorrejectionofsuchconductbyanindividualisusedasthebasisforemploymentdecisionsaffectingsuchindividual.Suchconducthasthepurposeoreffectofunreasonablyinterferingwithanindividual’sworkperformanceorcreatinganintimidating,hostile,oroffensiveworkenvironment.45©2005PrenticeHallInc.Allrightsreserved.ProvingSexualHarassmentQuidproquoRejectingasupervisor’sadvancesadverselyaffectstheemployee’stangiblebenefits,suchasraisesorpromotions.Hostileenvironmentcreatedbysupervisors.Behaviorsthatsubstantiallyaffectanemployee’semotionalandpsychologicalabilitytothepointthattheyaffecttheemployee’sabilitytocontinuewiththeemployee’sjob.Hostileenvironmentcreatedbyco-workersornon-employees.Advancesbytheemployee’sco-workers(oreventheemployer’scustomers)cancauseharassment.46©2005PrenticeHallInc.Allrightsreserved.SexualHarassment:CourtDecisionsMeritorSavingsBank,FSBv.VinsonBurlingtonIndustriesv.EllerthFaragherv.CityofBocaRatonInaquidproquocaseitisnotnecessaryfortheemployeetohavesufferedatangiblejobactiontowinthecase.Theemployer(initsdefense)mustshowthatittook“reasonablecare”topreventandpromptlycorrectanysexuallyharassingbehaviorandthattheemployeeunreasonablyfailedtotakeadvantageoftheemployer’spolicy.47©2005PrenticeHallInc.Allrightsreserved.WhatEmployersShouldDotoMinimizeLiabilityinSexualHarassmentClaimsTakeallcomplaintsaboutharassmentseriously.Issueastrongpolicystatementcondemningsuchbehavior.Informallemployeesaboutthepolicyandoftheirrights.Developandimplementacomplaintprocedure.Establishamanagementresponsesystemthatincludesanimmediatereactionandinvestigationbyseniormanagement.Beginmanagementtrainingsessionswithsupervisorsandmanagerstoincreasetheirawarenessoftheissues.Figure2–1

Sources:CommerceClearingHouse,SexualHarassmentManualforManagersandSupervisors(Chicago:CommerceClearingHouse,1991),p.8;LouiseFitzgeraldetal.,“AntecedentsandConsequencesofSexualHarassmentinOrganizations:ATestofanIntegratedModel,”JournalofAppliedPsychology82,no.4(1997),pp.577–589;“NewEEOCGuidanceExplainsStandardsofLiabilityforHarassmentbySupervisors,”BNAFairEmploymentPractices(June24,1999),p.75;“AdequateResponseBarsLiability,”BNAFairEmploymentPractices(June26,1997),p.74;ShereenBinghamandLisaScherer,“TheUnexpectedEffectsofaSexualHarassmentEducationalProgram,”JournalofAppliedBehavioralScience37,no.2(June2001),pp.125–153.48©2005PrenticeHallInc.Allrightsreserved.WhatEmployersShouldDotoMinimizeLiabilityinSexualHarassmentClaims(cont’d)Disciplinemanagersandemployeesinvolvedinharassment.Keeprecordsofcomplaints,investigations,andactionstaken.Conductexitinterviewsthatuncoveranycomplaintsandthatacknowledgebysignaturethereasonsforleaving.Re-publishthesexualharassmentpolicyperiodically.Encourageupwardcommunicationthroughperiodicwrittenattitudesurveys,hotlines,suggestionboxes,andotherfeedbackprocedures.Figure2–1

Sources:CommerceClearingHouse,SexualHarassmentManualforManagersandSupervisors(Chicago:CommerceClearingHouse,1991),p.8;LouiseFitzgeraldetal.,“AntecedentsandConsequencesofSexualHarassmentinOrganizations:ATestofanIntegratedModel,”JournalofAppliedPsychology82,no.4(1997),pp.577–589;“NewEEOCGuidanceExplainsStandardsofLiabilityforHarassmentbySupervisors,”BNAFairEmploymentPractices(June24,1999),p.75;“AdequateResponseBarsLiability,”BNAFairEmploymentPractices(June26,1997),p.74;ShereenBinghamandLisaScherer,“TheUnexpectedEffectsofaSexualHarassmentEducationalProgram,”JournalofAppliedBehavioralScience37,no.2(June2001),pp.125–153.49©2005PrenticeHallInc.Allrightsreserved.CaliforniaStateUniversity,Fresno:ComplaintFormforFilingaComplaintofHarassmentorDiscriminationFigure2–2

Source:CaliforniaStateUniversity,Fresno.50©2005PrenticeHallInc.Allrightsreserved.EarlyCourtDecisionsRegardingEqualEmploymentOpportunityGriggsv.DukePowerCompanyDiscriminationbytheemployerneednotbeovert;employer’sintentisirrelevant.Anemploymentpracticemustbejobrelatedandvalidifithasanunequalimpactonmembersofaprotectedclass.Theburdenofproofisontheemployertoshowthattheemploymentpracticeisjobrelated.Businessnecessityistheemployer’sdefenseforanypracticethathasadverseimpact.51©2005PrenticeHallInc.Allrightsreserved.EarlyCourtDecisionsRegardingEqualEmploymentOpportunity(cont’d)AlbemarlePaperCompanyv.MoodyIfanemployerusesatesttoscreencandidates,thenthejob’sspecificdutiesandresponsibilitiesmustbecarefullyanalyzedanddocumented.Theperformancestandardsforemployeesonthejobinquestionshouldbeclearandunambiguous.EEOC(nowfederal)guidelinesonvalidationaretobeusedforvalidatingemploymentpractices.52©2005PrenticeHallInc.Allrightsreserved.EqualEmploymentOpportunity

1991–presentCivilRightsActof1991(CRA)Itplacesburdenofproofbackonemployersoncetheplaintiffhasmadeaprimafaciecaseandpermitscompensatoryandpunitivedamages.DisparateimpactApracticeorpolicythathasagreateradverseimpactonthemembersofaprotectedgroupthanonotheremployees,regardlessofintent.DisparatetreatmentIntentionaldiscriminationonthepartoftheemployer.53©2005PrenticeHallInc.Allrightsreserved.EqualEmploymentOpportunity

1991–presentDesertPalaceInc.vs.Costa.Mixedmotive:anemployercannotavoidliabilitybyprovingitwouldhavetakenthesameactionevenwithoutthediscriminatorymotive.Workersdonothavetoprovideevidenceofexplicitlydiscriminatoryconduct(suchasdiscriminatoryemployerstatements),butcouldprovidecircumstantialevidence(suchasloweredperformanceevaluations).54©2005PrenticeHallInc.Allrightsreserved.AmericanswithDisabilitiesAct(ADA)ADAof1990Requiresemployerstomakereasonableaccommodationsfordisabledemployees;itprohibitsdiscriminationagainstdisabledpersons.DisabilityAphysicalormentalimpairmentthatsubstantiallylimitsoneormoremajorlifeactivities.Excludeshomosexuality,bisexuality,voyeurism,compulsivegambling,pyromania,anddisordersresultingfromthecurrentillegaluseofdrugs.55©2005PrenticeHallInc.Allrightsreserved.ADAandIndividualsQualifiedindividualsUnderADA,thosewhocancarryouttheessentialfunctionsofthejob.ReasonableaccommodationIftheindividualcan’tperformthejobascurrentlystructured,theemployermustmakea“reasonableaccommodation”unlessdoingsowouldpresentan“unduehardship.”56©2005PrenticeHallInc.Allrightsreserved.EmployerObligationsunderADAAnemployermustmakeareasonableaccommodationforaqualifieddisabledindividualunlessdoingsowouldresultinunduehardship.Employersarenotrequiredtolowerexistingperformancestandardsorstopusingtestsforajob.Employersmayaskpre-employmentquestionsaboutessentialjobfunctionsbutcannotmakeinquiriesaboutdisability.Medicalexams(ortesting)forcurrentemployeesmustbejob-related.Employersshouldreviewjobapplicationforms,interviewprocedures,andjobdescriptionsforillegalquestionsandstatements.Employersshouldhaveup-to-datejobdescriptionsthatidentifythecurrentessentialfunctionsofthejob.57©2005PrenticeHallInc.Allrightsreserved.DisabilitiesandADACourtswilltendtodefine“disabilities”quitenarrowly.Employersarenotrequiredtotoleratemisconductorerraticperformanceevenifthebehaviorscanbeattributedtothedisability.Employersdonothavecreateanewjobforthedisabledworkernorreassignthatpersontoalight-dutypositionforanindefiniteperiod,unlesssuchapositionexists.Employersshouldnottreatemployeesasiftheyaredisabledsothattheywillnot“regardedas”disabledandprotectedundertheADA.58©2005PrenticeHallInc.All