Managing Equal Employment and Diversity
¡ Discuss racial/ethnic discrimination concerns involved with harassment and language issues.
¡ Describe how women are affected by pay, job assignment, and career issues in organizations.
¡ Define the two types of sexual harassment and how employers should respond to sexual harassment complaints.
¡ Identify two means that organizations are using to deal with the aging of their workforces.
Chapter Objectives (cont’d)
¡ Discuss how reasonable accommodation is made when managing individuals with disabilities and differing religious beliefs.
¡ Evaluate several arguments supporting and opposing affirmative action.
¡ Explain diversity management and discuss why diversity training is important.
FIGURE 5-1 Equal Employment and Diversity Management
Race, National Origin, and Citizenship Issues
FIGURE 5-2 Recent Year Charge Statistics from EEOC
• Pay Inequity
Ø To guard against pay inequities, employers should:
v Include benefits and other items of remuneration to calculate pay.
v Inform all employees how pay practices work.
v Base pay on the value of jobs and performance.
v Benchmark pay against local and national markets so that pay structures are competitive.
v Conduct audits to detect gender-based inequities and ensure that pay is fair internally.
FIGURE 5-3 Female Annual Earnings as Percentage of Male Earnings
FIGURE 5-4 Women as Percentage of Total Employees by Selected Industries
Sex/Gender Issues (cont’d)
Sex/Gender Issues (cont’d)
• Individuals with Differing Sexual Orientations
Ø Federal courts and the EEOC have ruled that sex discrimination under Title VII applies to a person’s gender at birth.
Ø Sexual orientation or sex-change issues that arise at work include:
v Reactions of co-workers and managers
v Fair evaluation and no discrimination
v Continuing acceptance
Sexual Harassment and
• Consensual Relationships and Romance at Work
Ø Workplace romances are risky because they can cause conflict or result in sexual harassment.
Types of Sexual Harassment
FIGURE 5-5 Potential Sexual Harassers
Employer Responses to Sexual Harassment
Sexual Harassment Liability Determination
Age Issues and EEO
HR Managers’ Views of Older Workers
Individuals with Disabilities in the Workforce
FIGURE 5-7 Common Means of Reasonable Accommodation
FIGURE 5-8 Religion and Spirituality in Workplaces
• Affirmative Action
Ø Employers are urged to hire groups of people based on their race, age, gender, or national origin to make up for historical discrimination.
• Affirmative Action and the U.S. Courts
Ø Courts have upheld the legality of affirmative action, but recently have limited it somewhat.
v University of Michigan cases
• Reverse Discrimination
Ø Occurs when a person is denied an opportunity because of preferences given to protected-class individuals who may be less qualified.
Debate on Affirmative Action
• Affirmative Action Plan (AAP)
Ø A requirement for federal government contractors with more than 50 employees and over $50,000 in government contracts annually to formally document the inclusion of women and racial minorities in the workforce.
Ø Covered employers must submit plans describing their attempts to narrow the gaps between the composition of their workforces and the composition of labor markets where they obtain employees.
Ø Focuses on hiring, training, and promoting protected-class members who are under-represented in an organization in relation to their availability in the labor markets from which recruiting occurs.
Components of an Affirmative Action Plan (AAP)
Managing Diversity (cont’d)
FIGURE 5-10 Various Approaches to Diversity and Their Results
Common Diversity Management Components
Diversity Training (cont’d)