Managing Equal Employment and Diversity

Managing Equal Employment and Diversity

Chapter Objectives

¡ 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

Sex/Gender Issues

•   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

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
Workplace Relationships

•   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

•   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

•   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

Managing Diversity (cont’d)

FIGURE 5-10 Various Approaches to Diversity and Their Results

FIGURE  5-11

Common Diversity Management Components

Diversity Training

Diversity Training (cont’d)