人力资源管理第十版英文版第五章笔记CHAPTER 5 Diversity and Equal Employment Opportunity.docx
《人力资源管理第十版英文版第五章笔记CHAPTER 5 Diversity and Equal Employment Opportunity.docx》由会员分享,可在线阅读,更多相关《人力资源管理第十版英文版第五章笔记CHAPTER 5 Diversity and Equal Employment Opportunity.docx(47页珍藏版)》请在冰豆网上搜索。
人力资源管理第十版英文版第五章笔记CHAPTER5DiversityandEqualEmploymentOpportunity
CHAPTER5DiversityandEqualEmploymentOpportunity
Afteryouhavereadthischapter,youshouldbeableto:
●Definediversitymanagement,anddiscusswhatitencompasses.
●Differentiateamongdiversitymanagement,equalemploymentopportunity(EEO),andaffirmativeaction.
●Discussseveralargumentssupportingandopposingaffirmativeaction.
●Explainhowtoidentifywhenillegaldiscriminationoccurs,anddefinefivebasicEEOconcepts.
●DiscussthekeyprovisionsoftheCivilRightsActof1964,TitleVII,andtheCivilRightsActof1991.
●Discussthetwogeneralapproachesthatcanbeusedtocomplywiththe1978UniformGuidelinesonEmployeeSelectionProcedures.
●Definevalidityandreliability,andexplainthreeapproachestovalidatingemploymentrequirements.
HRTRANSITIONS
DiversityandLawEnforcement
Ithasbecomeclearthathavingamorediversegroupoflawenforcementofficershassomerealadvantages.
Lawenforcementtakesplaceinmanyvenuesandwithallcitizensregardlessofbackground.Yetlawenforcementofficersasagroupdonotreflectthediversityofthecitizenry.Foryears,policeworkwasseenmostlyasmen’swork—andwhitemenfilledmostofficer’sjobs.Increasinglyithasbecomeclearthathavingamorediversegroupoflawenforcementofficershassomerealadvantages,yetmakingthetransitiontothatmorediverseworkforcehaspresentedsomechallenges.
Recently,asuspectwashandcuffedinfrontofhisthreeyoungchildrenandbecameagitated,demandinganapology.Themaledeputywhohandcuffedhimwasnotinthemoodfordebate,andtheatmospheregrewverytense.Fifteen-yearpoliceveteranCherylPecksteppedinandcalmlypointedout,“Look,wedon’tknowyou.Wedon’tknowwhatyourintentionsare.”Peck’swordsandfemalepresenceevidentlyreducedtensions.
Theresultswerethesame—thesuspectwastakenintocustody—butthecircumstancesweredifferent(andlessthreatening)thankstothefemaleofficer’spresence.
Locallawenforcementagenciesbeganhiringwomenintheearly1970s.Theystillemployfewerwomenthanmen,butthenumberofwomenisgrowing.Asurveyof800policedepartmentsthroughouttheUnitedStatesfoundthatabout12%ofnearly600,000officersarefemale.
Earlyon,somefemaleofficersnotedan“overprotective”attitudeonthepartoftheirmalecolleagues.
Otherobservershavenotedthatdepartmentsaremuchmoreprofessionalwithamixofmaleandfemaleofficers.
“Someoftheguyscouldgetprettyraunchy—withwomentheretheyhadtoquit.Butthatisthewayitshouldbe,”Pecknotes.Further,ashifttocommunitypolicingrequiresthatofficersreflectthemakeupofthecommunity,andthatinturnrequiresaddingmorewomenofficers.Additionally,anumberoflawenforcementofficialsbelievewomenpossesssuperiorinterpersonalskillsandwanttorecruitmore.
Butdespitethebenefits,changingthediversitymixoflawenforcementagenciesreflectsthesamechallengesofdoingsoinothersectorsofU.S.industry.Onecontroversyfocusesonthetestsrequiredtobecomeofficers.
About83%oflawenforcementdepartmentsrequireapplicantstopassatestonreading,writing,andreasoning—theso-calledcognitiveskills.BecausetheFederalDepartmentofJusticewasconcernedthatcognitivetestskeepoutmoreracialminorityapplicantsthanwhites,itdesignedanewpoliceexamthatfocusesonpersonalityvariablesinstead.Theonlyremainingcognitivesectionwasareadingtest.Topass,applicantshadtoscoreonlyaswellasthebottom1%ofcurrentofficers.
Manyarguedthatthetestwas“watereddown.”Theypointedoutthatifpoliceforcescannottestforintellectualskills,theywillendupwithrecruitswhocannotlearn,writecrimereports,ordowellincourtwhenconfrontedbydefenselawyers.
Whetherornotthetestisavalidoneforrecruitinggoodpoliceofficers,othercontroversieshavesurfacedarounditsuse.Forexample,inSuffolkCounty,NewYork,whereAfricanAmericansmakeup4.8%ofthecountyandHispanicAmericans6.6%,theirrepresentationonthepoliceforcewasonly2.2%and4.6%respectively.Thecountydevisedaplantoimprovethosenumbers,underpressurefromtheU.S.JusticeDepartment.Forty-threenewAfricanAmericanandHispanicAmericancadetswereassuredofficer’sjobsiftheyearnedjuniorcollegecriminaljusticedegreesandpassedanentranceexam.
Whilecompletingtheirdegrees,thesepromisingapplicantsworkedpart-timeasunpaidpoliceclerks.Mostalsoenrolledinaprepcoursedesignedtohelpthemwiththeexam.Inthecoursetheinstructorofferedtestquestionsandsome“preferredanswers”onthetest.Consequently,allofthecandidatespassedthetest.
However,controversyflaredabout“cheating,”fairness,andreversediscrimination.Further,theNewYorksupremecourtruledthatSuffolkCountydidnotexploresufficientalternativesbeforerecruitingonthebasisofskincolor.Thecandidates,caughtinthemiddle,felttheywerebeingpenalizedbecausethecountyhaddevisedafaultyprogram.
Evenwithitsadvantages,diversityissometimescontroversialanddifficulttoachieve.ThePoliceCommissionerinSuffolkCountysaysthathewantsmorediversity,butadmits“I’mnotsurehowwegetthere.”
“Thenotionthatdiversityhadabusinessimperativeandgaveusastrategicadvantagecamelater.”JOHNBRYAN
Differencesamongpeopleatworkarebothamanagerialplusandminus.Ithasbeenclearformanyyearsfromclassicstudiesdoneinsocialpsychologythatgroupsmadeupofverydifferentpeoplearemorecreativeandmoreabletoseeallsidesofanissue.Butgroupsoftendonotchoosetobediverseinmakeup,anddonotalwaysgetalongaswellasgroupsmadeupofmoresimilarmembers.
Peoplehavemanydimensions—age,gender,race,color,andreligionareonlyafew.Theconceptofdiversityrecognizesthedifferencesamongpeople.
TheNatureofDiversity
Theexistenceofdiversityisapparentinmostorganizations.Assuggestedinanumberofstudies,diversityhasbothpositiveandnegativeconsequences.Onthepositiveside,itprovidesorganizationsopportunitiestotapabroader,morediversesetofpeople,ideas,andexperiences.Diversityisparticularlyvaluableinabusinessorganizationbecauseitoftenreflectsthediversityofcustomersandthemarketplace.Bycapitalizingonthediversityinternally,businessorganizationsmaybeabletoadaptbettertothesubtledifferencesinvariouscustomermarkets.
Onthenegativeside,diversitymayinitiallyleadtoincreasedtensionsandconflictsintheworkplace.Insomeorganizations,peoplewhoarepartofwellestablishedgroupswithrelativelysimilarbackgroundsandracialorethnicheritageshavedemonstratedreluctancetoacceptpeoplewhoare“different.”Fortunately,outrighthostilityandphysicalresistancehaveoccurredinrelativelyfewworksituations.Buttensionshaveincreasedinothercircumstancesasdiversityeffortshavebeeninstitutedinworksettings.Communicationdifficultiesandconflictsbetweenworkersmayoccurmoreofteninorganizationshavinggreaterdiversityofpeople.Consequently,organizationsmustbeproactivenotonlyinaddressingdiversityconcernsbyexistingemployeesbutalsoinsupportingindividualswithdifferentbackgroundsandheritages.
Probablytheworstresponsetodiversityistoignoreit.Becauseofitsmanydimensions,theconceptofdiversityshouldbeviewedbroadly(seeFigure5—1).
Anyofthesedimensionscancreateconflictsbetweenpeopleatwork,buttheycanalsobringtheadvantagesofdifferentideasandviewpoints,whichiswhyorganizationsaddressdiversityasastrategichumanresourceissue.
DemographicsandDiversity
Diversityisseenindemographicdifferencesintheworkforce.2TheshiftingmakeupoftheU.S.populationaccountsfortoday’sincreasedworkforcediversityasmanyorganizationshirefromamorediversepoolofpotentialworkers.
Organizationshavebeenseeingtheeffectsofthesedemographicstrendsforseveralyears.Amoredetailedlookatsomeofthekeychangesfollows.AccordingtotheU.S.DepartmentofLabor:
●Totalworkforcegrowthwillbeslowerbetween1996and2006thaninpreviousdecades.
●Onlyone-thirdoftheentrantstotheworkforcebetween1990and2005willbewhitemales.
●Womenwillconstituteagreaterproportionofthelaborforcethaninthepast,and63%ofallU.S.womenwillbeintheworkforceby2005.
●Minorityracialandethnicgroupswillaccountforagrowingpercentageoftheoveralllaborforce.Immigrantswillexpandthisgrowth.
●TheaverageageoftheU.S.populationwillincrease,andmoreworkerswhoretirefromfull-timejobswillworkpart-time.
●Asaresultoftheseandothershifts,employersinavarietyofindustrieswillfaceshortagesofqualifiedworkers.
WOMENINTHEWORKFORCETheinfluxofwomenintotheworkforcehasmajorsocialandeconomicconsequences.Itisprojectedthat63%ofallwomenofworkingage,andover80%ofwomenfrom25to40yearsold,willbeworkingorlookingforworkby2000.Thisincreasewillmeanthatwomenwillmakeup47%ofthetotalworkforceby2005.Further,abouthalfofallcurrentlyworkingwomenaresingle,separated,divorced,widowed,orotherwisesingleheadsofhouseholds.Consequently,theyare“primary”incomeearners,notco-incomeproviders.
Onemajorconsequenceofhavinganincreasedpercentageofwomenintheworkforceisthatbalancingworkandfamilyissueswillcontinuetogrowinimportance.Also,asmorewomenentertheworkforce,greaterdiversitywillbefoundinorganizations.SomeotherimplicationsforHRmanagementofmorewomenworkingincludethefollowing:
●Greaterflexibili